BRIDGING KNOWLEDGE AND INNOVATION: A SYSTEMATIC LITERATURE REVIEW ON KNOWLEDGE MANAGEMENT (KM), INNOVATIVE WORK BEHAVIOUR (IWB), AND ORGANIZATIONAL INNOVATIVENESS (OI) FOR THE PROSPECTIVE OF HUMAN RESOURCE DEVELOPMENT.

Abstract

Background: Knowledge-intensive organizations increasingly recognize Knowledge Management (KM) as a strategic driver of innovation, yet the pathways through which KM influences Innovative Work Behaviour (IWB) and ultimately Organizational Innovativeness (OI) remain fragmented across empirical literature. Recent evidence suggests that both tacit and explicit knowledge processes, when supported by leadership and collaborative cultures, contribute significantly to workplace creativity and innovation. A structured synthesis of contemporary research is therefore essential to clarify these relationships and provide direction for future organizational strategies.

Objective: To systematically review recent high-impact studies examining the relationship between KM, IWB, and OI, and to identify the behavioural and organizational mechanisms through which knowledge processes contribute to innovation.

Methods: A systematic literature review was conducted following the PRISMA 2020 protocol. Searches were performed across Google Scholar, Scopus, Web of Science, and ScienceDirect covering the period 2020–2024. A total of 514 records were identified, of which 184 duplicates were removed. After screening 307 titles and abstracts, 38 full-text articles were reviewed for eligibility. Fifteen peer-reviewed empirical and conceptual studies met the inclusion criteria. Data were extracted on study design, constructs, scales, analysis techniques, and key findings. Both qualitative and quantitative evidence were synthesized narratively to identify convergent themes across KM, IWB, and OI.

Findings: Across the fifteen studies, 100% reported a positive association between KM and IWB, while 93% demonstrated that IWB significantly contributed to OI. Approximately 80% highlighted tacit knowledge sharing as a primary behavioural driver of innovation. Leadership behaviours, ethical climate, functional flexibility, and emotional intelligence appeared as recurrent moderators or mediators in more than half of the studies. KM infrastructure capabilities showed direct effects on innovation in 87% of the sampled research.

Conclusion: The review confirms that KM practices—particularly knowledge sharing, learning-oriented cultures, and supportive leadership—substantially enhance IWB and subsequently strengthen organizational innovativeness. These findings emphasize that investing in KM infrastructure and employee development is crucial for sustaining innovation in knowledge-based sectors.