Knowledge management implementation, business process, and market relationship outcomes: An empirical study

Purpose – Prior studies examine the relationship between knowledge management (KM) enablers and KM effectiveness. However, the critical role of business process outcome is neglected. The purpose of this paper is to understand the mediating effect of business process outcomes. Based on knowledge-based view (KBV), two KMenabler variables, KM infrastructure (KMI) and KM capabilities (KMC), and one KM effectiveness variable, market relationships, are included. Design/methodology/approach – A survey was conducted. The sampling frame was obtained from the database of the Bureau of National Health Insurance and Financial Supervisory Commission in Taiwan. After unusable questionnaires excluded, the usable respondents were 256 which are from 63 hospitals and 93 financial firms. Structural equation modeling was used to analyze the relationships among KMI, KMC, business process outcome, and market relationships. Findings – The findings indicated that both KMI and KMC have positive influences on market relationships through business process outcome. The authors also demonstrate how KMI and KMC improve market relationships through business process outcome to deliver the value of KM. Originality/value – Based on KBV, KMI and KMC are as KM enablers to facilitate KM activities. In the light of professional service industries (i.e. hospitals and financial firms), the study highlights the mediating effect of business process outcomes between KM enablers and KM effectiveness. It furthers the understanding of how KM enablers can improve KM effectiveness.