The 21st century brings along the recognition for the necessity to understand and measure the activity of knowledge management, for which reason organizations and system organizations, together with decisional governmental factors, do their best in order to develop policies that would promote these benefits. Knowledge management (KM) implies any activity regarding the capture and the diffusion of knowledge within the organization. In our study we analyze the impacts and dimensions of KM upon the innovation and labour productivity within the organization, and how KM affects the firm�s innovative performance. A key component of knowledge management is to provide access to stored knowledge components to improve decision making and to facilitate knowledge acquisition by the user.knowledge-based economy, knowledge management, knowledge, explicit and implicit knowledge, innovation, productivity, diffusion of knowledge.

Presentation for the 2018 International Conference on Knowledge Management. This presentation aims to analyze knowledge management initiatives used in Social Innovation

In the evolving landscape of higher education, identifying key drivers of organizational performance is crucial. This study investigates the impact of intellectual capital on knowledge management and innovation and how these factors collectively enhance organizational performance. Conducted among top leaders at 21 state universities in Indonesia, this quantitative research used structured questionnaires validated by prior studies. The high response rate strengthens the reliability of findings analyzed using SPSS for descriptive statistics and Structural Equation Modeling (SEM) with SmartPLS 3.0 for hypothesis testing. The results indicate intellectual capital significantly influences knowledge management and innovation, which in turn positively affect organizational performance. Intellectual capital enhances both knowledge management and organizational performance, while effective knowledge management fosters innovation, further contributing to improved performance. The novelty of this research lies in its comprehensive integration of intellectual capital, knowledge management, and innovation within the context of higher education, providing empirical evidence of their interconnectedness and collective impact on organizational performance, which has been largely unexplored in previous studies. This study’s practical implications encourage strategic investments in intellectual capital and knowledge management, ultimately contributing to improved organizational performance and providing valuable insights for policy and decision-making in the higher education sector.

This chapter focuses on organizational-level innovation and examines the innovation process. It presents some of the key components of knowledge creation theory, including the distinctive epistemology it is founded on, how knowledge creation is achieved through the conversion of knowledge from one form to another, and the role of space (ba) in knowledge. Then the chapter discusses some of the main critiques that have been made of knowledge creation theory which relate to its epistemology and its level of cultural generalizability. The chapter elaborates relevant parts of Crossan and Apaydin's (2010) model. It closes with an extended illustration on the role of absorptive capacity in innovation processes.

Purpose - This article examines the relation between knowledge management (KM) driven leadership, culture and innovation success of knowledge-intensive small and medium sized companies. By building on the previously reported research on leadership, culture, innovation , and knowledge management, we synergistically integrate d KM-driven leadership and innovation success while exploring the meditational role of culture in that. Design/methodology/approach - A conceptual model comprising three constructs was developed, namely KM-driven leadership, culture and innovation-based success of the company. To examine the conceptual model , quantitative research was conducted among selected companies from the SMEs offering knowledge-intensive business services. The companies were contacted by telephone and interviews were carried out with 111 key informants. The data was later analysed with exploratory and confirmatory statistical methods. We applied structural equation modelling techniques (SEM) with M plus 7.2 software package to investigate the effects of KM-driven leadership on culture, and consequently its effect on innovation-based success of the company. To investigate the meditational role of culture between KM-driven leadership and innovation-based success of the company a post-hoc analysis was undertaken. Originality/value - On the basis of the previous studies analysis, the following research gap has been identified. How does leadership based on knowledge management influences the innovation success of companies and what is the role of culture in this relation? By answering this question, the study contributes to the building of literature on the above topic twofold. First, it analyses the influence of KM-driven leadership in the creation of organizational culture, which in turn contributes to the innovation success of the company. Second, this research pioneers in that it explores the meditational role of culture among KM-driven leadership and innovation success. The results of the mediation analysis confirm that culture fully mediates the relationship of KM-driven leadership with innovation success . Practical implications - The paper proves the relation between KM-oriented leadership, culture and innovation-based success of the company. The analysis of the conceptual model confirms that culture mediates the relationship of leadership with innovation success. It highly contributes to the understanding of these phenomena in the context of small and medium-sized companies offering knowledge-intensive business services - still a topic at its early stage of research. The study also shows that KM-oriented leadership is a very important factor helping in the achievement of innovation success by companies. The relationships examined indicate the potential areas on which SME managers and executives should concentrate to achieve better innovation results

