This paper uses the questionnaire data of the World Bank’s China Enterprise Survey 2012 to establish a Logit model to empirically study the relationship between knowledge sources and technological innovation in Chinese manufacturing enterprises. The results show that although internal and external knowledge has a positive effect on enterprise technological innovation in general, there are significant differences when taking the types of innovation, subject characteristic and the types of cooperation into consideration. From the current development stage of China's manufacturing enterprises, external knowledge sources, external enterprise knowledge subjects, and employee knowledge have a more positive effect on technological innovation, which also shows that the role of technical employees on technological innovation has a significant threshold effect, and only after a certain degree of accumulation can internal technical employees have a more significant positive effect on technological innovation.

Purpose: To realize the benefits a Quality Management System (QMS), an organization needs to effectively implement its principles. This includes embracing these principles within an enabling environment. Hence, organizational structure is a critical success factor for adopting quality management systems. This paper aims at understanding how the organizational structure impacts ISO 9001 QMS implementation and vise versa, besides exploring how quality management initiatives affect organizational resilience through parts. Design/methodology/approach: The research deploys a qualitative methodology, with an outsider-insider approach. 32 semi-structured interviews were conducted, plus one final reflective interview. Interview questions dealt with structural constructs: communication, employee engagement, employee empowerment, process/routine-orientation, multidisciplinarity, cross-functionality, expertise-utilization and change-readiness. The questions also dealt with how the organizational structure impacted ISO 9001 implementation and vice versa. Findings: The results show that ISO 9001 implementation was more successful and fruitful under process-orientation and to some degree under semi-process orientation, while it looked inconsistent under routine-orientation. This indicates a significant role played by the organizational structure when it comes to ISO 9001 implementation. More importantly, the results also demonstrate that ISO 9001 implementation managed to improve organizational resilience by consistently driving the organizational structure toward higher levels of process-orientation for process-oriented units, whereas it failed to realize such impact for routine-oriented units. Originality/value: This study is unique as it is the first - within the reviewed literature - to examine the moderating role of the organizational structure between the ISO 9001 standard and organizational resilience. It draws a roadmap for the successful realization of organizational resilience through quality management systems, considering organizational structure constructs.