Knowledge management processes and manufacturing performance in emerging markets: the mediating role of innovation under resource constraints

Purpose This paper aims to investigate how knowledge management (KM) and innovation implementation enhance manufacturing performance in emerging markets, focusing on Nigeria as a representative example. It addresses the gap in understanding KM’s role in contexts characterized by resource constraints. Design/methodology/approach A quantitative approach was used, collecting data from 424 senior and middle-level managers in strategic and operational roles across various sectors registered under the Manufacturers Association of Nigeria. These managers were selected through stratified random sampling to ensure diverse representation, allowing for a robust analysis of KM, innovation and manufacturing performance. Findings This study demonstrates that KM processes and innovation implementation have a positive impact on manufacturing performance, with innovation implementation having a particularly strong effect. In addition, innovation implementation acted both as a direct factor and as a mediator, highlighting its strategic importance in emerging markets. Findings also indicate that emerging market challenges mediate KM processes’ influence on manufacturing performance, highlighting the need for adaptable KM approaches in resource-limited settings. Practical implications The findings suggest strategies for policymakers to foster KM and innovation practices that enhance competitiveness within the manufacturing sector, emphasizing the need for industry-academia partnerships and investment in infrastructure. Originality/value This research enriches the literature on the role of KM and implementation in manufacturing within emerging markets by providing quantitative insights into its impact on performance and the mediating role of innovation implementation and resource constraints, offering actionable strategies for practitioners and informing government policy decisions.