to review
Limitations, delimitations, significance (300-500 words)
(Feedback at page 18, when click on the comments the part will be in rede )
Limitations/delimitations are detailed
Potential biases are detailed
Potentially confounding factors are described, and methods to address impact are discussed
Methods for missing data are detailed
How the study will advance the field is discussed
Study Population (220wrds)(page 14 of my paper)
Running Head: DISSERTATION PROPOSAL DEVELOPMENT
1
DISSERTATION PROPOSAL DEVELOPMENT 2
‘
Dissertation title:
Knowledge Management (KM) and Product Management (PM) on Operational Performance (OP):
‘’ The effects of product and process innovations as mediators on the relationship between knowledge management, Product management and operational performance in manufacturing companies in Côte d’Ivoire’’
.
Chapter I, II & III: Dissertation Proposal Development
Presented by
MESER AONI
PhD. BA Program in Management and Organizations
With Dr. Keth Cer as chair
Tdent University International.
Date: 12 /18 /2019
.
Abstract:
The primary aim of the study is to determine the significance of handling operational processes and the essence of innovation in the transformation of manufacturing firms. The main goal of this study is to investigate the mediating effects of product and process innovation on operational performance (OP). Also, to investigate the relationships between knowledge management, product management, and Operational performance. The main point of this paper is to assess if there is a mediating effect of product and process innovation on how knowledge management relates to operational performance. As well as how product management relates to operational performance. A questionnaire-based survey will be designed having a 5 or 7 point Likert scale. To do this, a convenience sampling will be used to select a representative sample to collect data from 250 to 300 manufacturing companies operating in Côte d’Ivoire. In this essence, the SPSS software and the PLS-SEM analytical methods will be used to analyze the data. Hierarchical regression technique of analysis will be used to analyze knowledge management, product management, and operational performance. Analysis of this data from the primary sources using the quantitative research method. To assess construct validity, exploratory and confirmatory factor analyses will be conducted as well.
Table of Contents
Abstract……………………………………………………………………………………………………………………………………………………2
Table of contents…………………………………………………………………………………………………………………………..………..3
Chapter I………………………………………………………………………………………………………………………………………..……….4
Introduction………………………………………………………………………………………………………….………………… …………….4
Motivation………………………………………………………………………………………………………..…………………………………5
Statement of the Problem………………………………………………………………………………….…………………….………..6
Research objectives…………………………………………………………………………………………7
Research questions 7
Research hypothesis 7
Variables Description and definition: 8
Independent variables: Knowledge management (KM), Product management (PM) 8
Mediators: Process innovation, product innovation 8
Dependent variable: Operational performance (OP) 8
Research model 9
Variables in the research model 9
Chapter II…………………………………………………………………………………………………………….……………………………..10
Literature Review 9-11
Operational performance (OP) 11-12
Independent variables: 12
Knowledge management (KM)…………………………………………………………………………………………..………..12-13
Product innovation 14
Process innovation 15
Product Management (PM)……………………………………………………………………..……16
Proposed model…………………………………………………………………………………………………………………………………17
Summarized Hypotheses…………………………………………………………………………………………………………………..17
Empirical Review……………………………………………………………………………………………………….……………18
Chapter III……………………………………………………………………………………………………………………….. ……………19
Research Methodology 19
Data collection method 19
Data Analysis 20
Hypothesis measure 20-21
References 22-23
Chapter I: Introduction
The 21st century has introduced a change and expansion in the boundaries of business, especially in the management of different portfolios. In today’s fast-changing business world, operation performance has become a mainstay of every organization. The nature of global economic growth has advanced, especially with the rapid evolution of technology, shorter lifecycle, and the high rate of product development (Palacios, Gil, & Garrigos, 2009). Over the past few years, the design and employment of performance measurement systems have received a great deal of attention. Organizations across the globe are increasingly redesigning their measurement systems to ensure that they reflect the current level of performance. Both public and private organizations are continuously adopting strategies to improve services delivered to users and citizens. The primary aim of the ongoing alterations in performance operations within an entity is to enhance the quality of life and build better and active communities.
