Linking knowledge management drivers to innovation performance: An exploratory study

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

Organizations in today's globalised world must innovate to compete. KM has appeared as a key issue to ongoing innovation, becoming one of the most vital part in management practices. KM is the process of converting information and intellectual assets into lasting value. The ways in which the intellectual capital, or knowledge held within an organization is transformed into innovation is now a central concern to management. Organizations that rapidly capture and implement new knowledge across the organization can be able to foster innovation as compared to those organizations that don't focus on this aspect. Innovation shows up in the quality and quantity of ideas and the efficiency and effectiveness of implementation of those ideas. These two parameters are independent, however, when combined they form the definition of innovation performance (IP). This study aims to provide empirical support for the relationship between KM and IP.Literature states that KM process needs a supportive infrastructure to enable the implementation of effective KM processes within and inter organizations. KM processes are described as the use of knowledge to create valuable knowledge through a series of coordinated knowledge processes, and KM infrastructure is the supportive structure to assist KM processes. This study suggests that knowledge process architecture of knowledge acquisition, development, distribution, utilization and retention are essential capabilities for effective IP. The literature offers theoretical support as well as some empirical support for a positive relationship between KM and IP. Through the analysis of a survey collected from 143 MBA students, all representatives of organizations, this paper explores the effects of KM on the IP, applying the PLS regression analysis. The results show that both KM processes and KM infrastructure positively and significantly influence IP. Although KM processes was found to be more significantly affecting IP than KM infrastructure, it is of particular interest to observe the impact of infrastructure, namely organizational structure and culture, in innovation environment which indicates the importance of context and background of KM.

Original languageEnglish
Title of host publicationProceedings of the 16th European Conference on Knowledge Management, ECKM 2015
PublisherAcademic Conferences Limited
Pages186-195
Number of pages10
ISBN (Print)978-1-910810-47-7
Publication statusPublished - 2015
EventProceedings of the 16th European Conference on Knowledge Management, ECKM 2015 - Udine, Italy
Duration: 3 Sep 20154 Sep 2015

Conference

ConferenceProceedings of the 16th European Conference on Knowledge Management, ECKM 2015
CountryItaly
CityUdine
Period3/09/154/09/15

Fingerprint

Exploratory study
Knowledge management
Innovation performance
Innovation
Knowledge processes
Intellectual assets
Knowledge acquisition
Organizational structure
Organizational culture
Intellectual capital
Regression analysis
Management practices

Keywords

  • Innovation performance
  • Knowledge management infrastructure
  • Knowledge management processes
  • Partial least square (PLS)
  • Portuguese companies

Cite this

Rosário Cabrita, M. D., Matos, F., & Cruz-Machado, V. (2015). Linking knowledge management drivers to innovation performance: An exploratory study. In Proceedings of the 16th European Conference on Knowledge Management, ECKM 2015 (pp. 186-195). Academic Conferences Limited.
Rosário Cabrita, Maria do ; Matos, Florinda ; Cruz-Machado, Virgílio. / Linking knowledge management drivers to innovation performance : An exploratory study. Proceedings of the 16th European Conference on Knowledge Management, ECKM 2015. Academic Conferences Limited, 2015. pp. 186-195
@inproceedings{c1f84dc7c72d458189a7238ac3c3f61d,
title = "Linking knowledge management drivers to innovation performance: An exploratory study",
abstract = "Organizations in today's globalised world must innovate to compete. KM has appeared as a key issue to ongoing innovation, becoming one of the most vital part in management practices. KM is the process of converting information and intellectual assets into lasting value. The ways in which the intellectual capital, or knowledge held within an organization is transformed into innovation is now a central concern to management. Organizations that rapidly capture and implement new knowledge across the organization can be able to foster innovation as compared to those organizations that don't focus on this aspect. Innovation shows up in the quality and quantity of ideas and the efficiency and effectiveness of implementation of those ideas. These two parameters are independent, however, when combined they form the definition of innovation performance (IP). This study aims to provide empirical support for the relationship between KM and IP.Literature states that KM process needs a supportive infrastructure to enable the implementation of effective KM processes within and inter organizations. KM processes are described as the use of knowledge to create valuable knowledge through a series of coordinated knowledge processes, and KM infrastructure is the supportive structure to assist KM processes. This study suggests that knowledge process architecture of knowledge acquisition, development, distribution, utilization and retention are essential capabilities for effective IP. The literature offers theoretical support as well as some empirical support for a positive relationship between KM and IP. Through the analysis of a survey collected from 143 MBA students, all representatives of organizations, this paper explores the effects of KM on the IP, applying the PLS regression analysis. The results show that both KM processes and KM infrastructure positively and significantly influence IP. Although KM processes was found to be more significantly affecting IP than KM infrastructure, it is of particular interest to observe the impact of infrastructure, namely organizational structure and culture, in innovation environment which indicates the importance of context and background of KM.",
keywords = "Innovation performance, Knowledge management infrastructure, Knowledge management processes, Partial least square (PLS), Portuguese companies",
author = "{Ros{\'a}rio Cabrita}, {Maria do} and Florinda Matos and Virg{\'i}lio Cruz-Machado",
note = "sem pdf.",
year = "2015",
language = "English",
isbn = "978-1-910810-47-7",
pages = "186--195",
booktitle = "Proceedings of the 16th European Conference on Knowledge Management, ECKM 2015",
publisher = "Academic Conferences Limited",

}

Rosário Cabrita, MD, Matos, F & Cruz-Machado, V 2015, Linking knowledge management drivers to innovation performance: An exploratory study. in Proceedings of the 16th European Conference on Knowledge Management, ECKM 2015. Academic Conferences Limited, pp. 186-195, Proceedings of the 16th European Conference on Knowledge Management, ECKM 2015, Udine, Italy, 3/09/15.

