Antecedents and consequences of knowledge management strategy: The case of Chinese high technology firms
Document Type
Article
Publication Date
1-1-2008
Abstract
Built on the knowledge management and corporate growth literatures, this paper examines the antecedents of knowledge management strategy (KMS) and its consequences. Grounded by a resource-based view and corporate growth theory, results reveal that a firm's knowledge management strategy and strategic performance relate to long-term corporate growth. Technological turbulence also relates to the firm's use of knowledge management strategy. Environmental turbulence and learning orientation do not exert significant effects on knowledge management strategy. Learning orientation has an interacting effect on long term corporate growth, while environmental and technological turbulences do not. Implications for knowledge management practitioners are discussed.
Publication Title
Production Planning and Control
First Page Number
67
Last Page Number
77
DOI
10.1080/09537280701776198
Recommended Citation
Yang, Jie, "Antecedents and consequences of knowledge management strategy: The case of Chinese high technology firms" (2008). Kean Publications. 2502.
https://digitalcommons.kean.edu/keanpublications/2502