In this essence, the advancement towards knowledge and product management based on the innovation and quality of the product. Today’s business environment, the initiatives that spur knowledge-based competitions to enhance the boundary spanning activities and also allow organizations to focus on system improvement, institutional knowledge and knowledge management (Byukusenge & Munene, 2017). On the one hand, with the rise of the knowledge-based economy, knowledge has been classified and considered a crucial way of creating wealth and prosperity. While on the other hand, knowledge and product management is a substantial driving force for the success of a business. The importance of managing an organization’s product and information is increasingly becoming vital. With the rise of the knowledge-based economy, knowledge has been classified and considered a crucial way of creating wealth and prosperity.
The study is to determine the significance of handling operational processes and the essence of innovation in the transformation of manufacturing firms in a developing country (Côte d’Ivoire). Secondly, the topic is, therefore, meant to determine the roles that knowledge management and product management could play in the enhancement of organizational performance. Through this, it will be possible to establish whether Knowledge Management and Product Management have a positive or negative implication on operational performance in manufacturing firms.
The topic of interest is “’the effects of product and process innovations as mediators on the relationship between knowledge management, Product management and operational performance in manufacturing companies in Côte d’Ivoire’’. In this sense, this project analyzes first the concept of knowledge management which is essentially work process, an activity, a technology infrastructure or an operational culture to manage valuable corporate assets and knowledge (Chong et al., 2000) which can contribute mainly to organizational performance. On the other hand, product management which is considered as a regulatory lifecycle function within a company dealing with the planning and marketing of the products at all stages of the product lifecycle. Secondly, the topic is, therefore, meant to determine the roles that knowledge management and product management could play in the enhancement of organizational performance. However, there is an issue of determining how successful an organization could be by having in place both knowledge management and product management. Besides, there is the intention of learning how the business could fail if it does not have the knowledge and product management in place. To this point different processes are related to the management of the organization; to the point that product and innovation process will be associated with setting clear organizational goals, specifying targets and indicators to link objectives to performance outcomes, and taking action to influence achievement against targets (Boyne, 2010).
Problem Statement and Research questions
Problem Statement:
Globalization and the internet have combined to render almost every company across the globe vulnerable to greater competition than ever. Barriers to market entry are withering, and there is a huge level of business disruption everywhere. In the modern business environment, running or sustaining a business can be difficult, especially with the sheer number of competitor businesses that are making an entry on the market. The throat-cutting competition can be observed from agriculture, through technology, to the manufacturing industry. Competition has not only made it difficult to run a business but has gone to the extent of eliminating those who are unable to keep up with the trend.
Businesses are increasingly adopting unique and authentic strategic measures only to survive but also stay ahead of the game. Companies such as Apple and Amazon have been identified as highly competitive, even threatening the existence of other companies in the same industry. Every business has the sole responsibility of improving its productivity and making a profit.
Businesses across the globe are increasingly relying on innovation as a means of improving the level of productivity and performance. The concept of innovation, however, is not soley represented by new ideas, devices, or methods. This phenomenon also encompasses uncovering new ways of doing things, for example, modifying business models and adapting to changes for better products and services (Bagley, 2013). As such, a business can adopt knowledge management (KM) and product management (PM) in its innovations to improve operational performance. Essentially, KM and PM can create a viable framework that can improve the level of operability and the ultimate performance of an organization.
Research questions
The study aims to answer the following research questions:
RQ1● What is the effect of knowledge management on operational performance in manufacturing companies in Côte d’Ivoire?
RQ2● What is the effect of product management on operational performance in manufacturing companies in Côte d’Ivoire?
RQ3● How does innovation meditate the relationship between Knowledge management and operational performance?
RQ 4● How does meditates the relationship between product management and operational performance?
Chapter II: Literature Review and Conceptual Framework
Literature Review:
Despite the importance of knowledge management and product management in ensuring invention and innovation in businesses, manufacturing companies face a challenge in ensuring successful operational performance. The premier goal of this study is to investigate the mediating effects of product and process innovation on operational Performance (OP) and knowledge management. It is well known that for a business sector for total effectiveness and efficiency of operation, we need to factor in all resources, including human resource. Knowledge management is important to ensuring innovation and invention activities are always being performed within the company. There is, however, a gap, especially in manufacturing companies to ensuring the overall operational performance is ensured, and that is ensuring product and process innovations are well managed and even encouraged alongside knowledge management and product management.
