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73With the rapid evolution of the knowledge-based economy and society, knowledge-based resources have emerged as invaluable organizational assets. These resources are increasingly recognized for their critical role in boosting corporate innovation performance, drawing significant attention from both practitioners and academics. However, although the management of knowledge-based resources has gained scholarly interest, the development of firm knowledge management capabilities and their impact on employee innovation behaviors remain areas ripe for further exploration.
Based on the knowledge-based view and the knowledge management theory, this paper proposes that firm knowledge management capabilities, manifested in cultural, structural, and technical dimensions, positively affect employee innovation behaviors, and this relationship is mediated by employee knowledge sharing. It further proposes that perceived job stress serves as a moderator, affecting both the direct relationship between knowledge management capabilities and innovation behaviors and the indirect effect through knowledge sharing. Specifically, it hypothesizes that when perceived job stress increases, the relationship between knowledge management capabilities and innovation behaviors becomes more salient, which is verified through a multi-wave field survey and an analytical approach of structural equation modeling.
This paper overcomes the neglect of the importance of knowledge-based resources in the traditional resource-based view theory, enriches the theoretical boundaries of the knowledge-based view, and provides new research perspectives and ideas for subsequent related research. It also clarifies the multidimensional composition of firm knowledge management capabilities and sheds light on the dynamics between knowledge management capabilities and innovation behaviors, providing new insights for theoretical research and practical applications within the knowledge-based view and the knowledge management theory.
