Effects of Knowledge Management Capabilities on Perceived Performance: An Empirical Examination

2007 ◽  
pp. 139-164 ◽  
Author(s):  
Ting-Peng Liang ◽  
Yen-Ching OuYang ◽  
Daniel J. Power
Keyword(s):  
Knowledge Management ◽  
Empirical Examination ◽  
Perceived Performance ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Linking Business Strategy and Knowledge Management Capabilities for Organizational Effectiveness

2012 ◽  
pp. 186-207
Author(s):  
Trevor A. Smith ◽  
Annette M. Mills ◽  
Paul Dion
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Business Strategy ◽  
Future Research ◽  
Knowledge Process ◽  
Knowledge Resources ◽  
Improved Performance ◽  
Using Data ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

The effective management of knowledge resources is a key imperative for firms that want to leverage their knowledge assets for competitive advantage and improved performance. However, most firms do not attain the required performance levels even when programs are in place for managing knowledge resources. Research suggests this shortcoming can be addressed by linking knowledge management to business strategy. This study examines a model that links business strategy to knowledge management capabilities and organizational effectiveness. Using data collected from 189 managers, the results suggest that business strategy is a key driver of knowledge capabilities, and that both business strategy and knowledge capabilities impact organizational effectiveness. Additionally, the authors’ findings indicate that knowledge infrastructure capability is a key imperative for effective knowledge process capability. Managerial implications, limitations and opportunities for future research are also discussed.

Factors influencing innovation performance in higher education institutions

2020 ◽  
Vol 27 (4) ◽  
pp. 365-378 ◽  
Author(s):  
Mercy Asaa Asiedu ◽  
Hod Anyigba ◽  
Kwame Simpe Ofori ◽  
George Oppong Appiagyei Ampong ◽  
John Agyekum Addae
Keyword(s):  
Higher Education ◽  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Structural Equation ◽  
Higher Education Institutions ◽  
Innovation Performance ◽  
Content Type ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Purpose The purpose of this paper is to explore the relationship between transformational leadership, knowledge management capabilities, organizational learning and innovation performance in the context of higher education institutions. Design/methodology/approach Using a survey research design, data was collected from 219 respondents comprising faculty and administrative staff from two public and five private universities in Ghana. The data were analysed by using the partial least squares approach to structural equation modelling with the use of Smart PLS software. Findings The results revealed that transformational leadership significantly predicts knowledge management capabilities and organizational learning and also has a positive effect on innovation performance. Originality/value Although some studies have covered the theoretical and empirical analyses of links between transformational leadership, innovation performance and some knowledge management capabilities, this study examines the direct links between transformational leadership and knowledge management capabilities, on one hand, and transformational leadership and organizational learning on the other, as well as their overall effect on innovation performance, which has been less discussed in literature, particularly in the tertiary educational sector and in the Ghanaian context.

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