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Knowledge Management Case Studies

Since researching and consulting on knowledge management from the mid-1990s, I have collected over 400 examples of knowledge management in practice in organizations large and small around the world. About 30 of these are in-depth case studies from our own research and interviews that have been published in our reports and books; around 50 are from academic journals; about 150 from conferences or articles in magazines by those involved, and the remainder are 'caselets' that illustrate the use of specific KM techniques.

As this section develops we shall pick a selection from our database and publish them in a standard format. To give a flavour of what is to follow we start with the following three examples:

• Best practices yields one free fab plant (Texas Instruments) - this is one of KM's classic examples dating from the 1990s. It demonstrates how sharing best practices across their world-wide operations Texas Instruments saved of the order of $500 million.
• Holistic KM at the Department of Health - a good example of how a KM strategy embraces several inter-related dimensions including people, processes, technology, content and also top-down, bottom-up and middle-out approaches.
• Telling Stories to Capture Lessons Learned (British Council) - the use of narrative techniques in workshops to capture lessons learned.

Other Examples

Throughout our resources, especially the articles and presentations , you will find short abstracts and references to many other cases. Here are some examples:

• Hoffman La Roche - by considering the knowledge needed to prepare clinical trials documentation for the approval authorities have contributed to faster time to market for new drugs.
• NEC - when this Japanese electronics company articulated its core knowledge base, it helped redefine the company's mission as 'computers and communications', markets in which it has shown continuing success.
• Dow Chemical - by auditing its intellectual property that was in its patent portfolio it generated significant additional revenues through licensing and other agreements.
• Skandia - in the late 1990s this Swedish based insurance company developed methods to measure it intellectual capital (the knowledge in its people and processes); this focus by its senior managers helped it grow from a small regional company to number five in the world in its market segment.
• Steelcase - this office products supplier used ethnography techniques to find how people working in offices interacted; as a result they put the lessons learned into practice in designing office environments that increased productivity through an appropriate mix of 'caves and commons' workspaces.

You'll also find examples in our archive - see the site map - cases .

Last updated: 9th April 2011

CASE STUDIES

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This newsletter was published regularly between 1993 and 2003. Its many articles still provide food for thought and practical tips for knowledge managers; you'll also find other case examples.

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What's the difference between leaders and laggards in knowledge management?

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Top Knowledge Management Use Cases (with Real World Examples)

Knowledge Management (KM) is presently experiencing a rebirth, with greater executive interest and organizational commitment. Driven by the post-Covid transition to hybrid and remote work, the employee churn during the great resignation, and the explosion of AI driven by knowledge graphs and large language models, the value that KM offers is better understood, and KM initiatives are being prioritized like never before.

At EK, we’ve worked tirelessly over the last decade to ensure KM is understood for the business value it offers and considered in terms of practical solutions and measurable results. We’ve found that defining use cases is one of the best ways to help organizations understand this value, and moreover, prioritize what really matters for them, their mission, and their stakeholders.

There is a lot of writing about KM outcomes, or features, but there is a surprising dearth of writing regarding Knowledge Management Use Cases. In this article, I’ve captured the top ten use cases for KM Transformations. It’s important to note that these aren’t enabling features or software like search or online discussions, nor are they expected outcomes or results like improved findability, knowledge sharing, or knowledge retention. Rather, these are the actual use cases, the reasons why people do KM and what it actually means to the organization’s operations and people.

Of the top ten Knowledge Management use cases, six are what I’d consider “classics,” in that they’ve been present as the leading use cases for much of the short history of KM. The other four are the cool new ones, which are presently driving the industry and will be top organizational priorities for the near future as well.

The following six are the “classic” KM use cases. They hold as much value today, if not more, as they always have. The solutions and technologies we can apply against these use cases have changed over the years, though the use cases themselves remain largely the same.

