Does Knowledge Mediate the Effect of Context on Performance? Some Initial Evidence

Cornelia Dröge · Cindy Claycomb · Richard N. Germain

151 citations0/0 files storedDecision Sciences

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Innovation and Knowledge Management Knowledge Management and Sharing Intellectual Capital and Performance Analysis

Abstract

ABSTRACT This research examines the links among four firm context variables, knowledge, and financial performance. Adopting a knowledge‐based, contingency view of the firm and assuming that strategy's locus is knowledge creation and application, we hypothesize that knowledge completely mediates the effects of context on performance. The results from analyzing 208 manufacturers found a positive relationship between applied knowledge and financial performance, but none between knowledge creation and performance. As for context, production technology routineness and low demand unpredictability were positively related only to greater applied knowledge; high technological turbulence was positively related to both knowledge creation and knowledge application; and firm size had no effect on either knowledge construct. No direct context‐performance relationships were found (i.e., all effects were indirect): knowledge, in particular applied knowledge, completely mediated the impact of context on performance.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1997Dynamic capabilities and strategic management 1984A resource‐based view of the firm 1991Exploration and Exploitation in Organizational Learning 1995The Knowledge-Creating Company 1994A Dynamic Theory of Organizational Knowledge Creation

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