The influences of knowledge management on innovation within formal and non-formal R&D manufacturing firms, Thailand

2016 ◽  
Author(s):  
Kimseng Tieng ◽  
Chawalit Jeenanunta ◽  
Nattharika Rittippant ◽  
Pornpimol Chongpisal ◽  
Ryoju Hamada
Keyword(s):  
Knowledge Management ◽  
Manufacturing Firms

The power of strategic knowledge management in the relationship between innovation and the performance of large manufacturing firms in Malaysia

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Gamal Abdualmajed Ali ◽  
Hussein Abu Al-Rejal ◽  
Amr Al-Ganad ◽  
Ebrahim Farhan Busenan ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Product Innovation ◽  
Empirical Work ◽  
Innovation Process ◽  
Process Innovation ◽  
Manufacturing Firms ◽  
Strategic Knowledge ◽  
Content Type ◽  
Strategic Knowledge Management ◽  
The Way

Purpose This study aims to explore the interaction of strategic knowledge management (SKM) and innovation on the performance of large manufacturing firms (LMFs) in Malaysia. Design/methodology/approach This study used a quantitative approach in investigating this interaction. Smart partial least-squares analysis was performed to test the hypotheses. Findings It was observed that administrative innovation, process innovation and product innovation were effective drivers of LMF performance. It was also ascertained that SKM has no moderating effect on the product innovation relationship with performance, although it does moderate the relationships between LMF performance and administrative innovation and process innovation, respectively. Research limitations/implications The main limitation of this study is its focus on Malaysian LMFs. It nevertheless contributes to the literature by extending understanding of SKM and innovation dimensions from multi-faceted perspectives. As this is largely ignored in the literature, the study paves the way for additional research. Practical implications The findings may be used as guidelines for chief executive officers, particularly on the way SKM and innovation can be developed for enhanced LMF performance, in the context of South Asian countries. Originality/value To the best of the authors’ knowledge, this is the first empirical work to confirm the main drivers of SKM, including in the analysis the effect of administrative innovation, process innovation and product innovation and performance, in the context of the manufacturing sector. In support of an original conceptual model, the insights contribute to the literature on innovation, LMFs, SKM and emerging economies.

scholarly journals Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

2017 ◽  
Vol 10 (6) ◽  
pp. 248 ◽  
Author(s):  
Muhammad Ali ◽  
SHEN Lei ◽  
Syed Talib Hussain
Keyword(s):  
Knowledge Management ◽  
Management Strategies ◽  
Talent Management ◽  
Manufacturing Firms ◽  
Point Of View ◽  
Mediation Effects ◽  
External Knowledge ◽  
Mediating Role ◽  
And Performance ◽  
Relationship Of

For the competitive market, both talent management and knowledge management of employees are key primary resources in organizations. While it is well known that in today's emerging economy, intangible resources like knowledge and human capital seem as the soul of survival; few studies have examined the effect of external knowledge management and talent management strategies in Chinese manufacturing firms. This study tries to bridge this gap by examining the importance of external knowledge management and talent management, Moreover, how this consequence can affect in particular industry for the economic growth of China? Total 249 responses were collected through structured questionnaire from manufacturing organizations located in Shanghai and Suzhou, China. PLS-SEM techniques via Smart-PLS (3.2.4) software has been used to test and validate proposed model and the relationships among the hypothesized constructs. The findings of this study show that external knowledge management (E-KM) and talent management both contributes positively to the performance of manufacturing firms. Moreover, talent management as mechanism demonstrated strong mediation effects between E-KM and performance. In researchers' point of view and results revealed the evidence by linking E-KM with TM-OP and TM as a mechanism between E-KM and OP. Such insights may helpful for managers to target sustainable current and future growth of the organizations and also, to overcome the shortage of talented and qualified worker’s issues in fast-growing emerging economies.

Knowledge Creation in Manufacturing Firms: A Case Study

1970 ◽  
Vol 3 (4) ◽  
pp. 279-286
Author(s):  
Gunmala Suri
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Knowledge Creation ◽  
Manufacturing Firms ◽  
Knowledge Flows ◽  
Total Quality ◽  
Collective Knowledge ◽  
Intellectual Assets

Knowledge Management (KM) is an interlinked business process that captures and provides access to a collective knowledge of an organization. KM is an audit of "intellectual assets" that highlights unique sources, critical functions and potential bottlenecks, which hinder knowledge flows to the points of use. It protects intellectual assets from decay; seek opportunities to enhance quality of decisions, services and products by adding intelligence, value and providing flexibility. Knowledge management complements and establishes organizational initiatives like Total Quality Management (TQM), Business Process Re-engineering (BPR) and organizational learning by providing a new and urgent focus to sustain competitive position.

THE ROLE OF KNOWLEDGE MANAGEMENT SYSTEMS FOR INNOVATION: AN ABSORPTIVE CAPACITY PERSPECTIVE

2013 ◽  
Vol 17 (05) ◽  
pp. 1350019 ◽  
Author(s):  
BERNHARD MOOS ◽  
DANIEL BEIMBORN ◽  
HEINZ-THEO WAGNER ◽  
TIM WEITZEL
Keyword(s):  
Knowledge Management ◽  
Absorptive Capacity ◽  
Manufacturing Firms ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Market Knowledge ◽  
Organisational Knowledge ◽  
Using Data ◽  
The Impact

What is the role of Knowledge Management Systems (KMS) for a firm's innovativeness and absorptive capacity (ACAP)? Research shows that a firm's capacity to acquire and utilise relevant knowledge, i.e., its absorptive capacity, is decisive for innovation success. We develop a theoretical model that links the availability and usage of KMS with a firm's ACAP and its organisational knowledge to explain its contribution for a firm's innovation success. Using data from 222 manufacturing firms, we can show that the availability of a KMS in a firm affects its innovation success by contributing to its ACAP. Looking at the impact of different knowledge types on innovativeness, the results show that only technological knowledge is a substantial determinant of innovation success but not market knowledge.

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