Proceedings of the 12th European Conference on Knowledge ...

Knowledge sharing and innovation: <strong>the</strong> case <strong>of</strong> Spanish
and Colombian high-tech firms
Josune Sáenz 1 , Nekane Aramburu 1 and Carlos E. Blanco 2
1
University <strong>of</strong> Deusto, San Sebastián, Spain
2
KM-INOVA, Bogotá, Colombia
josune.saenz@deusto.es
nekane.aramburu@deusto.es
carlo_co@yahoo.com
Abstract: The aim <strong>of</strong> tis paper is to empirically test <strong>the</strong> degree <strong>of</strong> influence <strong>of</strong> different knowledge sharing
mechanisms (ICT-based, personal interaction-based and embedded in management processes) on innovation
capability (both on ideation and on innovation project management), as well as <strong>the</strong> influence <strong>of</strong> each first-level
innovation capacity on company performance. In order to ga<strong>the</strong>r information about <strong>the</strong> relevant variables involved
in <strong>the</strong> research, a questionnaire has been designed and addressed to <strong>the</strong> CEOs <strong>of</strong> <strong>the</strong> companies making up <strong>the</strong>
target population (Spanish and Colombian medium-high and high technology firms with more than 50 employees
and R&D activities). Structural equation modelling (SEM) based on partial least squares (PLS) has <strong>the</strong>n been
applied to test <strong>the</strong> hypo<strong>the</strong>ses drawn from <strong>the</strong> research. The results obtained show that knowledge sharing is a
key issue in order to enhance innovation capability. With <strong>the</strong> exception <strong>of</strong> ICT-based knowledge sharing
mechanisms (whose influence on <strong>the</strong> generation <strong>of</strong> new ideas is not statistically significant), all types <strong>of</strong>
mechanism considered exert a significant impact both on ideation and on innovation project management
(although <strong>the</strong>ir degree <strong>of</strong> relevance varies), and account for a great deal <strong>of</strong> variance in both constructs.
Differences between countries arise when it comes to <strong>the</strong> influence <strong>of</strong> each first-level innovation capacity on
company performance. Whereas in <strong>the</strong> case <strong>of</strong> Spanish high-tech firms both capacities (ideation and innovation
project management) are equally important, in <strong>the</strong> case <strong>of</strong> Colombian firms, implementation is by far <strong>the</strong> most
relevant first-order capacity. The main contribution <strong>of</strong> this paper is to provide empirical evidence about <strong>the</strong> impact
<strong>of</strong> knowledge sharing on innovation. Moreover, it reveals what <strong>the</strong> most effective knowledge sharing mechanisms
are for this purpose and provides companies with a basic framework in order to shape <strong>the</strong>ir knowledge
management strategies in this domain.
Keywords: knowledge sharing; innovation capability; ideation; innovation project management; company
performance
1. Introduction
Since <strong>the</strong> seminal works by Nonaka in 1991, and Nonaka and Takeuchi in 1995, a close link has been
established between innovation and knowledge creation. In o<strong>the</strong>r words, it is assumed that innovation
involves <strong>the</strong> generation <strong>of</strong> new knowledge. This is <strong>the</strong> point <strong>of</strong> view <strong>of</strong> authors such as Subramaniam
and Youndt (2005) – who assume that innovation consists <strong>of</strong> an ongoing pursuit <strong>of</strong> harnessing new
and unique knowledge; Du Plessis (2007) – who identifies innovation with <strong>the</strong> creation <strong>of</strong> new
knowledge and ideas to facilitate new business outcomes; and Lundvall and Nielsen (2007) – who
state that “innovation represents – by definition – something new and <strong>the</strong>refore adds to existing
knowledge” (p. 214).
Thus, <strong>the</strong> study <strong>of</strong> innovation-permitting conditions involves <strong>the</strong> study <strong>of</strong> those conditions that foster
<strong>the</strong> creation <strong>of</strong> new knowledge. According to Nonaka et al. (2006), knowledge creation involves a
continuous process through which one overcomes <strong>the</strong> individual boundaries and constraints imposed
by information and past learning by acquiring a new context, a new view <strong>of</strong> <strong>the</strong> world and new
knowledge. By interacting and sharing tacit and explicit knowledge with o<strong>the</strong>rs, <strong>the</strong> individual
enhances <strong>the</strong> capacity to define a situation or problem, and apply his or her knowledge so as to act
and specifically solve <strong>the</strong> problem. In <strong>the</strong> case <strong>of</strong> organizational knowledge creation, this means
making available and amplifying <strong>the</strong> knowledge created by individuals as well as crystallizing and
connecting it with <strong>the</strong> organization’s knowledge system (Nonaka and Takeuchi 1995; Nonaka et al.,
2006). Hence, an organizational context which favours knowledge creation and subsequent
innovation is a context which favours <strong>the</strong> exchange <strong>of</strong> ideas and experiences among people (in o<strong>the</strong>r
words, knowledge sharing), and which encourages experimentation and continuous questioning <strong>of</strong>
established patterns.
In order to make knowledge sharing possible, several researchers have focused on <strong>the</strong> study <strong>of</strong>
different mechanisms and initiatives which could act as facilitators. Many <strong>of</strong> <strong>the</strong>se mechanisms take
advantage <strong>of</strong> information and communication technologies (on-line discussion forums, blogs, intranets
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