The knowledge management strategy and its effect on firm performance: A contingency analysis
This study seeks to examine the impact of knowledge management strategy on strategic performance in Chinese High Technology firms drawing on the theory of resource-based view. The results from moderated regression analysis show that the knowledge management strategy--performance connection is contingent on both performance-driven strategies, (including reward system and process innovation) and knowledge management-based competencies, such as R&D from past projects, market intelligence, and intraorganizational knowledge sharing. The findings suggest that both performance-driven strategies and knowledge management-based competencies should be considered in the implementation of knowledge management strategy in Chinese High Technology firms. These results have important implications for researchers investigating the effectiveness of high technology firms' adoption of knowledge management strategies in transitional economies as well as practitioners seeking to improve corporate strategic performance.
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Lööf, Hans & Heshmati, Almas, 2000.
"Knowledge Capital and Performance Heterogeneity: A Firm Level Innovation Study,"
SSE/EFI Working Paper Series in Economics and Finance
387, Stockholm School of Economics, revised 14 Aug 2000.
- Loof, Hans & Heshmati, Almas, 2002. "Knowledge capital and performance heterogeneity: : A firm-level innovation study," International Journal of Production Economics, Elsevier, vol. 76(1), pages 61-85, March.
- Saarenketo, Sami & Puumalainen, Kaisu & Kuivalainen, Olli & Kylaheiko, Kalevi, 2004. "Dynamic knowledge-related learning processes in internationalizing high-tech SMEs," International Journal of Production Economics, Elsevier, vol. 89(3), pages 363-378, June.
- Elie Ofek & Miklos Sarvary, 2001. "Leveraging the Customer Base: Creating Competitive Advantage Through Knowledge Management," Management Science, INFORMS, vol. 47(11), pages 1441-1456, November.
- Hult, G. Tomas M. & Ferrell, O. C., 1997. "Global organizational learning capacity in purchasing: Construct and measurement," Journal of Business Research, Elsevier, vol. 40(2), pages 97-111, October.
- Lukas, Bryan A. & Hult, G. Tomas M. & Ferrell, O. C., 1996. "A Theoretical Perspective of the Antecedents and Consequences of Organizational Learning in Marketing Channels," Journal of Business Research, Elsevier, vol. 36(3), pages 233-244, July.
- Janet Y Murray & Masaaki Kotabe & Albert R Wildt, 1995. "Strategic and Financial Performance Implications of Global Sourcing Strategy: A Contingency Analysis," Journal of International Business Studies, Palgrave Macmillan, vol. 26(1), pages 181-202, March.
- Ingemar Dierickx & Karel Cool, 1989. "Asset Stock Accumulation and the Sustainability of Competitive Advantage: Reply," Management Science, INFORMS, vol. 35(12), pages 1514-1514, December.
- Ingemar Dierickx & Karel Cool, 1989. "Asset Stock Accumulation and Sustainability of Competitive Advantage," Management Science, INFORMS, vol. 35(12), pages 1504-1511, December.
When requesting a correction, please mention this item's handle: RePEc:eee:proeco:v:125:y:2010:i:2:p:215-223. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Zhang, Lei)
If references are entirely missing, you can add them using this form.