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This chapter highlights the importance of strategically managing knowledge networks. Strategic management is defined as being aware of current knowledge networks, understanding current knowledge stocks, and identifying gaps. It also involves assessing the knowledge needs of business units and ensuring that those needs are addressed. The chapter also highlights the importance of having a vision of a healthy knowledge network.

This paper aims at identifying segments among knowledge management (KM) practitioners and analyzes whether performance varies across these segments. The field of KM aims at enhancing performance through knowledge practitioners. However, not all KM implementations have similar outcomes.

A literature review is conducted through secondary sources. Based on the themes identified for research, qualitative research through a focus group discussion (FGD) and personal interviews is used to explore the themes. This is used to develop a conceptual KM framework. An instrument is developed which is tested for validity and reliability. The instrument is administered to respondents and 313 responses are obtained. Convenience sampling is used to select the respondents. Further, k-means cluster is used to identify segments among KM practitioners. A one-way analysis of variance (ANOVA) test is conducted to determine if the average scores of KM constructs varied between the three clusters. Further, ANOVA test is also used to analyze whether organizational and financial performance scores vary between the three clusters. Post hoc test is used to determine the extent of variation between cluster pairs.

The results show that the sample comprises three segments which were subsequently labeled as active, partly and passive KM practitioners. It was found that active KM practitioners scored highest on various KM constructs, passive KM practitioners scored the least and partly KM practitioners had scores in between the two. One-way ANOVA results showed that the average scores of KM constructs varied significantly between the three clusters. The results show that a significant difference is found in organizational as well as financial performance between any two cluster pairs.

The sample comprises 313 respondents, of which around 65 per cent are from services industry and 67 per cent from private sector. A higher representation from public sector and manufacturing industry would have made the comparison more meaningful. The findings are based on data collected from India, and therefore, the results may not be generalizable to all economies.

The three clusters identified from the sample data may help organizations who have initiated the KM process to benchmark themselves with the obtained clusters and identify the trust areas important to their KM initiative.

The study builds upon both qualitative methodology through FGD and personal interviews and quantitative methodology through questionnaire and surveys. This comprehensive coverage of KM constructs and identification of respondent clusters is insightful. It also provides researchers useful means to enhance performance through KM within clusters.

Currently, innovation performance (IP) and innovation quality (IQ) are essential intertwined constructs that help small- and medium-sized enterprises (SMEs) thrive in a competitive business environment and achieve long-term success and sustainability. This paper aims to examine the effect of top management knowledge values (TMKVs), knowledge-oriented culture (KOC) and rewards on IP and IQ through knowledge sharing.

The authors used a deductive cross-sectional data approach and a standardized questionnaire adopted from the literature to obtain responses from the employees of Egyptian manufacturing SMEs. The authors based this study’s findings on 316 usable samples by applying the purposive sampling technique.

Using structural equation modeling (SEM) with path analysis using SmartPLS4, the findings of this study demonstrate that TMKV positively affects IP but not IQ. On the one hand, the KOC and knowledge-sharing process (KSP) are positive enablers of IP and IQ. On the other hand, knowledge-based reward (KBR) has an insignificant effect on IP and IQ. Moreover, while KSP mediates TMKV’s and KOC’s connections with IP and IQ, it does not mediate KBR’s relationship with IP and IQ.

This study’s findings will help policymakers and planners create strategies through knowledge management to improve employees’ vision, commitment and dedication, culminating in a favourable impact on IP and IQ. These findings highlight the need to foster a knowledge-based culture that promotes communication networks, establishes trust and enables individuals to make decisions to enhance organizational success, IP and IQ.

In the case of a developing country, this study helps to fill the gaps by offering an integrated framework that simultaneously explores knowledge management enablers, IP and IQ.

This work aims to determine how innovation orientation (IO), built from six dimensions (strategic, structural-process, human resources, technological, organizational culture and market) affects organizational performance (OP) with the inclusion of knowledge management (KM) as a mediator and technological readiness (TR) as a moderator in the model.

Questionnaires completed by business service companies were analyzed using multiple regression analysis (path analysis), including the mediating variable (KM) and moderating variable (TR). The construct was validated with positive outcomes.

Of the eight hypotheses, six were supported. The study results show that strategic, technological, organizational culture and market dimensions of IO positively influence KM. On the other hand, KM plays an important role as a mediator in supporting the relationship between the four dimensions of IO and performance. Moreover, TR, as a moderator, positively affects the relationship between KM and OP.

The study is the first to explore the relationship between six dimensions of IO and KM in business service sector. Furthermore, this study provides evidence that TR can be beneficial for companies with respect to effective KM, which leads to the better performance.