Use Case #1: Knowledge Sharing and Retention

Perhaps no use case is more central to KM than Knowledge Sharing and Retention. Organizations have consistently sought to retain the knowledge and expertise held within the minds of their employees. This tacit knowledge walks out the door with employees if not properly shared with others or transferred into an explicit format that may be captured and managed. KM for Knowledge Sharing and Retention will counteract this “brain drain,” ensuring that information is shared, used, and reused, thereby improving the collective knowledge of the organization and saving countless hours that otherwise would have been spent re-creating lost knowledge (or worse yet, repeating mistakes already made).

Real World Example:

We recently led a “Knowledge Transfer Menu” effort with a global development bank, which was concerned with their increasing attrition at all levels, recognizing their expertise and associated experience was walking out the door. Given the wide number of potential knowledge transfer and sharing techniques, we worked with them to develop a menu of different techniques, allowing them to quickly test a selection of each, ranging in scale, type, and complexity (none, limited, or high technology) to determine what would be most natural to their unique business and employees—to facilitate knowledge sharing either one-to-one, one-to-many, or as a larger community. As a result, the organization adopted a subset of the Knowledge Transfer techniques to establish enterprise wide, and we helped them implement a simple knowledge base to ensure this new knowledge would be managed and easily findable. 

Use Case #2: Onboarding and Learning

To be fair, onboarding and learning could easily be considered two separate use cases, but both are solved by many of the same solutions and tend to produce similar outcomes. The Onboarding and Learning use cases are all about providing the employee with everything they need to perform, from day one of their job through the entire employee journey. This is much more than employee self-service. The Onboarding and Learning use cases cover the delivery of knowledge at the point of need, connecting learners with teachers or experts, and guiding a learner to develop and extend their knowledge. Effective Onboarding and Learning will result in employee satisfaction, which further leads to higher employee retention.

A large public agency was seeking to transform from a traditional to modern learning environment. With a highly distributed workforce, the agency needed an innovative means of helping their employees of all levels and tenures connect and learn from each other. We designed and implemented an advanced learning platform for them that integrated all elements of their learning and performance ecosystem so that any employee could intuitively find and discover classes, self-serve learning content, experts, and cohorts with which to engage. The result was a single place for employees to craft their learning journey and managers to track and manage these journeys, while also capturing new knowledge through communities of practice and learning cohorts.

Use Case #3: Customer Support

The Customer Support use case covers call centers, help desks, and the associated knowledge bases responding agents use to deliver concise, complete, and consistent customer service. This use case addresses common customer complaints that they were “bounced around” from person to person, given inconsistent guidance, had to repeat themselves, and were stuck in “on hold” purgatory. Just as the Onboarding and Learning use case results in employee satisfaction and retention, the Customer Support use case results in customer satisfaction and retention. Moreover, appropriate customer support can yield higher revenues and faster deal close times, depending on the industry.

One of the largest insurance companies in the United States found that nearly half of their help desk calls were unresolved, requiring escalation or follow-up. Not surprisingly, less than 30% of their customers were satisfied with overall customer support. We helped to reengineer their customer support systems by designing a new tagging structure and taxonomy for their knowledge base, implementing new content governance for their knowledge base content, and creating new incentives and measurements for their agents to identify and improve lower-end knowledge base content. As a result, their Tier 1 call resolution improved to nearly 80%, with similar trends for overall customer satisfaction.

Use Case #4: Self-Service

This use case connects to the two preceding, in that it may be either employee self-service or customer self-service. As the name states, this use case is creating easy and intuitive mechanisms to get the right people the information they need, without having to make a call, send an email, or otherwise rely on others. Generationally, end users are increasingly wanting to get their questions answered or complete their desired action via self-service. This use case delivers the right knowledge, information, and data at the point of need, and when delivered properly, does so quickly and intuitively. Self-service can be a major cost saver for an organization, while also improving user satisfaction and delivering a more complete and more customized “answer.”

One of the world’s largest employers recognized their host of employees was struggling to get fast answers to simple HR and payroll questions. As part of a 360-Degree Employee Satisfaction effort, we helped them redesign their employee self-service system, including the ability for employees to crowd-source questions and answers to a variety of questions, up-vote ideas and priorities for management, and independently track and complete simple changes to their benefits and employee data.

