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The results also show that non-financial performance measures (i.e. learning and growth, internal process and customer satisfaction) directly and indirectly affect financial performance through cause-and-effect relationships.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p>\u2013 In an increasingly dynamic environment, the building of internal knowledge stocks is likely insufficient, but knowledge must be moved between a firm and external entities (e.g. customers, business partners and education and research institutes) (i.e. building knowledge flows) to achieve increased customer satisfaction and financial performance.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>\u2013 Theoretically, the findings of this study suggest that the decomposed approach helps to understand the complex relationships embodied in the KMO\u2013performance link, which cannot be surmised using a composite model. From the managerial perspective, the findings of this study may help academics and managers design and sustain KMO implementation throughout the organization to achieve higher effectiveness, efficiency and profitability.<\/jats:p><\/jats:sec>","DOI":"10.1108\/jkm-04-2015-0132","type":"journal-article","created":{"date-parts":[[2015,9,17]],"date-time":"2015-09-17T16:10:18Z","timestamp":1442506218000},"page":"1224-1249","source":"Crossref","is-referenced-by-count":52,"title":["Linking knowledge management orientation to balanced scorecard outcomes"],"prefix":"10.1108","volume":"19","author":[{"given":"Hsiu-Fen","family":"Lin","sequence":"first","affiliation":[]}],"member":"140","reference":[{"key":"key2020122021384453800_b1","doi-asserted-by":"crossref","unstructured":"Abel, M.H. 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