The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Article

Innovation Strategies as Outcomes of KM Practices and Antecedents of Firm Performance: Evidence from European Economies  pp62-73

Inga Stankevice

© Jun 2015 Volume 13 Issue 1, Editor: Meliha Handzic and John Dumay, pp1 - 100

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Abstract

Abstract: An organisationâ s ability to successfully operate in a competitive environment hinges to a large extent on innovation performance. In the paper, knowledge management (KM) practices, including methods stimulating new ideas and creativity, are viewed as antecedents of innovation strategies, and variance in organisational performance is presented as a consequence of implementation of different innovation strategies. Which KM practices contribute to the emergence of the most and least sophistica ted innovation strategies? Which methods stimulating new ideas and creativity have the greatest potential in producing innovation? How is KM, via innovation strategies, related to firm performance? Where do the differences in innovation strategies and KM practices lie across countries? The paper is aimed at answering these questions and identifying KM practices typical of innovation strategies with varied levels of sophistication. Here, the sophistication depends on coherence (e.g. positive or negative, strong or weak) between the extent of an innovation strategy of an enterprise and the enterprise⠒s performance indicators. For the identification of innovation strategies, CIS8 database was used. It covers 60 innovation variables across 127,674 organiz ations from 12 core and 19 additional sectors and from 16 European economies. The innovation variables include different KM practices as well. Two firm performance indicators were also used in the research. For the identification of methods stimulating ne w ideas or creativity, CIS10 data were used. It covers six such methods; the sample includes enterprises from 24 European economies within innovation core sectors. The methods included exploratory factor analysis, correlation analysis, hierarchical cluste r analysis and k‑means cluster analysis. At each stage, the analyses were accompanied by rigorous validity and reliability tests. The originality of the paper lies in its attempt to interrelate different KM practices with not only innovation strategies an d firm performance, but national economic‑instit

 

Keywords: Keywords: creativity, economic-institutional context, firm performance, innovation strategy, knowledge management practices, organisation

 

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Journal Article

Assessing the Impact of Competence Utilisation in Innovation Strategy: A Correlational Analysis  pp45-56

Andrew L. S. Goh

© Jan 2005 Volume 2 Issue 1, Editor: Charles Despres, pp1 - 90

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Abstract

This study is concerned about the role of competence utilisation in innovation strategy. Using a correlational analysis based on non‑parametric statistics, it validates the impact of competence utilisation in relation to venture performance by testing three hypotheses. Data was gathered via a survey instrument to extract The findings are as follows: (1) The level of utilisation in technology, product and market competencies, as manifested by its role in innovation strategy, is positively correlated to venture performance; (2) The impact of competence utilisation is the strongest on sales profitability, followed by company growth and then organisational effectiveness; and (3) In terms of relative impact on venture performance, technology competence is the most effective, followed by product and market competence.

 

Keywords: Innovation Strategy Competence Utilisation and Venture Performance

 

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Journal Article

Best Fit KM ‑ Linking Communities of Practice to an Innovation Strategy  pp28-36

Inge Hermanrud

© May 2017 Volume 15 Issue 1, Learning and Unlearning for Sustainability, Editor: Sandra Moffett, pp1 - 58

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Abstract

Best fit Knowledge Management (KM) aims to link KM activities and other managerial efforts to the business strategy. In this case study, an innovation strategy was pursued to be implemented by offshoring. Offshoring is defined as the restructuring of a firm along a dimension, namely geography. It entails the relocation of operations from the home nation to a foreign location where the same company activities are performed (Contractor et al., 2010). While the current literature states that offshoring aims to reduce costs or tap knowledge (Persaud, 2005), the aim in this case was to use offshoring as a means for innovation. This article aims to discuss the practices that facilitate community construction in a multinational context supporting an innovation strategy. This article is founded on practice based theorising (Feldman and Orlikowski, 2011; Wenger, 1998), which is used to theorise what people do when they try to develop community among themselves.

 

Keywords: innovation strategy, multinational company, communities of practice, ICT use

 

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