Use Case #5: Idea Generation and Innovation

In an increasingly distributed world, the opportunity for water cooler meetings and moments of professional kismet are waning. The Idea Generation and Innovation use case counteracts those trends, creating KM-driven opportunities to share knowledge, ideas, problems, and challenges, invoking the collective expertise of individuals to help. This use case isn’t just about coming up with the next “Flamin’ Hot Cheetos” scale of idea, but also about day-to-day problem solving, small ideas, and incremental wins that can collectively make a big difference for an organization and its performance.

A leading software company dramatically shifted to a largely remote work environment following the pandemic. However, they recognized that this sudden and permanent shift would eliminate many of the natural opportunities for the “water cooler talk,” moments of happenstance collaboration, and whiteboard innovation that had previously helped them to thrive. We helped them envision and execute a complete menu of techniques to help them transition to remote work while continuing to collaborate and innovate. This included new traditions like virtual brown bags and topic-based online meetups, new tools for synchronous and asynchronous collaboration, and new processes to capture knowledge at the point of generation and deliver it at the point of need.

Use Case #6: Regulatory Compliance and Preparedness

This use case isn’t about addressing the lack of knowledge, information, or data within an organization; rather, it’s about addressing the proliferation of bad knowledge, information, and data. Many organizations have a poor handle on their content, maintaining years of old, obsolete, and incorrect legacy content, which exposes them to undue risk. For some organizations, this presents a regulatory risk, which if unaddressed can result in millions of dollars of fines, lawsuits, and accidents. Successfully implementing this use case not only addresses these types of risks and costs, but it also vastly improves the findability and manageability of content by removing all the potential wrong answers and dead ends.

During an audit, a global manufacturing company in a highly regulated industry identified a major risk to their operations, finding scores of obsolete, outdated, and incorrect information hosted on their servers. We helped them engineer a content audit and cleanup process to confront this risk, which included a blend of system analytics, automated semantic analysis, and targeted expert reviews to eliminate their “bad” content and also enhance and promote “good” content to new systems so that it could be better leveraged. This process not only removed or archived over 80% of their total content, it also highlighted hidden gems of lessons learned and thought pieces that helped the organization maintain their expertise.

The final four KM use cases are the cool new ones, which have gained great traction only recently and promise high value and organizational prioritization for years to come. These are the ones that are getting the largest budgets and most attention today.

Use Case #7: Getting the Most out of a Digital Transformation

The previous decade was marked by massive investments in digital transformations, with organizations seeking to fundamentally update their processes and systems with streamlined technologies and more “online” modes of work. Millions were invested in these transformations, but few organizations reported the results they were expecting. The missing piece for many was KM. Though systems and processes had been updated, insufficient attention was paid to the core content and means of harnessing organizational expertise. This use case focuses on ameliorating those omissions by helping the state of an organization’s knowledge, information, and data “catch up” with the digital transformation.

A global pharmaceutical company invested millions of dollars in a digital transformation—modernizing, consolidating, and integrating their assorted document, content, and data management systems and implementing a leading enterprise search product. As the multi-year transformation was well underway, however, the organization was not realizing the return on investment they’d anticipated. We conducted an assessment of the organization and helped them pinpoint the critical points of knowledge, information, and data management that would help them realize true business value. These included design and implementation of taxonomy/ontology with auto-tagging of content, improved knowledge capture workflows, design and implementation of search hit types, and a knowledge retention measurement plan. Within six months, they were capturing the returns they’d initially expected from the overall digital transformation.

Use Case #8: Measurement and Efficacy

Keying off of previous use cases, with millions invested in digital transformations, more advanced delivery systems and interfaces, and greater customization, organizations are asking whether they’re getting the promised returns and desired impacts to their business. Though always an important question for a business to answer, in the face of a recession, this becomes all the more critical. This use case seeks to answer that question by delivering detailed insights into how people are using an organization’s content and what they’re doing as a result. Are people learning as they should? Are they taking the appropriate actions as a result? This use case delivers a comprehensive view not just into usage, but impacts, allowing organizations to make the right decisions as a result.

