Srno Article Title Journal name Year of Independent Dependent Moderator Mediating

publica variable variable variable variable

tion
1 The effects of Journal of 13 Dec. Industry cluster Innovation Knowledge
2013 performance management
industry Business
cluster Research
knowledge
management
on
innovation
performance
2 Who are the Journal of 2014 Middle manager Organization Knowledge
role Performance management s
Crew Resources strategies
Members on Developmen Innovation
Implementatio t and
n of Managemen
Knowledge t
Management
Strategies to
Enhance
Innovation
and Improve
Organizational
Performance
3 Exploring the International 2013 Knowledge export Knowledge
role of Business managemen Management
knowledge, Review t practices dynamic
management capabilities
practices on
exports:
A dynamic
capabilities
view
4 Linking Production 2012 Knowledge operations innovation
management performance performance
operations Planning & capability
performance Control:The
to knowledge Managemet
management of
 capability: the Operations
mediating role
of
innovation
performance
5 Managing Asia Pacific 2014 knowledge Organizational Knowledge
infrastructure performance process
knowledge Educ. Rev.
capabilities capability
performance:
testing the
components
of a
knowledge
management
system on
organizational
performance

1:

A: Research Gap:
This study aims to explore the theory regarding the effects of industry cluster knowledge
management on innovation performance and validation in an attempt
to contribute to both theory and practical management.

B: Framework: H4

Industry Cluster Knowledge Management Innovation Performance

Knowledge creation and
Industry resources Market performance
H1 acquisition H2
Industry relationship Knowledge dissemination product performance
and storage

44
H3
Research framework.

C: Future Direction of study: no direction (interest of topic)

2:

a. Research Gap:
 From the gaps listed above, the issue of the relationships among mid-level
managers' role, successful implementation of KM strategies, innovation, and OP is
still unclear, and there are very limited studies in this area. Therefore, present
study contributes to the previous studies by proposed theoretical framework
which explains the relationships among mid-level managers' role, KM strategies,
innovation, and OP from the holistic theory of knowledge and learning and
knowledge-based view (RBV) perspectives.
Organizational performance
b Framework
Financial perspective
Customer perspective
Internal process
perspective
Middle manager Role Knowledge management
Learning and growth
Strategies
Analyst
Intuitive Codification
pragmatic Innovation
Personalization
Technological
Administrative
Radical
Incremental

C: Future Direction of study: Present study provides an integrative theoretical

framework, which was developed based on the intensive literature review. From
the perspective of both holistic theory of knowledge and learning and KBV
theories, the theoretical framework describes the relationships among mid-level
managers' role, KMSs, innovation, and OP. Therefore, there are considerable
opportunities for further empirical research in this area.
3:

A: Research Gap: Yet, the existence of a knowledge management structure is not a

sufficient condition for sustainable value creation. Current research aiming to
enhance SMEs international competitiveness should then respond to the
practical question of which knowledge practices can be implemented to increase
export performance.
B: Framework
C: Future Direction of study: Finally, further studies could advance in this proposal to
build a stronger and integrative framework on internationalization strategy.
4:

A: Research Gap: While firms make effective use of knowledge capabilities through
acquiring, sharing and applying knowledge across various functional areas to improve operations
practices, they may need to possess a higher level of innovation performance in the forms of
technological and administrative practices to ensure effective outcomes of such integration. Recognising
that operations performance is the primary means by which firms can influence and shape their
competitive position and thus achieve strategic goals, managers must pay attention to
the role of knowledge management capability and innovation performance in leveraging these practices.
This link has not yet been empirically revealed so that research filling this gap is worth pursuing. This
study contributes to the theoretical development of the relationships between operations performance,
knowledge management capability and innovation performance which have rarely been examined in
one singlestudy. Using empirical survey data, this study also examines the mediating effects of
innovation performance between knowledge management capability and operations performance
which have important implications for academics and managers in todays dynamic and competitive
environment.
 B: Framework
Knowledge management Innovation performance Operations performance
capability
H1 + H3 +

H2 +

C: Future Direction of study:

Future research might conquer this limitation through targeting larger and older firms. Finally,
this study goes beyond other studies in exploring the mediating effects of innovation
performance on the relationship between knowledge management capability and operations
performance. Yet, potential mediators concerning organizational cultures, practices and
orientations might have significant impacts on the relationship between knowledge
management capability and should be explored in future research.
5:

A: Research Gap: this study attempted to investigate the all organizational aspects related to
KM, and the relationships between KM and organizational performance from the standpoint of
the Balanced Scorecard. These are propositions, which this study attempted to investigate.

B: Framework

amework Perpetual financial

Technology

Structure Internal business

Knowledge
infrastructure process
capability
Culture

Customer-related
Incentive

Learning and growth

 Fig. 1 The relationship between knowledge infrastructure capability and four aspects of organizational performance

Perpetual financial
Acquisition

Conversion
Knowledge Internal business
process process
Application capability

Protection Customer-related

Learning and growth

Fig. 2 The relationship between knowledge process capability and four aspects of organizational performance
Technology

Perpetual financial
Structure Knowledge
infrastructure
capability
Culture

Internal business
Incentive
process
Organizational
performance

Acquisition

Knowledge Customer-related
Conversion process
capability

Application

Learning and growth

Protection

Fig. 3 The relationship between knowledge management capabilities and organizational performance

C: Future Direction of study:

However, this study did not adopt a random sampling procedure; rather, a convenient sampling
procedure was used by sending the invitation emails with the online survey link to contactable
middle managers. Therefore, the issue of non response bias may exist.