Strategic knowledge management, innovation and performance

Our aim is to shed light on the consequences of knowledge management (KM) strategies on firmʹs innovation and corporate performance. Organisations are not aware of the real implications that KM may have. Based on an empirical study consisted of 310 Spanish organisations and structural equations modelling, results show that both KM strategies (codification and personalisation) impacts on innovation and organisational performance directly and indirectly (through an increase on innovation capability). Also, findings demonstrate a different effect of KM strategies on diverse dimensions of organisational performance. Our conclusions may help academics and managers in designing KM strategic programs in order to achieve higher innovation, effectiveness, efficiency and profitability.