Findings of previous studies show positive mediation between process and product innovation on knowledge management and operational management. Therefore, the current knowledge basis of this study is the availability of information regarding this topic and particularly a clear gap that this study can fill with positive managerial implications.
Operational performance: Comment by Ken cromer: Need to develop the lit review much more. See my comment by the hypotheses.
Operational performance is a set of several dimensions that reflect the internal operations of an organization in terms of the elements of a product, process quality, efficiency, and productivity (Gold et al, 2001). This variable is a tool that is used to assess whether an organization is successful at achieving its objectives or is failing at it. It is a key financial and administrative indicator that can tell in a nutshell how an organization is faring. In an extremely competitive market environment, it is crucial that all organization are operating at their best state, that is, all activities within the organization are efficiently and effectively done, from production to marketing and final sale. Without efficiency and effectiveness, it is hard for a company to sustain or better the intensive competition that continually rises with so many startups happening within the industries almost on a daily basis.
Knowledge management:
Knowledge management revolves around not only the creation of knowledge but also in utilizing effectively knowledge that is gained or created within the organization to make sure the realization of objectives (Chong et al., 2000). Knowledge management can generally improve the production of high-quality products and services; make organizational processes much more flexible, improve customer service significantly, and importantly creates a conducive environment that will encourage invention and innovation in the firm. Knowledge management is a significant factor in a company’s overall growth and development since it can be an essential factor in adding and generating value to an organization (Abdallah, Phan and Matsui, 2009).
Product management:
Product management is central to ensuring successful business and operational performance (Hardy, 2000). Product management is an activity that supervises the production of products from design conception, to design trials and execution all through to market, launching, and sale. Proper product management can ensure that organizations become successful. Several points enable successful product management. These include conducting thorough research about the market, the gaps, and demands it offers.
Product innovation:
Product innovation connects with both introducing new products and improving existing ones. It is the form of a new or improved production or delivery methods. This can include several aspects involved with upgrades in design existent or new changes in the discovery of new product designs. Product innovation is a significant factor in ensuring an organization’s profitability because, with Product innovation, it is possible to create and improve the value of products and services. This, on its own, can give an organization a competitive advantage that can help them compete in a highly volatile market environment. The quality and innovative form of products and services are central to ensuring that market share is secured, which in turn can improve the profitability and assured return on investment. Several factors propel or affect Product innovation. These include the aspects of technologies, a working environment that can cultivate and encourage innovation, new knowledge or using already existent ideas, techniques or expertise and combining them differently to yield different results (Gunday et al., 2011).
To keep up with an ever-shifting market place with changing customer taste and preferences, technological advancement, customer needs, competition, among others, it is essential for an organization to engage in product innovation consistently. This is not usually an easy task, but it is a crucial aspect. For product innovation to be practical, it needs to be consistent. Therefore it’s always a continual ongoing. Therefore Product innovation requires constant market research to be able to understand market demands. Product innovation can be a risky endeavor especially in a highly dynamic market where applications keep shifting and can easily lead to losses and products being rolled out and immediately get outdated due to the continual production of innovative products. It is indispensable for the organization to be well aware of future needs, the ability to predict and interpret future trends and patterns that affect product need, and demands (Li et al., 2008). Product innovation is a mediating variable in the research model that is it can facilitate the relationship that may exist between knowledge management and operational performance as well as product management and operational performance.
Process innovation:
Process Innovation is concerned with methodology that is process innovation involves application and discovery of new methods or improving and making changes to the existing techniques in any operation. Process innovation can include changes or upgrades of approach, technology advancement, or in software. Just like Product innovation, process innovation is essential in ensuring that a company remains competitive. Process innovation can increase efficiency and effectively increase productivity through providing not only efficient production of products by shortening the development time but at the same time ensuring that the products and services are of high desired quality (Polder et al., 2010). Process innovation focuses on the methodology or process of production or manufacturing. Process changes or improvement is necessary for such a dynamic market environment. Process innovation requires the adaptability of available resources and in some cases, improving some logistical and production aspects of business activities or processes to produce innovate products in a very practical, efficient, and innovative manner.
