Industry 4.0 and Creative Industries: Exploring the Relationship Between Innovative Knowledge Management Practices and Performance of Innovative Startups in Italy

2020 ◽  
pp. 113-135
Author(s):  
Silvia Blasi ◽  
Silvia Rita Sedita
Keyword(s):  
Knowledge Management ◽  
Industry 4.0 ◽  
Management Practices ◽  
Creative Industries ◽  
Knowledge Management Practices ◽  
And Performance ◽  
The Relationship

Knowledge management and emotional exhaustion as moderators in the relationship between role conflict and organizational performance: evidence from India

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Satyanarayana Parayitam ◽  
Syed Aktharsha Usman ◽  
Rajeshwaran Raja Namasivaayam ◽  
Mohamed Shaik Naina
Keyword(s):  
Knowledge Management ◽  
Role Conflict ◽  
Emotional Exhaustion ◽  
Role Ambiguity ◽  
Management Practices ◽  
Content Type ◽  
Work Overload ◽  
Knowledge Management Practices ◽  
And Performance ◽  
The Relationship

Purpose This paper aims to investigate the importance of knowledge management as a moderator in the relationship between two of the burnout variables, namely, role ambiguity and work overload. In addition, the paper tests a conceptual model where emotional exhaustion is a moderator in the relationship between role ambiguity, work overload and performance. Design/methodology/approach Using a structured survey instrument, this paper gathered data from 692 respondents from the information technology industry in the southern part of India. The first psychometric properties of the instrument were tested and then hierarchical regression was used as a statistical technique for analyzing the data. Findings Results show that role conflict is positively related to role ambiguity and work overload, role ambiguity is negatively related to performance, work overload is positively related to performance, knowledge management moderates the relationship between role conflict and role ambiguity and role conflict and work overload. The hierarchical regression results also support that emotional exhaustion moderates the relationship between role ambiguity and performance and work overload and performance. Research limitations/implications As the present research is based on self-report measures, the limitations of social desirability bias and common method bias are inherent. However, this study attempts to minimize these limitations by following appropriate statistical techniques and procedures. Practical implications This study contributes to both practicing managers and the literature on conflict management. The study suggests that managers use knowledge management practices to mitigate the ill-effects of role conflict and enhance performance. This study also highlights the role of emotional exhaustion in organizations. Originality/value This study provides new insights about the importance of knowledge management practices and emotional exhaustion in the relationship between role conflict and performance. To the knowledge, the importance of knowledge management practices is underemphasized in conflict management research. The study also provides insights into the role of one of the burnout variables i.e. emotional exhaustion in its influence on performance. The implications of this relationship for organizational role theory and organizational learning theory and for management practice, are discussed.

scholarly journals Knowledge Management and Organizational Culture: An Exploratory Study

2013 ◽  
Vol 3 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Bing Li ◽  
Jianpeng Zhang ◽  
Xiaoxia Zhang
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Management Practices ◽  
Empirical Relationship ◽  
Organizational Factors ◽  
Equation Modeling ◽  
Specific Situation ◽  
Knowledge Management Practices ◽  
Cultural Traits ◽  
The Relationship

Abstract Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Knowledge Management and Electronic Commerce Supporting Strategic Decisions

2011 ◽  
pp. 325-353
Author(s):  
Wen-Jang Kenny Jih ◽  
Marilyn M. Helms ◽  
Donna T. Mayo
Keyword(s):  
Knowledge Management ◽  
Electronic Commerce ◽  
Management Practices ◽  
The Internet ◽  
Strategic Decisions ◽  
Significant Relationships ◽  
Management Concepts ◽  
Knowledge Management Practices ◽  
Reinforcing Effects ◽  
The Relationship