A global financial organization had invested heavily in the creation of an array of new multichannel learning and performance content, as well as improved analytics to track its usage. They had the new content and data, but they lacked the insights to understand it and make decisions as a result of it. We worked with them to go beyond measurement of usage to measurement of efficacy, plotting out the desired impacts and outcomes of each learning topic, then creating measures of performance for each. In cases where the outcomes weren’t reached, we developed processes to engage internal stakeholders and external subject matter experts to help address the underlying issues with the learning content, creating a consistent and positive learning loop to help the organization’s learning environment evolve. We also identified opportunities to use this same process to identify gaps in organizational knowledge and leveraged the same approach to proactively fill those gaps.

Use Case #9: Content Assembly and Customization

A big box retailer with highly complex logistics and a massive fluctuation of employees was constantly struggling to keep key documents like employee handbooks, required safety documents, learning materials, and store-specific guidelines up to date. We worked with the organization to deconstruct this content and then build a content assembly engine to automatically create customized documents for each individual based on their home store, geography, role, and dozens of other factors. This drastically reduced human error and administrative burden while delivering a more customized experience to the individual stakeholders.

Use Case #10: Powering AI

The hottest new use case is no doubt around AI. Most every conversation seems to involve an organization’s vision for their own Chat GPT, bespoke large language models, and organizational Artificial Intelligence. The questions tend to be the same in many of these organizations. How do we make AI happen? This use case is the enabler for organizational AI, creating the structured content, knowledge maps and ontologies, and integrated systems that will truly make AI real for these organizations in their production environments across the enterprise.

For many years, we’ve worked with a global development bank to progress towards Knowledge Management maturity. Over the years, we helped them clean up their content, design and apply an enterprise taxonomy, improve their knowledge capture techniques (for consistency and completeness), and implement more consistent information architectures. Each of these KM initiatives yielded its own value for the organization, but the culmination of the work was the creation of a knowledge graph powered by an ontology and connected to the key content and data stores across 12 different applications. This solution allowed them to realize an array of Artificial Intelligence capabilities, including an intelligent chatbot, a recommendation engine, and an application to identify at-risk knowledge topics in the organization, triggering prioritized knowledge transfer and capture techniques.

At this moment, the organizational understanding of KM continues to increase, executives show a growing willingness to support and invest in it, and the associated technologies continue to progress to help KM Transformations become a reality. These use cases can all be faster, easier, better, and more tangible than in the past, making the overall opportunity for meaningful KM Transformations as high as it has ever been.

For more details and use cases visit Enterprise Knowledge .

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Knowledge Management Analysis: A Case Study

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Please note you do not have access to teaching notes, knowledge management enablers: a case study.

Industrial Management & Data Systems

ISSN : 0263-5577

Article publication date: 1 July 2006

To analyze the crucial role that enablers play in carrying out knowledge management within the enterprise.

Design/methodology/approach

This research uses the method of a case study and has directed the survey on Advanced Semiconductor Engineering, Inc. (ASE) and VIA Technologies, Inc. (VIA). It is anticipated through the case study of these two companies that it will be possible to verify the finding of enablers concluded by other papers, thus showing the inter‐relationship between theory and business.

It is found that among the enablers: on the part of strategy and leadership; obtaining top managements' support is most important; among organization culture enablers is the forming of an atmosphere and culture of sharing is most important but needs to be supplemented by informational technology; among people enablers, other than training courses and channels that provide learning, employee incentive program is one of the executing key factor; and among informational technology enablers, other than the digitization of documents, the function of speedy search of information for its re‐use is becoming more and more important.

Practical implications

The result of this study not just validates theory with reality; it also provides a reference for the academia as well as the business field.