Linking knowledge management drivers to innovation performance : An exploratory study. / Rosário Cabrita, Maria do; Matos, Florinda; Cruz-Machado, Virgílio.

Proceedings of the 16th European Conference on Knowledge Management, ECKM 2015. Academic Conferences Limited, 2015. p. 186-195.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

TY - GEN

T1 - Linking knowledge management drivers to innovation performance

T2 - An exploratory study

AU - Rosário Cabrita, Maria do

AU - Matos, Florinda

AU - Cruz-Machado, Virgílio

N1 - sem pdf.

PY - 2015

Y1 - 2015

N2 - Organizations in today's globalised world must innovate to compete. KM has appeared as a key issue to ongoing innovation, becoming one of the most vital part in management practices. KM is the process of converting information and intellectual assets into lasting value. The ways in which the intellectual capital, or knowledge held within an organization is transformed into innovation is now a central concern to management. Organizations that rapidly capture and implement new knowledge across the organization can be able to foster innovation as compared to those organizations that don't focus on this aspect. Innovation shows up in the quality and quantity of ideas and the efficiency and effectiveness of implementation of those ideas. These two parameters are independent, however, when combined they form the definition of innovation performance (IP). This study aims to provide empirical support for the relationship between KM and IP.Literature states that KM process needs a supportive infrastructure to enable the implementation of effective KM processes within and inter organizations. KM processes are described as the use of knowledge to create valuable knowledge through a series of coordinated knowledge processes, and KM infrastructure is the supportive structure to assist KM processes. This study suggests that knowledge process architecture of knowledge acquisition, development, distribution, utilization and retention are essential capabilities for effective IP. The literature offers theoretical support as well as some empirical support for a positive relationship between KM and IP. Through the analysis of a survey collected from 143 MBA students, all representatives of organizations, this paper explores the effects of KM on the IP, applying the PLS regression analysis. The results show that both KM processes and KM infrastructure positively and significantly influence IP. Although KM processes was found to be more significantly affecting IP than KM infrastructure, it is of particular interest to observe the impact of infrastructure, namely organizational structure and culture, in innovation environment which indicates the importance of context and background of KM.

AB - Organizations in today's globalised world must innovate to compete. KM has appeared as a key issue to ongoing innovation, becoming one of the most vital part in management practices. KM is the process of converting information and intellectual assets into lasting value. The ways in which the intellectual capital, or knowledge held within an organization is transformed into innovation is now a central concern to management. Organizations that rapidly capture and implement new knowledge across the organization can be able to foster innovation as compared to those organizations that don't focus on this aspect. Innovation shows up in the quality and quantity of ideas and the efficiency and effectiveness of implementation of those ideas. These two parameters are independent, however, when combined they form the definition of innovation performance (IP). This study aims to provide empirical support for the relationship between KM and IP.Literature states that KM process needs a supportive infrastructure to enable the implementation of effective KM processes within and inter organizations. KM processes are described as the use of knowledge to create valuable knowledge through a series of coordinated knowledge processes, and KM infrastructure is the supportive structure to assist KM processes. This study suggests that knowledge process architecture of knowledge acquisition, development, distribution, utilization and retention are essential capabilities for effective IP. The literature offers theoretical support as well as some empirical support for a positive relationship between KM and IP. Through the analysis of a survey collected from 143 MBA students, all representatives of organizations, this paper explores the effects of KM on the IP, applying the PLS regression analysis. The results show that both KM processes and KM infrastructure positively and significantly influence IP. Although KM processes was found to be more significantly affecting IP than KM infrastructure, it is of particular interest to observe the impact of infrastructure, namely organizational structure and culture, in innovation environment which indicates the importance of context and background of KM.

KW - Innovation performance

KW - Knowledge management infrastructure

KW - Knowledge management processes

KW - Partial least square (PLS)

KW - Portuguese companies

UR - http://www.scopus.com/inward/record.url?scp=85006829753&partnerID=8YFLogxK

M3 - Conference contribution

SN - 978-1-910810-47-7

SP - 186

EP - 195

BT - Proceedings of the 16th European Conference on Knowledge Management, ECKM 2015

PB - Academic Conferences Limited

ER -

Rosário Cabrita MD, Matos F, Cruz-Machado V. Linking knowledge management drivers to innovation performance: An exploratory study. In Proceedings of the 16th European Conference on Knowledge Management, ECKM 2015. Academic Conferences Limited. 2015. p. 186-195