The knowledge management strategy and its effect on firm performance: A contingency analysis

Abstract

This study seeks to examine the impact of knowledge management strategy on strategic performance in Chinese High Technology firms drawing on the theory of resource-based view. The results from moderated regression analysis show that the knowledge management strategy—performance connection is contingent on both performance-driven strategies, (including reward system and process innovation) and knowledge management-based competencies, such as R&D from past projects, market intelligence, and intraorganizational knowledge sharing. The findings suggest that both performance-driven strategies and knowledge management-based competencies should be considered in the implementation of knowledge management strategy in Chinese High Technology firms. These results have important implications for researchers investigating the effectiveness of high technology firms’ adoption of knowledge management strategies in transitional economies as well as practitioners seeking to improve corporate strategic performance.