Originality/value

This paper has discovered that establishing a dedicated unit for implementing knowledge management is also one of the key enablers. Its role does not just stop at managing knowledge, but instead it plays the role of furthering knowledge management by taking on the duty of assisting and coordinating different departments in their communication.

• Knowledge management
• Knowledge management systems
• Corporate strategy
• Organizational culture
• Communication technologies

Yeh, Y. , Lai, S. and Ho, C. (2006), "Knowledge management enablers: a case study", Industrial Management & Data Systems , Vol. 106 No. 6, pp. 793-810. https://doi.org/10.1108/02635570610671489

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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Intelligent text mining for ontological knowledge graph refinement and patent portfolio analysis—case study of net-zero data center innovation management.

1. Introduction

2. literature review, 2.1. ontological knowledge graph (okg), 2.2. keyword extraction, 2.3. clustering method, 2.4. topic modeling, 2.5. technology maturity analysis, 3. methodology, 3.1. dc net-zero technologies’ okg construction, 3.2. patent data retrieval strategy design, 3.3. major patenting trend analysis, 3.4. clustering and topic modeling for enhancing domain okg.

• Combination of K-means Clustering and KeyBERT Keyword Extraction
• CorEx Topic Modeling

3.5. Critical Patent Portfolio Analysis Based on Refined OKG

• KeyBERT-based Technology Function Matrix (KeyBERT-based eTFM)
• Technology Maturity Analysis

4. Discover Enhanced OKG and Patent Analysis—Case of Net-Zero DC Innovations

4.1. major patenting trend analysis, 4.2. clustering and topic modeling for enhancing domain okg, 4.3. critical patent portfolio analysis based on refined okg.

• KeyBERT-based eTFM Analysis
• Technology Maturity Analysis (s-curve)

5. Conclusions, Limitations and Future Works

Author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.

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Trappey, A.J.C.; Lin, G.-B.; Hung, L.-P. Intelligent Text Mining for Ontological Knowledge Graph Refinement and Patent Portfolio Analysis—Case Study of Net-Zero Data Center Innovation Management. Information 2024 , 15 , 374. https://doi.org/10.3390/info15070374

Trappey AJC, Lin G-B, Hung L-P. Intelligent Text Mining for Ontological Knowledge Graph Refinement and Patent Portfolio Analysis—Case Study of Net-Zero Data Center Innovation Management. Information . 2024; 15(7):374. https://doi.org/10.3390/info15070374

Trappey, Amy J. C., Ging-Bin Lin, and Li-Ping Hung. 2024. "Intelligent Text Mining for Ontological Knowledge Graph Refinement and Patent Portfolio Analysis—Case Study of Net-Zero Data Center Innovation Management" Information 15, no. 7: 374. https://doi.org/10.3390/info15070374

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PRINCE2 Case Studies: Real-World Project Management Examples

This blog delves into several compelling PRINCE2 Case Studies where PRINCE2 has been instrumental in driving project success across various industries. PRINCE2 (Projects IN Controlled Environments) is a broadly recognised project management methodology that provides a structured approach to managing projects.

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• PRINCE2® Foundation
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This blog gives insights on prominent PRINCE2 Case Studies. The examples are from different organisations. They illustrate how these organisations have successfully applied this methodology to achieve their project goals. We will have a careful look at each of these examples and analyse them. Each example will guide you through the issues that you may face while doing your projects. 

Table of Contents 

1) PRINCE2 Case Studies 

   a) Australian Department of Parliamentary Services  

   b) Environment Canada  

   c) Transpower 

   d) University of Western Australia Library 

   e) VocaLink  

2) Conclusion 

PRINCE2 Case Studies 

The following case studies showcase the application of PRINCE2 in diverse sectors. They highlight the benefits and outcomes of using this robust project management framework. 

Australian Department of Parliamentary Services Case Study 

The Australian Department of Parliamentary Services (DPS) undertook a major IT infrastructure project. The goal was to upgrade their parliamentary network services. This complex project required careful planning. Coordination and execution were also important to avoid disruptions to critical parliamentary activities. 

