پروپوزال (111024)

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شرح پروژه

سلام

عنوان پورپوزال:ارزیابی نقش مولفه های مدیریت دانش بر چابکی سازمانی

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براتون کپی پیست میفرستم از صفحه اول

Exploring the role of knowledge management and organizational agility in 

an emerging market

Shafique Ur Rehman a,* , Stefano Bresciani b,c , Daniele Giordino d , 

Amir A. Abdulmuhsin e,f

a Research Institute of Business Analytics and Supply Chain Management, College of Management, Shenzhen University, Shenzhen, PR China b Department of Management, University of Torino, Corso Unione Sovietica, 218 bis, 10134 Torino, Italy c Gnosis: Mediterranean Institute for Management Science, School of Business, University of Nicosia, 2417 Nicosia, Cyprus d Department of Management and Economics, Pegaso University, Centro Direzionale Isola F2, Via Giovanni Porzio, 4, 80143 Naples (NA), Italy e Department of Management Information Systems, College of Administration and Economics, University of Mosul, Mosul, Iraq f Department of Management Information Systems, School of Business, The University of Jordan, Amman, Jordan

ARTICLE INFO

JEL classification:

D8

M1

D83

O31

D81 

Keywords:

Knowledge management practices

Organizational agility

Inter-organizational learning

Innovation speed

Risk-taking tolerance

ABSTRACT

Entities worldwide continue to engage in knowledge management practices (KMP) and organizational agility 

(OA); however, little is known about their relationship with firms’ inter-organizational learning (IOL) and 

innovation speed. Moreover, risk-taking rationales are used as moderators. Partial Least Square Structural 

Equation Modeling (PLS-SEM) is used for hypothesis testing. Based on the data obtained from 294 participants 

based in Lahore, Pakistan, the results show a positive and significant relationship between firms’ KMP and OA, 

IOL, and innovation speed. Similarly, the results suggest a significant positive effect between IOL and OA. 

Furthermore, the relationship between KMP and OA is significantly influenced by IOL. Moreover, firms’ rate of 

innovation plays a significant role in the relationship between KMP and OA. Similarly, a positive correlation 

exists between organizations’ risk-taking tolerance and OA. Finally, the results show that a higher risk-taking 

tolerance enhances the connection between IOL and OA. First, this study contributes to the existing academic 

literature by focusing on predictors determining OA. Second, this article integrates KMP, IOL, innovation speed, 

and risk-taking tolerance to determine OA. Third, it employs resource-based and knowledge-based view theories. 

These findings underscore the importance of leveraging knowledge management, organizational flexibility, and 

risk-taking behaviour to accelerate inter-organizational learning and innovation outcomes. This research offers 

significant implications for companies seeking to optimize their operational and strategic practices in a dynamic, 

knowledge-based economy.

Introduction

Organizations face increasingly complex, dynamic, and uncertain 

business environments due to the highly turbulent, volatile, and un-

certain economic scenarios prevailing in today’s national and suprana-

tional contexts (Kraus et al., 2020). Henceforth, it has become 

increasingly difficult for firms to establish and maintain a competitive 

advantage that allows businesses to nurture growth and enhance their 

survivability. Both academic and practitioner discussions emphasize the 

critical role of knowledge management (KM), as it enables firms to 

identify and capitalize on emerging opportunities. KM practices are 

paramount for businesses to address sustainable issues (Broccardo et al., 

2025). This, in turn, helps them gain a competitive advantage, acquire 

strategic resources, and enhance overall performance (Rehman et al., 

2022). Specifically, by leveraging KM practices, organizations can 

facilitate rapid adaptation and foster innovation, thereby enhancing 

organizational agility (OA) (Bresciani et al., 2022). The above-detailed 

agility significantly improves a company’s ability to endure and thrive 

during challenging times. Sambamurthy et al. (2003) define OA as a 

firms’ ability to recognize opportun

ities in an imperfect market, thereby 

proactively engaging in behavior to capitalize on them. Specifically, the 

actions taken by agile firms encompass both physical- and intangible 

* Corresponding author.

E-mail addresses: [email protected] (S.U. Rehman), [email protected] (S. Bresciani), [email protected] (D. Giordino), dr.amir_ 

[email protected] (A.A. Abdulmuhsin). 

Contents lists available at ScienceDirect

Journal of Innovation & Knowledge

journal homepage: www.elsevier.com/locate/jik

https://doi.org/10.1016/j.jik.2025.100761

Received 12 October 2024; Accepted 27 June 2025 

Journal of Innovation & Knowledge 10 (2025) 100761

Available online 5 July 2025

2444-569X/© 2025 The Authors. Published by Elsevier España, S.L.U. on behalf of Journal of Innovation & Knowledge. This is an open access article under the CC

BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

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