There are two stages of process innovation that is the initiation stage and the implementation stage. (Damanpour, 1991). These two stages are central to process innovation and management. The first stage is the initiation stage which involves the ability or comfort ability to generate or initial innovative process ideas. This is mainly a step involving the culture of an organization, in a situation where the work environment is conducive for innovation, then it will be easier for staff to initiate ideas. This stage also involves understanding customer needs and demands, to understand the dynamic of the market place and the opportunities and gaps that are available for filling. The second stage is the implementation stage which is merely executing the initiated idea or innovation process. This will include technological improvements, process changes, or any purpose or process changes. This requires systematic strategies that will gradually adapt the process to ensure the organization remains afloat and competitive. There is a relationship that process innovation helps create operational success to perform performance. Process innovation is a mediating variable in the research model that is it can facilitate the relationship that may exist between knowledge management and operational performance as well as product management and operational performance.
Conceptual Framework
:
Comment by Ken cromer: Remove the dotted lines and hand-written hypotheses numbers. Use the insert text function in PowerPoint to place the hypothesis numbers. Just place H9/H10 above the Product innovation Block and place H11/H12 below the process innovation block. You do not need additional likes for those as the ones you already have reflect it. Comment by Ken cromer: Please see the PHD Dissertation Handbook and match your headings to theirs.
Research hypothesis:
Comment by Ken cromer: You need to develop theses one by one in the literature review. Present them as you develop them. The literature review must do more that define the terms, prior research must lead you to the relationship you hypothesize. Then in this section just list the hypotheses under the model.
Based on the conceptual framework from the research literature and objectives of
this study, the following hypotheses have been framed:
·
H1: Knowledge management has significant effect on product innovation
Knowledge management will presume to positively influence product innovations. This was formulated based on both theory and empirical studies on association between KM and product innovation (PI). Empirical literature like Darroch (2005) and Borghini (2005) found out that KM leads to expansion of the creativity of employees, generation of creative ideas, besides enhancement of products and process innovations.
· H2: Knowledge management has significant effect on process innovation
Empirical literature was employed to formulate the hypothesis. An example is Kör and Maden (2013) who established that KM adoption in Turkey significantly had a positive impact on innovativeness. Bas et al. (2015) established that KM significantly enhanced products innovations.
· H3: Knowledge management has significant direct effect on operational performance (OP).
KM provides an explicit and implicit knowledge sharing enhancing competitiveness and operational performance (Ndlela and du Toit, 2001). Furthermore, competitiveness could be ehnaced if enterprises effectively employ knowledge in problem resolution (Sambamurthy and Subramani, 2005).
· H4: Product management has significant effect on product innovation Comment by Ken cromer: Instead of this phrase, use “is positively related to” or “is negatively related to”. You have no way to demonstrate which variable creates the effect on the other, just that they are related.
· H5: Product management has significant effect on process innovation
· H6: Product management has significant direct effect on operational performance
Product management (PM) is central to ensuring successful business and operational performance (Hardy, 2000). Product management is an activity that supervises the production of products from design conception, to design trials and execution all through to market, launching, and sale. Proper product management can ensure that organizations become successful. Several points enable successful product management. These include conducting thorough research about the market, the gaps, and demands it offers.
· H7: Product innovation has significant effect on operational performance.
Hassan et al. (2013) concluded that innovations (product and process) were positively related to production performance due to new operational and business methods applied.
· H8: Process innovation has significant effect on operational performance?
Per Llore´ns Montesetal.,(2005) and Bowen et al., (2010). Innovations are essential ingredients for enhancement of performance and organization value. According to Cainelli et al. (2004), innovativeness in an organization results to a higher economic growth and productivity. Organizations realizes exemplary operational performance in aspects such as cost reduction, quality, and better delivery due focusing of resources and actions on both process and product advances and innovativeness (Tan et al., 2007).
· H9: Product innovation meditates the relationship between Knowledge management and operational performance.
· H10: Process innovation meditates the relationship between Knowledge management and operational performance.
Ruiz-Jiménez and Fuentes-Fuentes (2013) explored the impact of product and process innovations on the relationship between knowledge combination capability and organizational performance in Spanish SMEs.
· H11: Process innovation meditates the relationship between product management and operational performance
(Battistoni, et al., 2013) researched the impact of operation management practices on performance. The results indicate a positive relationship between operational performance and performance of manufacturing companies in Italy.