Application of PRINCE2: 

1) Project Initiation: The project began with a clear project brief and a detailed Project Initiation Document (PID). This helped define the project scope and clarified the objectives and deliverables. 

2) Roles and Responsibilities: PRINCE2's role-based structure ensured that everyone involved had a clear understanding of responsibilities. This ranged from the project board to the project team. 

3) Stages and Plans: The project was divided into manageable stages. Each stage had its plan and review process. This approach allowed for continuous monitoring. Adjustments were made as needed. 

4) Risk Management: A comprehensive Risk Management strategy was implemented. It identified potential risks and developed mitigation plans. 

Outcomes: 

The use of PRINCE2 enabled DPS to complete project on time and within budget. There were minimal disruptions. The structured approach facilitated effective communication. It also supported decision-making. This led to a successful upgrade of the IT infrastructure.  

Environment Canada Case Study 

Environment Canada launched a project to develop and implement new environmental monitoring system. The objective was to enhance the accuracy. It also aimed to improve the efficiency of data collection. An analysis for environmental protection and policymaking was a key goal. 

Application of PRINCE2:

1) Business Case: A strong business case was developed. It outlined the need for the new system and expected benefits. This document was crucial for securing stakeholder buy-in and funding. 

2) Quality Management: PRINCE2's focus on quality ensured project deliverables met the required standards. Regular quality reviews were conducted. Audits were performed throughout the project lifecycle. 

3) Change Control: The project adopted a rigorous change control process. This was necessary to manage any changes to the project scope or requirements. It helped maintain project stability and control costs. 

Environment Canada successfully implemented a new environmental monitoring system, which has significantly improved data accuracy and efficiency. The project was completed within the set timelines. And it stayed on budget. This was thanks to the disciplined application of PRINCE2 principles. 

Transpower Case Study 

Transpower New Zealand's state-owned electricity transmission company, embarked on project to upgrade its national grid infrastructure. The project aimed to enhance the reliability. It also sought to increase the capacity of the electricity transmission network. 

1) Tailoring PRINCE2: Transpower tailored the PRINCE2 methodology to fit the specific needs of the project. This ensured flexibility while maintaining the core principles. 

2) Stakeholder Engagement: Active stakeholder engagement was key focus. Regular communication and updates were provided to all interested parties. This helped manage expectations. It also secured ongoing support. 

3) Issue Management: A structured issue management process was in place to address any problems that arose during the project. This ensured issues were resolved promptly and effectively. 

The project resulted in a more robust and reliable national grid. It met the growing demand for electricity. The use of PRINCE2 enabled Transpower. They managed project complexities. They delivered the desired outcomes.  

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University of Western Australia Library Case Study 

The University of Western Australia (UWA) Library initiated project to digitise its extensive collection of rare and valuable documents. The goal was to preserve these documents. Also make them accessible to a wider audience. 

1) Project Planning: Detailed project plans were developed. These plans outlined the steps required to digitise the documents. Steps included scanning, cataloguing, and storage. 

2) Resource Management: PRINCE2's resource management framework helped ensure that necessary resources were available when needed. This included staff, equipment and budget. 

3) Progress Monitoring: Regular progress reports and reviews were conducted. These tracked the project's progress and allowed necessary adjustments. 

The digitisations project was a success. Thousands of documents were preserved. They were made accessible online. The structured approach of PRINCE2 facilitated efficient project execution. The strategy ensured high-quality results. 

VocaLink Case Study 

VocaLink a leading payment systems provider took on project to develop a new real-time payment platform. The objective was to provide faster. It also aimed to deliver more efficient payment processing services. 

1) Detailed Planning: A comprehensive project plan was formulated. It details each phase of platform development, from the initial design to the final implementation. 

2) Risk Management: A proactive Risk Management strategy employed to identify potential risks early. Mitigation plans were developed to address them. 