This chapter examines the management of innovation and knowledge. It begins with a look at different types of innovation and at how the innovation process itself has changed. It shows that changes in technology and demand have created new opportunities and have required new approaches to innovation. Innovation is increasingly important for gaining and maintaining a competitive advantage and, hence, the role of capabilities and knowledge is inextricably linked to any discussion of innovation, as is the key issue of value capture. The chapter further explores the concept of innovation within a global context, especially within the context of global R&D networks. In particular, it demonstrates how innovation at the global level requires an understanding of how knowledge is both developed and transferred across international centres.

Presentation for the 2018 International Conference on Knowledge Management. This presentation aims to establish the state-of-the-art of causal link between knowledge management practices and organizational innovation

PurposeThe purpose of the article is to examine the concepts of knowledge management strategies, innovation and service quality in information technology companies that have research and development (R&D) departments in the technoparks of research universities.Design/methodology/approachThe research was carried out in information technology companies with R&D departments in the technoparks of universities. Due to the “innovation” focus of the research, 302 engineers were selected by random sampling from engineers working in information technology companies in technoparks, and the prepared scale was sent to them via e-mail. In total, 302 units of data were subjected to path analysis and mediation effect analysis using the SmartPLS program.FindingsIn the research, it is supported by hypotheses that both knowledge management strategies and organizational innovation have a positive effect on the success of service quality and product innovation in information technology companies with R&D departments. At the same time, it can be explained as a result of analysis that innovation capability has both an independent and an intermediary variable effect.Research limitations/implicationsConsidering the limitations of the research, it is not correct to generalize the results of the analysis because the research was conducted only in information technology companies located in technoparks, and the data were collected from engineers working in these companies. For this reason, it is recommended that similar studies that are planned to be conducted in the future should do their research by taking this situation into account. At the same time, it is recommended to carry out future studies in different sectors and to bring the results obtained to the literature by comparing them.Practical implicationsThe importance of information is increasing in technology-oriented companies where competition is increasing. Companies that cannot go beyond imitation or offer similar products and/or services cannot compete with their competitors in a competitive environment. The fact that companies can be successful in a competitive environment is supported by hypotheses as a result of the analysis that they need to develop organizational innovation and knowledge, as well as develop innovation capability at the same time.Originality/valueThe research is an original study in terms of examining the R&D departments of information technology companies operating in the technoparks of universities. Innovation and knowledge management strategies are examined within the scope of the research model by collecting data from information technology companies with R&D departments.

The growing importance of knowledge as a production factor and as a determinant of innovation can be explained by the continuous accumulation of technical knowledge over time. Innovation Management Techniques (IMTs) are critical to support the process of innovation in firms and help them in a systematic way to meet new market challenges

New disruptive technologies in the context of the Internet of Things (IoT), especially, are changing the manner in which knowledge is managed within organizations, calling for a new and inventive knowledge management system and an open approach, to foster knowledge flows. This pattern expectedly should also enhance the development of internal knowledge management capacity, which in turn is a prerequisite of firm's innovativeness. In this context, the main goal of this research is to investigate the relationship among knowledge management system, open innovation, knowledge management capacity and innovation capacity. To reach this goal, the research employs structural equation modelling on a sample of 298 Italian firms from different sectors. The findings indicate that knowledge management system facilitates the creation of open and collaborative ecosystems, and the exploitation of internal and external flows of knowledge, through the development of internal knowledge management capacity, which in turn increases innovation capacity. The research further draws on its findings to identify significant scholarly and managerial implications, and to prescribe future research directions.