·
H12: Product innovation meditates the relationship between product management and operational performance.
Mediating effect of both innovations on the association between KM and OP have not been addressed extensively in existent literature. This positive mediating effect is backed up by suggestions in the literature that have found that correlation between both product and process innovation and operational management exist.
Chapter III: Methodology
Research Design
This study will employ a quantitative and exploratory research design to enhance the understandability of the relationship between knowledge management (KM), product management (PM) on product and process innovations, as well as on operational performance (OP) within manufacturing companies in Côte d’Ivoire. More specifically, the research will analyze the effects of product and process innovations on operational performance (OP), as well as its mediating results on the relationship between KM, PM, and OP. Moreover, the research will aim at determining the role that the handling of processes and coming up of new ideas drive better change in manufacturing companies in developing countries (Al-Sa’ di, Abdallah, & Dahiyat, 2017).
The study will be a non-experiment type of research. I will rely on primary data to collect data from the respondents of interests that is in organizations under study. Collection of data will be done by use of a questionnaire.
Quantitative research on the primary sources may include observation, or make the average between the responses I receive from my respondents in the questionnaires. In making my conclusion, I would ensure that I do a thorough analysis of this data from the primary sources using the quantitative research method and draw recommendations at the end of the research. Comment by Ken cromer: Do not need this
Study Population
The study will focus on a study population of between 300 to 500 manufacturing companies. Convenience sampling will be used to select a representative sample to collect data from manufacturing companies operating in Côte d’Ivoire. Comment by Ken cromer: Much more detail on how you will contact the companies and collect data. What is you level of analysis (the organization or the individual responding to the questionnaire)? That drives how many you need. If it is individual answering questions about the company they work for, then you need at least 200 individuals as participants. If it is a representative sample of individual in each company whose responses you will aggregate for an organizational measure, then you need to justify how many people you need to represent an organization and multiply that by 200 to get the number you need. I would recommend the individual level if possible, but ultimately it is the measurement method that drives this.
Data Collection Tools
A proposed model of data collection involves a questionnaire-based survey that will facilitate the collection of data from various manufacturing companies in the country. The questionnaire will enable the managers to ate the manufacturing companies selected as samples to answer the question regarding business performance. Both qualitative and quantitative data will be obtained from the companies. Convenience sampling will be used to select a representative sample to collect data from all manufacturing companies operating in Côte d’Ivoire. Volunteers will be solicited via web-based online service. In an attempt to get the sample size needed, 300 to 500 questionnaires will be distributed using online service to ensure a high response rate. Comment by Ken cromer: spelling Comment by Ken cromer: Data is not qualitative of quantitative. The research method is qualitative of quantitative.
The sampling method and design used will be based on survey sampling (multiple informants), and questionnaires will be submitted about 300 and 500 manufacturing companies. Quizzes will be administered electronically by online platforms and through company official email addresses. The research will target management in chemical, electrical and electronics, pharmaceutical, machinery, and mechanical appliances companies across Côte d’Ivoire. I am carrying out an exploratory and confirmatory analysis.
Variables:
Name of Variable
How is it operationalized
Operational Performance
Factored in this study as a Dependent Variable Comment by Ken cromer: Operationalized means measured. How will you measure it?
Knowledge Management
Factored in this study as an Independent Variable.
Product Management
Factored in this study as an Independent Variable
Process Innovation
Factored in this study as a Mediator Variable
Product Innovation
Factored in this study as a Mediator Variable
This research can be a contribution to the area of study by carrying out an in-depth analysis of the research question. In this regard, the research will carry out thorough research on the selected articles. This will enable me to determine the various independent variables and the dependent variables. The research will aid in determining the role that each of the independent variables plays on the result obtained on the dependent variable. More importantly, the study will examine the influence of Product management and Knowledge management on Operational performance (OP) both directly and indirectly through the possible mediating impact of Process and Product Innovation. To this end, a central reform strategy that will be to promote performance management also referred to as ‘‘managing for results’’ (Moynihan, 2006) and ‘‘managing for outcomes’’ (Heinrich 2002). The research will also provide recommendations on the need for future research on the topic under consideration. This is after developing the study gaps left after the study. We need to streamline all aspects the current competitive market environment, where all aspects of the business from the process, management, staffing, innovation, sales, other business activities, marketing among other elements in business to ensure we gain a competitive advantage over other rival companies. Comment by Ken cromer: We don’t do reform. We are objective researchers seeing what the data tells us. Comment by Ken cromer: Not part of your study
Statistical Analysis
The data collected after a successful survey will be analyzed using statistical methods and software. Data analysis will be done using SPSS and PLS-SEM software. Regression analysis will be used to analyze both the dependent and independent variables. When testing for the hypothesis, a 5% level of significance will be applied across all the random variables. Hypothesis testing will incorporate the use of Hayes’s SPSS multiple-mediator process, given that the research uses quantitative variables. The validity of the results will be measured by carrying out an exploratory and confirmatory analysis.
