Abstract
Purpose - Perceived knowledge quality (PKQ) has become an imperative, not an option, for innovativeness in the environment characterized by knowledge overload. Little research, however, has studied PKQ due to its abundant, variable nature. This study bridges the gap by addressing PKQ’s substructures drawn upon the theory of sensemaking. It also examines interactions of the substructures which in turn have differing impacts on innovativeness. Additionally, this study illustrates which PKQ’s substructure is most affected by knowledge sharing.Design/methodology/approach - The survey methodology was used to collect data. 368 individuals in the USA participated in the study. The PLS analysis for structural equation modeling was employed to test the research model.Findings - Perceived intrinsic knowledge quality is most affected by knowledge sharing while knowledge sharing is a critical determinant of three PKQ’s substructures (i.e., perceived intrinsic, contextual, and actionable knowledge quality). Perceived intrinsic knowledge quality, however, is inadequate by itself and should be transformed into perceived contextual, actionable knowledge quality to produce innovativeness.Research limitations/implications - This study addresses the shortfall of understanding the dynamics of PKQ’s substructures and unfolds theoretical links to knowledge sharing and innovativeness.Practical implications - This study offers valuable insights to managers who face ongoing challenges in sharing knowledge and improving knowledge quality, thereby leading their quality of knowledge into innovativeness.Originality/value - Despite growing recognition, few empirical studies on PKQ have presented to the literature. This study contributes to understanding a holistic view of PKQ and its substructures with unique relationships with knowledge sharing and innovativeness.
Purpose - Perceived knowledge quality (PKQ) has become an imperative, not an option, for innovativeness in the environment characterized by knowledge overload. Little research, however, has studied PKQ due to its abundant, variable nature. This study bridges the gap by addressing PKQ’s substructures drawn upon the theory of sensemaking. It also examines interactions of the substructures which in turn have differing impacts on innovativeness. Additionally, this study illustrates which PKQ’s substructure is most affected by knowledge sharing.Design/methodology/approach - The survey methodology was used to collect data. 368 individuals in the USA participated in the study. The PLS analysis for structural equation modeling was employed to test the research model.Findings - Perceived intrinsic knowledge quality is most affected by knowledge sharing while knowledge sharing is a critical determinant of three PKQ’s substructures (i.e., perceived intrinsic, contextual, and actionable knowledge quality). Perceived intrinsic knowledge quality, however, is inadequate by itself and should be transformed into perceived contextual, actionable knowledge quality to produce innovativeness.Research limitations/implications - This study addresses the shortfall of understanding the dynamics of PKQ’s substructures and unfolds theoretical links to knowledge sharing and innovativeness.Practical implications - This study offers valuable insights to managers who face ongoing challenges in sharing knowledge and improving knowledge quality, thereby leading their quality of knowledge into innovativeness.Originality/value - Despite growing recognition, few empirical studies on PKQ have presented to the literature. This study contributes to understanding a holistic view of PKQ and its substructures with unique relationships with knowledge sharing and innovativeness.