Knowledge processes, knowledge‐intensity and innovation: a moderated mediation analysis

Tatiana Andreeva · Aino Kianto

386 citations0/0 files storedJournal of Knowledge Management

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Innovation and Knowledge Management Management and Organizational Practices Knowledge Management and Sharing

Abstract

Purpose The purpose of this paper is to examine innovation from a knowledge‐based view by exploring the effect of knowledge processes and knowledge intensity on innovation performance. Design/methodology/approach First, a theoretical model of the connections between knowledge processes, knowledge intensity and innovation performance is presented. The posited hypotheses are then tested statistically, using a survey dataset of 221 organizations. Findings The result shows that while all knowledge processes have a beneficial impact on innovation, knowledge creation impacts innovation the most and fully mediates the impact of knowledge documentation, intra‐organizational knowledge sharing and external knowledge acquisition on innovation performance. Furthermore, knowledge intensity increases all knowledge processes. Knowledge intensity also moderates the relationship of documentation and knowledge sharing with knowledge creation. The interaction effect is negative, meaning that firms in less knowledge‐intensive conditions will benefit more from documentation and knowledge sharing for their knowledge creation purposes, and ultimately innovation. Research limitations The data are limited to companies from Finland, Russia and China. Practical implications To promote innovation, managers should pay close attention to knowledge creation processes in organizations. Furthermore, knowledge creation can be facilitated by ensuring efficient documentation procedures, and internal and external knowledge sharing and acquisition practices. Documentation and knowledge sharing are especially effective means to promote knowledge creation for non‐knowledge intensive firms. Originality/value This paper makes a contribution to the existing literature by building and testing a knowledge‐based model of firm innovation and articulating the inter‐relations of knowledge processes and knowledge intensity with innovation performance.

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References

1990Absorptive Capacity: A New Perspective on Learning and Innovation 1991Exploration and Exploitation in Organizational Learning 1998The Knowledge-Creating Company 1970Back-Translation for Cross-Cultural Research 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 1998Working knowledge: how organizations manage what they know 2002Absorptive Capacity: A Review, Reconceptualization, and Extension 2001Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2

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2017On the path towards open innovation: assessing the role of knowledge management capability and environmental dynamism in SMEs 2018From knowledge management to organizational performance 2019Transformational leadership and innovation: the mediating role of knowledge sharing amongst higher education faculty 2021Intellectual capital, knowledge management and competitive advantage: a resource orchestration perspective 2017Intellectual capital, knowledge management practices and firm performance

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