Hypothesis measure
Comment by Ken cromer: These are not measures. All of this belongs in the literature review supporting the hypothesis. What is needed here is the actual source of the items you will use (questions) to measure each variable. Put the actual survey in an appendix. Also need a copy of the letter of informed consent in the appendix.
Write down the hypothesis and label it (i.e. H1, null hypothesis , H2 alternative hypothesis)
What are the constructs/variables?
What is the relationship, Direct relationship (IV to DV), Mediation relationship (IV to EV or EV to DV), Moderation relationship (MV affecting IV and DV or IV and EV)?
How did the authors rationalize the relationship? What specific prior research indicates that this relationship should be valid? Include the citations, If they provided no citations and just rationalized it, state how they defend it.
H1: KM has a significant effect on product innovation.
Knowledge Management and Product innovation.
Direct Relationship
Kör and Maden (2013) found that KM processes in Turkey have a significant positive effect on innovativeness, which in turn increases organizational
Innovation.
H2: KM has a significant effect on process innovation.
Knowledge Management and Process innovation.
Direct Relationship
Kör and Maden (2013) found that KM processes in Turkey have a significant positive effect on innovativeness, which in turn increases organizational
Innovation.
H3: KM has a significant direct effect on operational performance.
Knowledge Management and Operational performance.
Direct Relationship
Gold et al. (2001) demonstrated
that KM capability positively affected organizational effectiveness.
H4: Product management has significant effect on product innovation
Product management and Operational Performance.
Direct Relationship
(Battistoni, et al., 2013) researched the impact of operation management practices on performance. The results indicate a positive relationship between operational performance and performance of manufacturing companies in Italy.
H5: Product management has significant effect on process innovation
Product Management and Operational Performance.
Direct Relationship
Hassan et al. (2013) concluded that innovations (product and process) were positively related to production performance due to new operational and business methods applied.
H5: Product management has significant direct effect on operational performance.
Product management and Operational Performance
Direct relationship
(Battistoni, et al., 2013) researched the impact of operation management practices on performance. The results indicate a positive relationship between operational performance and performance of manufacturing companies in Italy.
H4: Product innovation has a significant effect on operational performance
Product Innovation and Operational Performance.
Direct Relationship
Hassan et al. (2013) concluded that innovations (product and process) were positively related to production performance due to new operational and business methods applied.
H8: Process innovation has significant effect on operational performance
Process innovation and Operational Performance.
Mediation relationship
Llore´ns Montesetal.,(2005) and Bowen et al., (2010). Innovations are essential ingredients for enhancement of performance and organization value. According to Cainelli et al. (2004), innovativeness in an organization results to a higher economic growth and productivity. Organizations realizes exemplary operational performance in aspects such as cost reduction, quality, and better delivery due focusing of resources and actions on both process and product advances and innovativeness (Tan et al., 2007).
H9:
Product innovation meditates the relationship between Knowledge management and operational performance.
Product innovation, Knowledge management and operational performance.
Mediation relationship
Ruiz-Jiménez and Fuentes-Fuentes (2013) explored the impact of product and process innovations on the relationship between knowledge combination capability and organizational performance in Spanish SMEs.
H10:
Process innovation meditates the relationship between Knowledge management and operational performance.
Knowledge Management , Process innovation and Operational Performance
Mediation relationship
Ruiz-Jiménez and Fuentes-Fuentes (2013) explored the impact of product and process innovations on the relationship between knowledge combination capability and organizational performance in Spanish SMEs.
H8: Process innovation meditates the relationship between product management and operational performance.
