This study attempts to conceptualize the direct implications of entrepreneurial orientation and knowledge management on innovation performance and seeks to determine the mediation effect of marketing orientation on these relationships. This is the first attempt to construct such a model. The study empirically examines the conceptual model using a sample of 221 CEOs and owners of Small and Medium Enterprises (SMEs) in Kuwait. The data was collected using a close ended self-administered questionnaire. The validity and reliability of the model is tested using a measurement model and the structural model is constructed to understand the significance of the conceptual relationship posited in the hypotheses of the study. The findings of the study indicate that entrepreneurial orientation and knowledge management had a considerable effect on innovation performance and that marketing orientation had a considerable influence on innovation performance. In addition, the findings indicate that marketing orientation mediated the effect of entrepreneurial orientation and knowledge management on innovation performance. This study has provided some empirical evidence for the importance of entrepreneurship and innovation as well as knowledge management in ensuring the success of SMEs; it also provides an explanation on the manner in which entrepreneurial orientation and knowledge management improve the innovation performance of SMEs.

The turbulent and highly competitive business environment has influenced telecommunications, recently. The purpose of this study, using the survey data from 70 firms in the telecommunication industry in Nigeria, is to examine the relationships among dynamic capabilities, innovation, organizational agility and knowledge management in achieving maximum performance in the telecommunication industry. Out of 430 questionnaires distributed, 341 were returned. Partial Least Square approach of Structural Equation Model (PLS-SEM) was used to examine the research hypothesis. The research results suggest that dynamic capabilities were positively related to both organizational agility and competitive performance. Organizational agility was positively related to competitive performance. Knowledge management was also associated with dynamic capabilities, competitive performance and innovation. Innovation was insignificantly related to competitive performance. The findings from this study should assist telecommunication industries in Nigeria to cope with unwanted changes in the business environment and also help managers make better decisions to improve performance.

Knowledge Management (KM) is the process of system identification, acquisition and transfer of information and knowledge that people can use to create for perfect competition. KM is considered as an intellectual property of opinions in favour of social orientation and it is created in organizations through social relationships. The definition of KM highlights that it could be considered as closely related to the theory and practice, and is a highly interdisciplinary field of multi-disciplinary. The purpose of this paper is associated with the knowledge management in general and uses survey in Vietnam companies and universities to analysis the role of knowledge management for business development. The authors collected data from 300 companies and universities in Hanoi, Danang, Ho ChiMinh and Can Tho cities. The descriptive statistics, Cronbach Alpha test, Exploratory Factor Analysis, Confirmatory Factor Analysis and Structural Equation Modelling methods were used in this paper. The results indicate that KM had a positive impact on the efficiency of the business organizations. The study also shows that there was a big difference on the effect of KM on organizational effectiveness in terms of SMEs and large enterprises.

In Malaysia, there has been an argument that the Knowledge Management (KM) practice especially in construction industry has not been commensurable with its status as a developing country. Hence, an initiative that aims to appraise the KM practice amongst consultant firms working in industry of construction in Malaysia becomes the focal point of this study. This aim is achieved by fulfilling its objectives of delving into the understanding of consultant firms on KM practices and exploring the critical success factors (CSFs) of KM implementation in Malaysia. In this paper, the data is studied on a number of statistical analysis tools, namely descriptive analysis, reliability analysis and relative important index (RII). The results obtained from the questionnaire survey clearly showed that most respondents made a claim that KM enhances the decision making in the organization and KM spurs innovations. Few respondents disagreed with the components of KM practices, indicating that these respondents may not be well aware of the importance of KM. About the top ranking of CSFs for KM practices implementation, it is found that “continuous organization support”, “leadership demonstration by senior staff/management”, “knowledge and sharing culture”, “execution of plan”, and “continuous learning” make the top five factors very vital to the effective execution of KM by the consultant firms in the construction industry.

The aim of this investigation is to establish an applicable model for knowledge management implementation that works suitably in organizations involved in projects defined for a historic building such as restoration. Based on a peer review on general approaches in literature, some main improvement potentials are recognized to enable the model to meet with the especial objectives, which shall be considered in such projects. Content analysis was applied to ascertain the new presented model capabilities and improvement in each of three main core components of knowledge management implementation model including peoples, processes, and technologies. We came up with a new conceptual model named as Finger Frame Model with four individual tiers connected with an intelligent communication medium.
It is concluded that three main components of KM block diagrams consist of knowledge identification, acquisition, and prevention are appropriately covered in basic tier. The other three components of inner cycle of KM basic diagram consist of using, development, and distribution are also covered in an interface between operators and basic tiers, which together with make lower frame of new presented model. The model is in a continuous improving stage considering self-monitoring processes in an individual tier with the same name, which is located in the upper frame. An upper layer named as goal tier is also located in top frame in which, the main quantitative goals of KM implementation in the project organization are considered. The conceptual diagrams as well as internal processes of each main tier are also presented and discussed. Based on the overall explanations, some main benefits and risks are highlighted for new presented model and outlooks are debated. The model is applied in a real case study and the results are compared with the previous knowledge management implementation model. The results show that the model works efficiently in projects organization related to the historic building restoration.

The primary objective of this paper is to develop a comprehensive method to learn the effect of knowledge management (KM) practices on organizational performance. The balanced scorecard (BSC) is applied to materialize this comprehensiveness. In order to prevent research dispersion, the selective indicators in KM are oriented to some critical success factors influencing KM implementation. In addition, the mentioned effect is analyzed by path analysis using structural equation modeling (SEM). The results indicate that KM practices maintain some impacts on the overall performance. Finally, KM practices only influence learning and growth among dimensions of BSC, significantly. Likewise, data analysis states other significant impact among performance dimensions in terms of BSC model.

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