Innovation speed and quality in higher education institutions: the role of knowledge management enablers and knowledge sharing process
Abstract
Purpose: Higher education institutions, particularly in developing countries, are striving for superior innovation performance to cope with the challenges of contemporary educational environment. Drawing on the knowledge management capability model and knowledge-based view of firms, this study aims to determine the impact of knowledge management enablers, namely, top management knowledge value, knowledge-oriented culture and knowledge-based rewards, on innovation speed and quality and assessing the mediating role of knowledge sharing process. Design/methodology/approach: Data are collected from 234 academics of higher education institutions in Pakistan and analyzed through the partial least squares structural equation modeling technique. Findings: The results indicate that top management knowledge value and knowledge-based rewards have a positive effect on innovation speed and quality. Although knowledge-oriented culture also contributes to innovation quality, it does not influence the innovation speed. Moreover, the knowledge sharing process mediates the effect of all these knowledge management enablers on innovation speed and quality. Practical implications: This study underscores the importance of three key knowledge management enablers in higher education institutions. The findings of this study suggest that signaling knowledge value from the top management, fostering knowledge-oriented culture and enacting a knowledge-based reward system are critical in facilitating knowledge sharing process and enhancing innovation speed and quality in higher education institutions. Originality/value: This is among one of the earlier studies that investigates the influence of top management knowledge value, knowledge-oriented culture and knowledge-based rewards on innovation speed and quality, particularly in higher education institutions, and determines the mediating role of the knowledge sharing process.
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Previous studies link knowledge-centred leadership with more grounded approaches to adopting new technologies.
“These findings echo previous studies [6,28,31,55], which link knowledge-centred leadership with more grounded approaches to adopting new technologies.”
Studies note that internal openness and communication can make institutional policies more accessible and visible to those they affect.
“This conclusion is in concordance with studies by [55,57], who note that internal openness and communication can make institutional policies more accessible and visible to those they affect.”
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Oncioiu, I., & Bularca, A. R. (2025) · Societies · doi:10.3390/soc15060144 · Cited by 64 · see citing works
- Authors
- Iqbal, A.
- Affiliations
- COMSATS University Islamabad (PK)
- Corresponding author
- Iqbal, Amjad
- ORCID
- Iqbal, Amjad
- Venue
- Journal of Knowledge Management
- Publisher
- Emerald
- Published
- 2021-05-06
- Volume
- 25
- Issue
- 9
- Pages
- 2334-2360
- ISSN
- 1367-3270 (ISSN-L)
- OpenAlex
- W3157290436
- Cited by
- 118
- References
- 2
- Citations by year
- 2026: 15 · 2025: 37 · 2024: 26 · 2023: 24 · 2022: 12 · 2021: 4
- FWCI
- 29.00
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Knowledge Management (publishedVersion)
- Topics
- Social Sciences › Education › Knowledge Management in Higher Education
- Social Sciences › Communication › Knowledge Management and Sharing
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Keywords
- innovation speed, innovation quality, higher education institutions, knowledge management enablers, mediating effect, university faculty, Pakistan
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