Process innovation and Operational Performance.
Mediation relationship
(Battistoni, et al., 2013) researched the impact of operation management practices on performance. The results indicate a positive relationship between operational performance and performance of manufacturing companies in Italy.
H12:
Product innovation meditates the relationship between product management and operational performance.
Product innovation, product management and operational performance.
Mediation relationship
Hassan et al. (2013) concluded that innovations (product and process) were positively related to production performance due to new operational and business methods applied.
Limitations, delimitations, significance Comment by Ken cromer: Pull a recent Trident dissertation from Proquest and model thee sections after it.
The study will plague by biasness when choosing the sample companies, incorrect feedback from respondents, and financial constraints could affect the sampling method to be used. Moreover, in this study, we will not analyze the total quantity of management Innovations. We will only focus more on Innovation adoption. The findings of this study will provide useful insights into the role of KM in facilitating and enhancing product and process innovations, as well as operational performance (OP) in the surveyed manufacturing companies. An important implication concerns the roles of product and process innovations. Manufacturing companies seeking improvements in their operational performance are recommended to focus on process innovation rather than product innovation.
References
Abdallah, A.B., Phan, A.C. and Matsui, Y. (2009), “Investigating the relationship between strategic manufacturing goals and mass customization”, The 16th International Annual European Operations Management Association (EurOMA) Proceedings, Goteborg, June, pp. 1-10.
Al-Sa’di, A. F., Abdallah, A. B., & Dahiyat, S. E. (2017). The mediating role of product and process innovations on the relationship between knowledge management and operational performance in manufacturing companies in Jordan. Business Process Management Journal, 23(2), 349-376.
Bagley, R. O. (2013). Innovate, Grow, Succeed: Staying Competitive in Today’s Economy. Forbes.
Byukusenge, E., & Munene, J. C. (2017). Knowledge management and business performance: Does innovation matter?. . Cogent Business & Management, 4(1), 1368434.
Chong, C., Holden, T., Wihelmij, P. and Schmidt, R. (2000), “Where does knowledge management add value?”, Journal of Intellectual Capital, Vol. 1 No. 4, pp. 366-383.
Damanpour, F. (1991), “Organizational innovation: a meta-analysis of effects of determinants and
moderators”, Academy of Management Journal, Vol. 34 No. 3, pp. 555-590.
Gold, A., Malhotra, A. and Segars, A. (2001), “Knowledge management: an organizational capabilities perspective”, Journal of Management Information Systems, Vol. 18 No. 1, pp. 185-214.
Gunday, G., Ulusoy, G., Kilic, K. and Alpkan, L. (2011), “Effects of innovation types on firm
performance”, International Journal of Production Economics, Vol. 133 No. 9, pp. 662-676.
Hardy, S. N. (2000). U.S. Patent No. 6,041,720. Washington, DC: U.S. Patent and Trademark Office.
Hassan, M., Shaukat, S., Nawaz, M. and Naz, S. (2013), “Effects of innovation types on firm
performance: an empirical study on Pakistan’s manufacturing sector”, Pakistan Journal of
Commerce and Social Sciences, Vol. 7 No. 2, pp. 243-262.
Li, C., Lin, C. and Chu, C. (2008), “The nature of market orientation and the ambidexterity of
innovations”, Management Decision, Vol. 46 No. 7, pp. 1002-1026.
Palacios, D., Gil, I., & Garrigos, F. (2009). The impact of knowledge management on innovation and entrepreneurship in the biotechnology and telecommunications industries. Small Business Economics,
Polder, M., Leeuwen, G., Mohnen, P. and Raymond, W. (2010), “Product, process and
organizational innovation: drivers, complementarity and productivity effects”, UNU-MERIT, Maastricht Economic and Social Research and Training Centre on Innovation and Technology, Maastricht, pp. 1-
Ramdhani, A., Ramdhani, M. A., & Amin, A. S. (2014). Writing a Literature Review Research Paper: A step-by-step approach. International Journal of Basic and Applied Science, 3(1), 47-56.
Ruiz-Jiménez, J. and Fuentes-Fuentes, N. (2013), “Knowledge combination, innovation, organizational performance in technology firms”, Industrial Management and Data Systems, Vol. 113 No.4, pp. 523-