Purpose – The purpose of this paper is to empirically test the knowledge-intensive process of creative problem-solving and its outcomes. Design/methodology/approach – This study uses survey data from 113 leading Italian companies. To test the structural relations of the research model the authors used the partial least square (PLS) method. Findings – Results show that work design and training have a positive direct impact on creative problem-solving process while organizational culture has a positive impact on both creative problemsolving process and its outcomes. Finally creative problem-solving process has a strong direct impact on its outcomes and this, in turn, on firms’ competitiveness. Practical implications – This study suggests that managers must highlight the problem-solving process as it affects a firm’s capability to find creative solutions and therefore its competitiveness. Moreover, the present paper suggests managers should invest in specific knowledge management (KM) practices for enhancing knowledge-intensive business processes. Originality/value – The present paper fills an important gap in the BPM literature by empirically testing the relationship among KM practices, multistage processes of creative problem-solving and their outcomes, and firms’ competitiveness.
Key factors that improve knowledge-intensive business processes which lead to competitive advantage
Massimo Ciambotti;Selena Aureli;Daniele Giampaoli;
2019
Abstract
Purpose – The purpose of this paper is to empirically test the knowledge-intensive process of creative problem-solving and its outcomes. Design/methodology/approach – This study uses survey data from 113 leading Italian companies. To test the structural relations of the research model the authors used the partial least square (PLS) method. Findings – Results show that work design and training have a positive direct impact on creative problem-solving process while organizational culture has a positive impact on both creative problemsolving process and its outcomes. Finally creative problem-solving process has a strong direct impact on its outcomes and this, in turn, on firms’ competitiveness. Practical implications – This study suggests that managers must highlight the problem-solving process as it affects a firm’s capability to find creative solutions and therefore its competitiveness. Moreover, the present paper suggests managers should invest in specific knowledge management (KM) practices for enhancing knowledge-intensive business processes. Originality/value – The present paper fills an important gap in the BPM literature by empirically testing the relationship among KM practices, multistage processes of creative problem-solving and their outcomes, and firms’ competitiveness.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
