Knowledge creation capability and the impact on innovation performance in global consulting firms

The role of human and social capital

Datos Bibliográficos

ID21570918
AutoresYang Pok Rhee (Department of Global Business Dong‐A University Busan Korea), Chansoo Park (0000-0001-6408-0546, Faculty of Business Administration Memorial University of Newfoundland St. John's Newfoundland and Labrador Canada, autor de correspondencia), Tom Cooper (Faculty of Business Administration Memorial University of Newfoundland St. John's Newfoundland and Labrador Canada)
Año2023
Volumen40
Número2
Páginas155-172
Fecha de publicación2023-06-01
Open AccessSí
TipoARTICLE
RevistaCanadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration (JOURNAL)
Identificadores de la revistaISSN: 0825-0383 • E-ISSN: 1936-4490
EditorialWiley (PUBLISHER • GB)
DOI10.1002/cjas.1693
OpenAlexW4297883973
IdiomaEN
Citas recibidas1
Referencias citadas66

The purpose of this study is to identify the relationships between knowledge creation capability and innovation performance in multinational consulting organizations. We introduce two important but conceptually distinct, intellectual attribute constructs—human and social capital—as mechanisms that moderate the relationship. Survey data from 172 professional consultants in subsidiaries of multinational management consulting firms was empirically analyzed. This study confirms the importance of tacit knowledge creation capability for innovation and finds that explicit knowledge creation does not have substantial effects on innovation performance. Human capital has negative moderating effects on how tacit knowledge creation influences innovation performance, but it has a positive moderating effect on the relationship between explicit knowledge creation and innovation. The negative moderating effect of human capital appears stronger in the senior consultant groups. On the other hand, social capital has no moderating effects on knowledge creation capability and innovation. These results provide managerial implications for global subsidiaries' knowledge‐creating capabilities as drivers of successful, innovative change

Business · Economics · Explicit knowledge · Human capital · Industrial organization · Intellectual capital · Knowledge creation · Knowledge management · Multinational corporation · Social capital · Sociology · Subsidiary · Tacit knowledge · Computer Science · Innovation and Knowledge Management · Intellectual Capital and Performance Analysis · Knowledge Management and Sharing · Marketing

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