The synergetic effect of knowledge management and business model innovation on firm competence

Purpose: The purpose of this paper is to provide a systematic review of the linkage between knowledge management, business model innovation and firm competence. The study attempts to summarize a few important and essential issues which future research should address. Design/methodology/approach: Researchers have conducted an extensive review of the literature covering 50 journals from various databases like Scopus, ProQuest and Emerald. A total of 88 articles from 1997 to 2018 on knowledge management and business model innovation were selected and analyzed. Findings: The study found that the integration of knowledge management and business model innovation leads to a sustainable competitive advantage. The relationship between knowledge management, business model innovation and firm competence seems to be fragmented because of various meaning and conceptualizations. The study endeavors to examine the relationship between the dimensions (knowledge acquisition, knowledge conversion, knowledge dissemination, knowledge application and knowledge reuse) of knowledge management and business model innovation (value proposition, assets and capabilities, revenue and cost architecture and actors in business networks). The study highlights that chief knowledge officers have a vital role to play in enhancing knowledge management orientation of a company so that knowledge regarding new ways of value creation and value capture is heard within an organization. Research limitations/implications: This study provides a distribution schema of knowledge management and business model innovation articles based on different search criteria by highlighting different future research avenues. The study is believed to serve as a basis and be a valuable tool for researchers to understand the current and future scenarios about knowledge management and business model innovation. Researchers also acknowledge the limitations of this study with regard to exclusive search criteria, which might affect its generalizability. Practical implications: The study argues that better knowledge sharing between departments could benefit value creation and therefore drive the organization toward business model innovation which would automatically boost firm competence. The study has made an attempt to highlight the role of Chief Knowledge Officer with regard to business model innovation. Therefore, the proposed model developed in this review will help the organization to better understand the role of knowledge management and business model innovation. Originality/value: This is one of the first systematic reviews of knowledge management and business model innovation which provides a detailed understanding of the past and future research on the two.