Knowledge management processes and firm innovation capability: a theoretical model
The major goal of knowledge management (KM) is to enhance innovation. Previous research on innovation and knowledge management has shown a positive relationship between innovation and effective knowledge management (Smith et al., 2005; Darroch & McNaughton, 2002; Dougherty et al., 2002; Nonaka &...
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| Main Authors: | , |
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| Format: | Article |
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Canadian Center of Science and Education
2015
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| Online Access: | http://eprints.utm.my/id/eprint/58467/ http://dx.doi.org/10.5539/ass.v11n18p10 |
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| Summary: | The major goal of knowledge management (KM) is to enhance innovation. Previous research on innovation and knowledge management has shown a positive relationship between innovation and effective knowledge management (Smith et al., 2005; Darroch & McNaughton, 2002; Dougherty et al., 2002; Nonaka & Takeuchi, 1995). Some scholars have maintained that the innovation that accelerates creative solutions depend greatly on the accumulation of new knowledge in an organization. Knowledge accumulated is the organization is essentially utilized by people via four major knowledge management processes. Unfortunately, KM literature overpraises the technological aspects neglecting the people dimensions and the soft aspect of people who actually possess the knowledge that could spark innovation. In a bid to fill this void, this paper contributions to knowledge by considering the need for a theoretical model of the attitudinal and behavioural conditions of the employees who engage in knowledge management processes to push the boundaries of their firm’s innovation capabilities. |
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