The Mediation Role of Knowledge Sharing Between Organizational Learning and Technological Innovation Practice

The Mediation Role of Knowledge Sharing Between Organizational Learning and Technological Innovation Practice

Zhimin Wang (University of Otago, Dunedin, New Zealand) and Choon Ling Kwek (Tunku Abdul Rahman University College, Kuala Lumpur, Malaysia)
Copyright: © 2018 |Pages: 21
DOI: 10.4018/IJKM.2018070104

Abstract

This article investigates the mediation role of knowledge management according to the dimensions of knowledge donating and knowledge collecting. The collected data was based on a total of 157 managers from the manufacturing industries will be evaluated by applying the PLS-SEM and fsQCA. The empirical outcomes based on PLS-SEM analysis demonstrate that organizational learning positively impacts on knowledge donating and knowledge collecting. This study confirms that both the knowledge donating and knowledge collecting act as mediators in mediating the positive relationship between organizational learning and the technological innovation practice. The fsQCA results indicate that the conditional support for the proposed antecedent and outcome expectation of the organizational learning. Moreover, the findings of fsQCA analysis also show that the complex solutions with three combinations sufficiently explain the technological innovation practice.
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1. Introduction

The technological innovation practice currently represents one of the most important elements of organizational innovative practices and capabilities that supporting the competitiveness of an organization in a turbulent environment (Coccia, 2017; Haneda & Ito, 2018) and facilitating the superior organizational performance (Azar & Ciabuschi, 2017). However, priori research calls for more studies to investigate the issues that are compounded by the association of technological innovation practice with intangible organizational attributes and elements that encompassing the sources of knowledge, production techniques, routines, processes, and capabilities (Langley, Smallman, Tsoukas, & Van de Ven, 2013).

Organizational learning will determine the success of technological innovation practice (e.g. Mandinach & Cline, 2013) because organizational learning is a part of the “intangible” resource that is difficult to be imitated and replicated and it does facilitate the firm to achieve competitive advantage. Due to the important of organizational learning in the study of the technological innovation practice, many studies have called for identifying the mediating factor between the relationship between organizational learning and the practice of technological innovation (e.g. Coccia, 2017; Wilden & Gudergan, 2015). A number of studies pointed out that knowledge management can be a key mechanism between learning and innovative practice (Burg, Berend & Raaij, 2014; Sanz-Valle, Naranjo-Valencia, Jiménez, & Perez-Caballero, 2011) since the knowledge management is a valuable intangible resource generator which dynamically contributes to achievement of competitive advantages (Birkinshaw & Sheehan, 2002). The role of knowledge sharing has always been largely ignored in the field of knowledge management (Titi Amayah, 2013; Henttonen, Henttonen, Kianto, Kianto, Ritala, & Ritala, 2016). The different dimensions of knowledge sharing still remain in the ‘Pandora Box’ which calling for further research, especially in individual level constructs and act as mechanisms are limited (Lee, Leong, Hew, & Ooi, 2013; Schneckenberg, Truong & Mazloomi, 2015; Kim, Lee, Paek, & Lee, 2013). Accordingly, the purpose of this study is to investigate how knowledge sharing among employees is enhanced by organizational learning and how it influences technological innovation practice based on the context of manufacturing industries in Malaysia.

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