Catherine L. Wang, G. Tomas M. Hult, David J. Ketchen, Jr. and Pervaiz K. Ahmed (2009) Knowledge management orientation, market orientation, and firm performance: an integration and empirical examination . Journal of Strategic Marketing, 17 (2). pp. 147-170. ISSN 1466-4488
Full text access: Open
A growing belief has emerged that effectively managing knowledge can enhance performance. To date, however, there is limited empirical evidence. We draw on the resourcebased and knowledge-based views of the firm as well as research on strategic sensemaking in order to introduce the concept of “knowledge management orientation,” and to examine the relationships among knowledge management orientation, market orientation, and firm performance. Using data from 213 United Kingdom firms, we found that organizational memory, knowledge sharing, knowledge absorption, and knowledge receptivity serve as firstorder indicators of the higher-order construct we label knowledge management orientation, which, in turn, has a positive link with market orientation. Importantly, we found that market orientation mediates the relationship between knowledge management orientation on one hand and subjective and objective firm performance on the other. Our results suggest that knowledge management orientation can enhance performance, but a market orientation is needed in order to realize such benefits.
This is a Published version This version's date is: 2009 This item is peer reviewed
https://repository.royalholloway.ac.uk/items/0615829c-3798-c909-5cfb-c8489710f34b/1/
Deposited by Al Dean (ZSRA118) on 15-Mar-2010 in Royal Holloway Research Online.Last modified on 07-Jan-2011
(C) 2009 Taylor & Francis (Routledge), whose permission to mount this version for private study and research is acknowledged. The repository version is the author's final draft.
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