The Role of Knowledge Management Processes for Enhancing and Supporting
4.3 RQ3. What Are the Main Research Outcomes Addressed in KM that Are Related to Innovation?
Various authors have tackled the topic of the influence of KM on organizational changes. Notably, the previous studies [23,24,34,39,66,67,73–78], have explored the topic, providing detailed explanations on the link between knowledge manage- ment and the introduction of innovations in firms. The writers assert that creative renovations require the transformation of virtual knowledge possessed by the workers in the implementation of the tactical skills in the process of production. Additionally, the publications indicate that organizational collaboration, as well as teamwork, are enhanced through the monitoring of available expertise. On the other hand, managing the employees’ skills ensures that firms attain a competitive advantage over rivals in the market. Fundamentally, innovations in a company require the input of expert skills to make the process viable and profitable in the long run.
5 Discussion
The principal aim of the present analysis entails the systematic evaluation and synthe- sis of the influence of KM processes in innovative organizations. As explained in the results section, creative renovations require the transformation of virtual knowledge possessed by the workers in the implementation of the tactical skills in the process of production. Innovations in a company need the input of expert skills to make the process viable and profitable in the long run. As explained in the literature review part of the exploration, the primary source of prosperity and wealth in the modern information economy is the production and supply of knowledge and information.
156 S. Areed et al.
KM is a strategy that helps businesses to use understanding for envisaging, making, and controlling the entire decision-making procedure. KM procedures are the criti- cal processes for enhancing the capabilities of a specific technology, and the fruitful adoption and execution of the technology dramatically relies on the effective use of the progressions. The findings by Andreeva and Kianto [79] indicate that the current market demands of business processes mandate that manual labor should be replaced by automation, which necessitates the need for knowledge and expert skills.
The first goal of the investigation included the aim to determine the significant KM processes that impact innovation. As indicated in the results section, knowledge management involves steps such as creation, acquisition, sharing, and application.
In the literature review chapter, the various scholars highlight that the processes of KM include acquisition, generation, refinement, storage, transmission, sharing, and application of knowledge. Although people can individually perform every KM process, KM is substantially an organizational activity that emphasizes on what executives can do to enable the achievement of KM goals, how managers can motivate personnel to participate in attaining the objectives and how the leaders can create standard procedures that will expedite the success of KM. Based on the study results, there exists a positive association between the practical application of KM processes and successful innovation. For instance, the findings postulate that acquiring skills entails borrowing from external sources and developing them within the organization.
Sharing ensures that all staffs are familiar with the developments occurring in the company, which in turn builds team spirit and co-operation. Likewise, the application ensures that technical and theoretical know-how is utilized to improve the generation of new goods and services of the enterprise.
The second aim of the research involved the investigation of the various types of innovation that require KM. According to Rahimi et al. [80], knowledge management is an essential antecedent of embracing and executing various types of innovation.
KM augments engagement in novelty by producing, using, and sharing unique con- cepts as well as the exploitation of the thinking power of the firm. Based on the findings from the systematic review, the significant innovation categories emphasize on products, processes, and organizational inventions. A change can encompass a different good or service, production practice technology, new administrative system or structure, different program or plan concerning corporate members. In the results section, the activities involved in the advancement of existing goods in the market requires the input of experience and abilities such that the outcome meets the needs of the consumers. In essence, boosting business activities involves input from all stakeholders in a company.
The last research objective entailed the exploration of the significant research out- comes addressed in KM that relate to innovation. As seen in the study findings based on the systematic review, various authors have tackled the topic of the influence of KM on organizational changes. For instance, Rahimi et al. [80] explains the link between knowledge management and the introduction of innovations in firms. Ren- ovations require the transformation of virtual knowledge possessed by the workers into tactic skills in the process of production. Changes in a company need the input of expert skills to make the process viable and profitable in the long run.
The Role of Knowledge Management Processes for Enhancing … 157
6 Conclusion and Future Work
The above systematic review presented an analytical discussion of the present researches concerning the impact of KM processes for innovative companies. The analysis sought to respond to the three research questions that achieve the study objec- tive. As highlighted in the preceding sections of the study, there exists a positive and significant link between various KM processes and organizational innovation. The literature review section of the research paper and the results chapter formulates the basis of the consolidation of findings to attain the study goals. Based on the investi- gation purpose and the results collected from various articles, the findings postulate a positive relationship between the KM practice such as processes such as creation, acquisition, sharing, and application influence organizational innovation in multiple ways. Moreover, as explained in the study, the variables above are critical in ensur- ing that the ideas conceived by the workforce are carefully considered and put into the appropriate use. While it has been shown that KM processes have a significant impact on innovation, there is still an open door for some further work to examine the influence of these processes on other forms of innovation. Future work should take into account this gap and seek to explore the effect of these KM processes on differ- ent types of innovation. In conclusion, the results of this review study offer insight into the current trend of research involving innovation studies in KM processes and provide a valuable guide for future studies in innovation-based KM processes.
Acknowledgements This work is a part of a project undertaken at the British University in Dubai.
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