Purpose This study aims to investigate how information technology and knowledge management capabilities (ITCs and KMCs) impact organizational innovation (OI) through organizational agility (OA) (in terms of adaptive and entrepreneurial agilities; AA and EA). Design/methodology/approach Data are collected from IT and bank managers working in Indian banking sector through a matched-pair field survey. The analysis is performed using AMOS-25, a covariance-based structural equation modeling approach. Findings The findings are twofold. First, ITC and KMC are essential to realizing augmented OA (in terms of AA and EA). However, AA (fostering incremental innovation) contributes more than EA (fostering radical innovation) to attain OI. Second, although KMC is not directly impacting OI, its indirect effect via AA is obtained. It indicates that in Indian banking firms, KMC is still in the infancy level and not fully entrenched in corporate strategies; hence, may not necessarily enhance OI. Originality/value Although extant literature focuses on the impact of ITC and KMC (studied in separate research) on agility and performance, it pays very scant attention to the ITC–KMC–OA–OI linkages. There is a lack of research regarding the joint effects of ITC and KMC on OA and OI, specifically, there exists no research highlighting the indirect effect of OA on the ITC–KMC–OI relationships. The two pivotal concepts “the necessity of KM practices fully ingrained in the organizational innovative culture” and “critical focus on incremental innovation more than radical innovation practices,” substantiate the novelty of this research.

[[abstract]]"Previous researches have examined the relationships among variables such as knowledge management (KM), innovation and performance. However, most empirical studies have investigated the relationships among these variables in isolation. A gap thus exists in the literature and to fill this gap, the current study develops a research model that links these variables. The model establishes the relationships among KM capability, research and development (R&D) innovation and firm performance. The findings suggest that CEOs should manage knowledge-based resource and assess whether the firm has the KM capability to create, maintain and exploit the knowledge-based synergies for superior innovation of R&D departments.

This study aims to investigate the impact of generative artificial intelligence (GenAI) on enterprise innovation performance, particularly from the perspective of knowledge management. It addresses key challenges in GenAI adoption – such as data biases, information overload and technological dependence – and proposes strategies to overcome these obstacles to enhance innovation. Adopting a theoretical approach, this research analyzes the role of knowledge management in bridging the gap between GenAI and enterprise innovation. A structured framework based on four essential knowledge management processes – knowledge creation, retrieval and storage, transfer and sharing and application – is developed to tackle these challenges effectively. The study reveals that while GenAI presents both opportunities and challenges for enterprise innovation, leveraging a structured knowledge management framework is key to unlocking its potential. It underscores the critical role of human–AI collaboration in mitigating issues such as data biases and integration challenges, ultimately improving innovation performance. The findings highlight the importance of complementing AI capabilities with human judgment to ensure successful outcomes in GenAI-driven innovation. This conceptual study calls for further empirical research to validate the findings and expand their generalizability. Future studies should explore contextual factors such as organizational characteristics, business environments and policy frameworks to refine the proposed framework. This research offers novel insights into the intersection of GenAI, knowledge management and enterprise innovation. It stresses the importance of human involvement alongside GenAI, providing actionable recommendations for organizations navigating the complexities of AI adoption. In addition, it contributes to the evolving discourse on AI and innovation management, offering pathways for businesses to harness GenAI’s full potential and drive performance.

To leverage knowledge management for business innovation, IT managers must first understand the basic principles, theories, and practices of knowledge management. Next, they must understand how knowledge management will contribute to innovation. This chapter addresses both topics to help make IT managers become IT innovators.

Knowledge management (KM) is playing an important role in commercial and academic activities, and people are usually armed with effective KM tools for implementation. On one hand, KM tools can facilitate KM activities; however, on the other hand, with the “explosion” of KM tools development, people may feel confused about which to choose or which is more suitable. As a result, KM tools should be managed, so this paper aims at making a systematic classification and comparison research and proposes a KM tools selection strategy based on a point of view on knowledge lifecycle