3) Customer Focus: The project maintained strong focus on customer needs, ensuring the final platform met user requirements. It delivered high-quality User Experience (UX). 

The new real-time payment platform was successfully launched. It provides VocaLink's customers with faster. More reliable payment services. The application of PRINCE2 principles ensured that project was provided on time and met all Key Performance Indicators (KPI). 

Attain in-depth knowledge about PRINCE2® principles, themes, and processes with our PRINCE2® Foundation Course .  

Conclusion 

PRINCE 2 Case Studies highlight the effectiveness of the PRINCE2 methodology in managing diverse projects across various sectors. By providing a structured framework for planning, executing, and monitoring, PRINCE2 helps organisations achieve their objectives, manage risks, and deliver high-quality outcomes. 

Frequently Asked Questions

A successful PRINCE2 project example is the construction of Heathrow Airport Terminal 5. It applied PRINCE2 methodology effectively in planning, execution, and delivery, incorporating regular reviews and clear roles, leading to its completion within budget and on time.  

Deciding between PRINCE2 and Agile should be based on project needs and personal career goals. PRINCE2 is ideal for structured environments requiring clear governance, while Agile suits dynamic projects with frequent changes. For a blend of both, PRINCE2 Agile offers structure with flexibility to adapt to changes. 

The Knowledge Academy takes global learning to new heights, offering over 30,000 online courses across 490+ locations in 220 countries. This expansive reach ensures accessibility and convenience for learners worldwide.  

Alongside our diverse Online Course Catalogue, encompassing 17 major categories, we go the extra mile by providing a plethora of free educational Online Resources like News updates, Blogs , videos, webinars, and interview questions. Tailoring learning experiences further, professionals can maximise value with customisable Course Bundles of TKA .

The Knowledge Academy’s Knowledge Pass , a prepaid voucher, adds another layer of flexibility, allowing course bookings over a 12-month period. Join us on a journey where education knows no bounds.  

The Knowledge Academy offers various Project Management Courses , including the PRINCE2® Foundation & Practitioner Training and PRINCE2 Agile® Practitioner Course. These courses cater to different skill levels, providing comprehensive insights into Agile Roles and Responsibilities .  

Our Project Management Blogs cover a range of topics related to PRINCE2®, offering valuable resources, best practices, and industry insights. Whether you are a beginner or looking to advance your Project Management skills, The Knowledge Academy's diverse courses and informative blogs have got you covered.  

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The Role of Top Management Involvement and Supply Chain Integration on Smes’ Innovation Performance: Moderation Impact of Firm Experience Capability

• Published: 28 June 2024

Cite this article

• Timothy Amoako   ORCID: orcid.org/0000-0001-6669-6344 1 ,
• Hao Chen 1 ,
• Stephen Abiam Danso 1 &
• Edem Segbefia 1  

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Top management involvement (MVV) is acknowledged to be a critical factor in enhancing firm performance. As a result, we evaluated the mediation role of supply chain integration (SCI) in the relationship between MVV and innovation performance. Again, the study evaluated the moderation role of firm experience capability (FEXCAP) in the association between MVV and SCI (internal, customer, and supplier). To this end, we conducted a quantitative empirical study in Ghana enterprise agency. Data was gathered from 685 manufacturing and service small and medium enterprises’ top managers and analyzed using the Analysis of Moment Structures (Amos) and Statistical Package for Social Sciences version 26 software. The results revealed that SCI (internal, customer, and supplier) partially mediated the relationship between MVV and innovation performance.

Additionally, FEXCAP positively moderated the association between MVV and SCI (internal, customer, and supplier). The study is critical as it endorses the significant role of MVV in improving the effectiveness of SCI and FEXCAP in firm innovation performance. We evaluated our model in a small and medium context.

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Amoako, T., Chen, H., Danso, S.A. et al. The Role of Top Management Involvement and Supply Chain Integration on Smes’ Innovation Performance: Moderation Impact of Firm Experience Capability. J Knowl Econ (2024). https://doi.org/10.1007/s13132-024-02166-7

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