The purpose is to present a knowledge management model for R&d organizations and discuss how to employ it for their innovation. This paper first derives generic elements for effective KM implementation through literature reviews. Then, considering the elements, this paper develops an integrative KM model for enabling R&D innovation. Next, this paper analyzes the case of Samsung Advanced Institute of Technology (SAIT), which has performed KM‐based innovation activities on the basis of the model presented in this paper. Finally, this paper discusses the lessons and implications from SAIT’s knowledge management initiatives. To achieve KM‐based innovation successfully in an R&D organization, its generic characteristics should be considered essentially in designing KM activities. From the case analysis of SAIT KM which employs this perspective, the following critical success factors are found: KM measurements metrics to stimulate a strong relationship between KM activities and the organization’s competitiveness, knowledge templates to enable the consistent management of core knowledge, various information group activities to generate meaningful new ideas, and IT systems and rules to satisfy researchers’ individual aspiration for self development. The research limitations/implications are that to generalize the usefulness of the proposed model, more cases need to be analyzed. The practical implications are that the proposed R&D KM model and analyses on the real‐life KM case of SAIT may be employed as significant benchmarking information in other R&D organizations. This paper presents an integrative KM model considering the generic features of R&D organizations.

The purpose of the present study is to examine the relationships among knowledge management strategies, innovation, and organisational performance in the Iraqi mobile telecommunication sector.

Research suggests that knowledge management strategies are essential capabilities for effective innovation and organisational performance. Through analysis of surveys collected from 220 mid‐level managers, the present study empirically tested a proposed theoretical framework by estimating structural equation model.

The results show that knowledge management strategies had a statistically significant and direct positive effect on innovation and organisational performance. Most outstandingly, the results indicate that knowledge management strategies had a positive and statistically significant effect on organisational performance through the partial mediation effect of innovation.

Conclusions of the present study may help academics and managers in implementing knowledge management strategies in order to enhance innovation and improve organisational performance.

This study aims to empirically analyze the significance of various knowledge management (KM) elements to the environment in a military organization and establish the efficacy of performance indicators of civil organizations for a military organization.

The research methodology includes the development of a research model based on a comprehensive literature review. A sample of 454 Indian Air Force Veterans was obtained and structural equation modeling (SEM) analysis using statistical package for the social sciences (SPSS) analysis of moment structures (AMOS) was conducted to test the hypotheses. The study first employed exploratory factor analysis (EFA) for redefining the theoretical constructs and then confirmatory factor analysis (CFA) to test the hypotheses.

The study empirically establishes the significance of various KM elements on the knowledge environment that creates, stores, transfers and applies knowledge to achieve military objectives. Findings indicate the complexity of KM in a military setup while applying the performance measures used in the civil organization.

The study expects to expand the scope of the KM literature to the militaries of developing countries and provide a methodology to the leaders and practitioners in the military organizations, and to study the available KM practices, models and tools in the civil world.

To the best of the authors’ knowledge, the present research is one of the first to generate empirical insights into a knowledge environment in military organizations and test its relation with parameters used in civil organizations. The paper would significantly contribute to the underexplored area of KM in military organizations and infuse a theoretical rigor into the KM literature.

The purpose of this paper is to analyse the direct effects of strategic orientation in innovation and competition on personalisation and codification type knowledge management (KM) strategies and their organisational creativity.

The authors counter-checked the hypothesis model with a sample of 169 companies in emerging markets that adopt technology: a country such as Colombia. To do so, the authors used structural equations with the least squares model.

The data indicate that both KM strategies positively influence creativity; however, personalisation has a greater effect. Additionally, SG for innovation has a positive effect on both KM strategies; however, for competition, KM only has an influence on codification.

The relation between KM strategies and creativity has been approached on a strictly theoretical level; therefore, this paper provides empirical evidence on the subject. It also establishes the direct effect that SG has on KM strategies, which have so far only been tangentially analysed. In so doing, it goes further than the limitations in the literature regarding analysis of the KM-creativity relationship, but it does not consider business strategy implications.

el artículo busca analizar los efectos directos de la orientación estratégica (OE) a la innovación y a la competencia, sobre las estrategias de gestión del conocimiento (GC), de personalización y codificación y, de estas últimas, sobre la creatividad organizacional.

el modelo de hipótesis se contrastó en una muestra de 160 empresas situadas en un país emergente y tecnológicamente seguidor como Colombia. Para ello, se utilizaron ecuaciones estructurales por el método de los mínimos cuadrados.

los datos indican que ambas estrategias de GC influyen positivamente sobre la creatividad, sin embargo, el efecto de la personalización es mayor. Además, la OE a la innovación incide positivamente sobre ambas estrategias de GC, sin embargo, la OE a la competencia solo influye sobre la codificación.

la relación entre estrategias de GC y creatividad se ha planteado en el plano estrictamente teórico, por ende, este artículo aporta evidencia empírica sobre el particular. Además, establece el efecto directo de la OE sobre las estrategias de GC que ha sido analizado de manera tangencial y, de este modo, se superan las limitaciones que se han planteado en la literatura en torno a la forma como se ha venido analizando la relación GC-creatividad, sin considerar las implicaciones de la estrategia del negocio.