The mapping of information and communication technologies, and knowledge management processes, with company innovation

Document Type

Journal Article

Publication Title

Journal of Knowledge Management




School of Business and Law




Jarmooka, Q., Fulford, R. G., Morris, R., & Barratt-Pugh, L. (2020). The mapping of information and communication technologies, and knowledge management processes, with company innovation. Journal of Knowledge Management. 25(2), 313 - 335. https://doi.org/10.1108/JKM-01-2020-0061



National and organizational innovation is currently at the forefront of media discussion and is viewed as critical to economic development. While the argument for investment is universal, how it should be orchestrated is uncertain. The purpose of this paper is to bring together the three major related components of information and communication technology (ICT), knowledge management processes (KMP) and innovation, to explore empirically the constituents of ICT and KMP that improve innovation within Australian enterprises.


The method is a quantitative survey of 148 industry managers. The data was refined through confirmatory factor analysis. The hypotheses were evaluated by regression equations and parameter estimates. The findings were identified by the magnitude of the effect sizes.


The study’s evidence illuminated how specific components of ICT and KMP impact on particular aspects of innovation. The findings indicate key emerging relationships and then propose a conceptual model validated by the analysis of the survey evidence. The study identifies that investment in ICT and KMP has a positive impact on innovation performance. A particular finding is that information or data capture technologies have the most significant positive consequence for innovation.

Practical implications

The modeling can be used by managers as a guide to mapping ICT and KMP to specific innovation outcomes. In a modified form, it could be applied as a self-assessment instrument for managers in organizations.


This is a valuable addition to current literature, as it is unique in bringing these three key components together, confirming their instrumental impact, and indicating the differentiated investment strategies that can be implemented to achieve specific and unique innovation agendas. In addition, some refined constructs, which were developed as part of this study, provide a pre-tested, validated survey instrument for further research.



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