Impact of knowledge management infrastructure and processes on automobile manufacturing firm innovative performance through the mediating role of agile project management practice

Purpose The purpose of this study is to examine knowledge management (KM) infrastructure and processes on automobile manufacturing firm innovative performance through the mediating role of agile project management (APM) practice. Design/methodology/approach The data collection involved purposive and convenience sampling techniques to gather information from 692 employees employed in various public and private automobile manufacturing firms operating in Pakistan. To test the hypothesis, data analysis was conducted using Smart PLS software version 4, using the partial least squares and structural equation modeling technique. Findings The result revealed that knowledge management infrastructure and processes has a positive and significant effect on firm innovative performance. Moreover, agile project management practices positively and significantly mediate the relationship between knowledge management infrastructure and processes and firm innovative performance. Practical implications The performance of high-tech automobile manufacturing firms can be enhanced by implementing agile project management practices, especially when stimulated by external factors such as innovation. In an increasingly dynamic environment, innovation acts as a favorable factor that amplifies the positive impact of agile methodologies on firm performance. Originality/value Researchers can use these findings to identify knowledge gaps that need to be addressed in future studies and understand how strategies relate to processes within the KM-APM framework. This study provides practitioners with insights on applying KM practices in an APM context to enhance knowledge performance. Practitioners can use the framework to plan KM activities that support corporate strategy across all organizational layers, ensuring the appropriate knowledge is conveyed at each level.