The influence of knowledge networks on a firm’s innovative performance

Shih‐Chieh Fang · Ming‐Chao Wang · Pei-Chen Chen

32 citations0/0 files storedJournal of Management & Organization

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Innovation and Knowledge Management Knowledge Management and Sharing Business Strategy and Innovation

Abstract

Abstract This paper explores the concept of knowledge networks in order to disclose how firms are able to increase innovative performance as a result of network structure and network content, which concern how firms connect with network partners (network structure), what the essence of exchange is for firms to acquire knowledge in the network (knowledge heterogeneity), and why firms need to cooperate with others (knowledge cognition). By using a sample of 144 high-technology firms in Taiwan’s science parks to test the hypotheses, the results of this study show that, while network structures do impact on a firm’s innovative performance, access to heterogeneous knowledge and increasing a firm’s knowledge in terms of defining and recognizing novel knowledge should be considered, since both play critical roles in facilitating innovative performance. These findings suggest that knowledge flow through a firm’s relationships must be understood in terms of network structure and content.

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References

1990Absorptive Capacity: A New Perspective on Learning and Innovation 1985Economic Action and Social Structure: The Problem of Embeddedness 1991Exploration and Exploitation in Organizational Learning 2000Structural equation modeling with AMOS: basic concepts, applications, and programming 1990Foundations of social theory 1998Social Capital, Intellectual Capital, and the Organizational Advantage 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 1977Estimating Nonresponse Bias in Mail Surveys

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