Purpose Higher education institutions, particularly in developing countries, are striving for superior innovation performance to cope with the challenges of contemporary educational environment. Drawing on the knowledge management capability model and knowledge-based view of firms, this study aims to determine the impact of knowledge management enablers, namely, top management knowledge value, knowledge-oriented culture and knowledge-based rewards, on innovation speed and quality and assessing the mediating role of knowledge sharing process. Design/methodology/approach Data are collected from 234 academics of higher education institutions in Pakistan and analyzed through the partial least squares structural equation modeling technique. Findings The results indicate that top management knowledge value and knowledge-based rewards have a positive effect on innovation speed and quality. Although knowledge-oriented culture also contributes to innovation quality, it does not influence the innovation speed. Moreover, the knowledge sharing process mediates the effect of all these knowledge management enablers on innovation speed and quality. Practical implications This study underscores the importance of three key knowledge management enablers in higher education institutions. The findings of this study suggest that signaling knowledge value from the top management, fostering knowledge-oriented culture and enacting a knowledge-based reward system are critical in facilitating knowledge sharing process and enhancing innovation speed and quality in higher education institutions. Originality/value This is among one of the earlier studies that investigates the influence of top management knowledge value, knowledge-oriented culture and knowledge-based rewards on innovation speed and quality, particularly in higher education institutions, and determines the mediating role of the knowledge sharing process.

The concept of knowledge has gained in interest since industrialized economics have induced a shift in importance from labor, capital and natural resources towards intellectual resources. This study investigates how the management of knowledge influences the innovation performance of a firm. While former studies mainly focused on knowledge management cycles, we distinguish different types of knowledge management techniques. It turns out that there is a difference between three knowledge management techniques and their influence on product and process innovation. The ability to source external knowledge positively affects the firm’s introduction of new products and products new to the market. For obtaining cost reductions it is effective to stimulate employees to share knowledge. The availability of a codified knowledge management policy also positively affects the cost reduction possibilities of a firm. These results indicate that it is important for a firm to carefully select the tools of knowledge management in function of the kind of technical innovation it wants to proceed.Knowledge management; innovation performance;

PurposeIn the highly competitive sector of state-owned enterprises in Indonesia, particularly within the electricity group, innovation is crucial for sustainability and growth. This study investigates the impact of transformational leadership and knowledge management on innovation performance, emphasizing the mediating role of innovation capability.Design/methodology/approachEmploying a quantitative approach, this research focuses on the upper management of 11 companies, gathering data from 196 out of 280 surveyed individuals through structured questionnaires. Structural equation modeling (SEM) was utilized for analysis.FindingsOur analysis reveals a dual role of transformational leadership; while it significantly enhances innovation capability, it unexpectedly detracts from innovation performance. Conversely, knowledge management boosts both innovation capability and performance. Significantly, innovation capability serves as a crucial mediator, amplifying the effects of both transformational leadership and knowledge management on innovation performance. These results highlight complex interdependencies within organizational leadership and knowledge frameworks.Practical implicationsThese findings can guide organizations in refining leadership and knowledge management strategies to bolster innovation. By enhancing transformational leadership skills, implementing robust knowledge management systems and fostering innovation capabilities, companies can better navigate the complexities of the modern market. The adaptation of these strategies should consider specific organizational cultures and market dynamics to optimize performance.Originality/valueThis research extends the resource-based view (RBV) by detailing the interplay between key organizational variables, offering fresh insights into their collective impact on innovation within the context of state-owned enterprises in Indonesia.

The purpose of this paper is to present a critical evaluation of the implementation and development of innovation and knowledge management in the Romanian economy. As a former socialist country, Romania faced some specific difficulties in its transition from centrally controlled economy toward the free market economy, and from state ownership toward private ownership. A centrally controlled economy is very rigid, and it is based on inertial and linear thinking patterns. Switching toward a free market economy means also switching toward a dynamic and nonlinear thinking patterns, a more adequate perspective for the complex and turbulent changing business environment. Our research identified and evaluated the main barriers in implementing innovation and knowledge management in the Romanian economy, and based on these findings we developed a series of possible solutions.barriers, centrally controlled economy, cognitive approximation, innovation management, knowledge management, linear thinking, nonlinear thinking.