Abstract
This study establishes links between knowledge management (KM) and innovation performance (IP) in Australian service sector organizations. Critical success factors in KM practice that lead to IP followed an analysis of six case studies of service-based organizations and a survey of service organizations. A model of KM practices was developed and validated. Statistical analysis tested individual and combined relationships between the KM model and IP, which subsequently revealed specific KM practices that positively affected IP. Several KM practices predict positive outcomes in IP and therefore, managers can improve their KM practices for greater outcomes in IP.