Article Sidebar

Download
Download Article

Main Article Content

Abstract

In the relentless pursuit of organizational excellence, the synergistic interplay between knowledge management, innovation, and organizational performance has emerged as a central focal point. This study embarks on a quantitative exploration to decipher the intricate connections that underlie these phenomena. The investigation delves into the dynamic landscape of knowledge management and its profound impact on innovation within organizations. It hypothesizes that adept knowledge acquisition, sharing, and utilization practices engender heightened innovation levels. Simultaneously, the study postulates that organizations effectively harnessing knowledge management experience superior overall performance, characterized by enhanced flexibility, productivity, and competitiveness. Further delving into the innovation dimension, the research scrutinizes the symbiotic relationship between innovation and organizational performance. It proposes a positive correlation between a higher degree of innovation and an organization's prowess in competitive advantage, revenue generation, and customer satisfaction. The study also sheds light on the instrumental role of wise leadership in fostering knowledge management capabilities. It anticipates that leaders embracing qualities such as discernment, adept communication, and an understanding of core issues stimulate knowledge management prowess. This, in turn, is expected to positively influence innovation performance through the mediation of knowledge management capabilities. Amidst the tapestry of these relationships, the study examines the context of industry clusters and their impact on knowledge management and innovation performance. It theorizes that industry clusters, rich in resources and robust relationships, will synergistically promote knowledge sharing and acquisition practices, thereby amplifying innovation performance. Furthermore, the research probes the intersection of organizational sustainability, knowledge management, and open innovation. It postulates that organizations effectively integrating social and environmental dimensions within their business strategies will experience a positive influence on innovation performance. In this rigorous empirical journey, quantitative methodologies are employed to unveil the intricacies of these interconnections. Data collection, analysis, and interpretation form the keystones of the research process, facilitating the validation or rejection of the proposed hypotheses. Ultimately, this study aspires to illuminate the underlying mechanisms that propel organizations towards unparalleled success by orchestrating knowledge management, innovation, and organizational performance into a harmonious crescendo.

Keywords

Knowledge Management Innovation Organizational Performance Wise Leadership Industry Clusters

Article Details

Creative Commons License

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

How to Cite
Putra, A. H. P. K., Rahmi, R. ., & Laisila, M. . (2023). Unlocking the Symphony of Innovation: Weaving Knowledge Management into Organizational Performance. Golden Ratio of Mapping Idea and Literature Format, 3(2), 92–119. https://doi.org/10.52970/grmilf.v3i2.323
Download Citation
Endnote/Zotero/Mendeley (RIS)
BibTeX

References

  1. Abbas, J., & Sağsan, M. (2019). Impact of knowledge management practices on green innovation and corporate sustainable development: A structural analysis. Journal of Cleaner Production, 229, 611–620. https://doi.org/https://doi.org/10.1016/j.jclepro.2019.05.024
  2. Breznik, K. (2018). Knowledge Management – from its Inception to the Innovation Linkage. Procedia - Social and Behavioral Sciences, 238, 141–148. https://doi.org/https://doi.org/10.1016/j.sbspro.2018.03.017
  3. Dickel, D. G., & Moura, G. L. de. (2016). Organizational performance evaluation in intangible criteria: a model based on knowledge management and innovation management. RAI Revista de Administração e Inovação, 13(3), 211–220. https://doi.org/https://doi.org/10.1016/j.rai.2016.06.005
  4. Ding, W., Choi, E., & Aoyama, A. (2019). Relational study of wise (phronetic) leadership, knowledge management capability, and innovation performance. Asia Pacific Management Review, 24(4), 310–317. https://doi.org/https://doi.org/10.1016/j.apmrv.2018.10.005
  5. Hock-Doepgen, M., Clauss, T., Kraus, S., & Cheng, C.-F. (2021). Knowledge management capabilities and organizational risk-taking for business model innovation in SMEs. Journal of Business Research, 130, 683–697. https://doi.org/https://doi.org/10.1016/j.jbusres.2019.12.001
  6. Kianto, A., Sáenz, J., & Aramburu, N. (2017). Knowledge-based human resource management practices, intellectual capital and innovation. Journal of Business Research, 81, 11–20. https://doi.org/https://doi.org/10.1016/j.jbusres.2017.07.018
  7. Lai, Y.-L., Hsu, M.-S., Lin, F.-J., Chen, Y.-M., & Lin, Y.-H. (2014). The effects of industry cluster knowledge management on innovation performance. Journal of Business Research, 67(5), 734–739. https://doi.org/https://doi.org/10.1016/j.jbusres.2013.11.036
  8. Lopes, C. M., Scavarda, A., Hofmeister, L. F., Thomé, A. M. T., & Vaccaro, G. L. R. (2017). An analysis of the interplay between organizational sustainability, knowledge management, and open innovation. Journal of Cleaner Production, 142, 476–488. https://doi.org/https://doi.org/10.1016/j.jclepro.2016.10.083
  9. Naqshbandi, M. M., & Jasimuddin, S. M. (2018). Knowledge-oriented leadership and open innovation: Role of knowledge management capability in France-based multinationals. International Business Review, 27(3), 701–713. https://doi.org/https://doi.org/10.1016/j.ibusrev.2017.12.001
  10. Nowacki, R., & Bachnik, K. (2016). Innovations within knowledge management. Journal of Business Research, 69(5), 1577–1581. https://doi.org/https://doi.org/10.1016/j.jbusres.2015.10.020
  11. Öberg, C., & Alexander, A. T. (2019). The openness of open innovation in ecosystems – Integrating innovation and management literature on knowledge linkages. Journal of Innovation & Knowledge, 4(4), 211–218. https://doi.org/https://doi.org/10.1016/j.jik.2017.10.005
  12. Ode, E., & Ayavoo, R. (2020). The mediating role of knowledge application in the relationship between knowledge management practices and firm innovation. Journal of Innovation & Knowledge, 5(3), 210–218. https://doi.org/https://doi.org/10.1016/j.jik.2019.08.002
  13. Singh, S. K., Gupta, S., Busso, D., & Kamboj, S. (2021). Top management knowledge value, knowledge sharing practices, open innovation and organizational performance. Journal of Business Research, 128, 788–798. https://doi.org/https://doi.org/10.1016/j.jbusres.2019.04.040