Organizational Performance with Environmental Knowledge Intensity: Resource- vs. Knowledge-Based Performance

In the current knowledge-oriented society, knowledge is a core strategic component for organizations. Successful knowledge management is therefore a key factor in organizational performance. At the same time, some studies have assumed that knowledge management performance is distinguished from the general features of organizational performance. Thus, this study conceptualizes organizational performance. With data collected from 150 Korean firms, we examine a two-factor model in which organizational performance consists of two different dimensions: knowledge management performance and firm performance. In addition, the twofactor model is analyzed across two sub samples (i.e., high and low knowledge-intensive firms) divided by environmental knowledge intensity, a key contextual factor on which organizational performance depends. Our findings raise issues on the causal relationship between knowledge-based success and firm performance, also suggesting the contingency understanding of organizational performance across organizations and industries. On the basis of the results, we discuss implications and future directions.