Current literature on e-commerce and knowledge management primarily emphasizes the benefit of knowledge management for innovative e-commerce operations. The Internet-enabled e-commerce field provides capabilities for firms in all sectors to reach global buyers and suppliers. Knowledge management provides frameworks to manage intellectual capital as a valuable organizational and strategic resource. Do knowledge management practices significantly benefit electronic commerce? If so, does the relationship work in the other direction? Does a firm’s e-commerce applications significantly benefit knowledge management practices as well? To test these exploratory propositions, empirical data were collected from companies in a variety of industries in Taiwan, a country emphasizing e-commerce initiatives. The results revealed significant relationships between the way businesses implement electronic commerce projects, as well as how they experiment with knowledge management concepts. In addition, the findings reveal interesting benefits and difficulties in implementation. These relationships were found to operate in both directions, offering reinforcing effects as well as connections.

scholarly journals Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

2020 ◽  
Vol 11 ◽  
Author(s):  
Cai Li ◽  
Sheikh Farhan Ashraf ◽  
Fakhar Shahzad ◽  
Iram Bashir ◽  
Majid Murad ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Management Practices ◽  
Equation Model ◽  
Opportunity Recognition ◽  
Mediating Effect ◽  
Knowledge Management Practices ◽  
The Relationship

This study aims to identify the influence of knowledge management practices on the entrepreneurial and organizational performance with the mediating effect of dynamic capabilities and moderating role of opportunity recognition. Data were gathered from 486 entrepreneurs and applied a structural equation model to test the hypotheses. We found that knowledge management practices have a positive and significant influence on dynamic capabilities, as well as have a significant impact on entrepreneurial and organizational performance. Moreover, results indicated that dynamic capabilities partially mediate in the relationship between knowledge management practices on entrepreneurial and organizational performance. Furthermore, the relationship between knowledge management practices with entrepreneurial and organizational performance strengthening by opportunity recognition. Further, implications and limitations were discussed in the paper.

scholarly journals Direct effects of knowledge management practices on organizational performance

2020 ◽  
Vol 37 (1) ◽  
pp. 30-37
Author(s):  
Edwin Alexander Henao-García ◽  
Nelson Lozada ◽  
Jose Arias-Pérez
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Management Practices ◽  
Equation Modeling ◽  
Feedback Systems ◽  
Nonfinancial Performance ◽  
Knowledge Management Practices ◽  
The Impact ◽  
The Relationship

The relationship between knowledge management (KM) and firm performance is an interesting field for both scholars and practitioners. Despite the extant literature, more studies are required in order to clarify the abovementioned relationship. The purpose of this article is to examine the impact of KM practices on financial and nonfinancial performance. KM practices are knowledge creation practices, continuous learning practices (CLP), knowledge and feedback systems (KFS), and management of employees’ individual competencies. Methodologically the study uses partial least squares structural equation modeling. The results show that KFS affect firms’ financial performance and that CLP do not influence oneither financial or nonfinancial performance.

scholarly journals Knowledge Management Practices and Organizational Learning Have Positive Impacts on Organizational Performance of State-Owned Enterprises in Indonesia

2017 ◽  
Vol 8 (3) ◽  
pp. 281-292 ◽  
Author(s):  
Ade Irma Susanty ◽  
Madihah Salwa
Keyword(s):  
Economic Development ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Management Practices ◽  
Positive Contribution ◽  
Indonesian Government ◽  
Strategic Implementation ◽  
Knowledge Management Practices ◽  
The Relationship

Abstract The performance of state-owned enterprises (SOEs) is rated as an important component of the economic development in Indonesia. Indonesian government has set strategic steps to fix the financial value of the SOEs. Knowledge management is one of strategic implementation of SOEs. The result of the researcher’s analysis reveals that the implementation of the knowledge management does not always give a positive contribution to the performance of the SOEs. Accordingly, it is important to conduct a research related to the efforts taken in implementing knowledge management and its impacts on organizational performance of the SOEs. The main objective of this study is to figure out the relationship between knowledge management and organizational performance by involving organizational learning as the intervening variable. This study involves six state-owned enterprises in Indonesia. The total number of respondents successfully examined were 189 employees of the six state-owned enterprises. The data was processed by SEM technique using AMOS 22 Software and the result shows that knowledge management has a significant impact by 45% toward organizational performance, and organizational learning influences significantly by 44% on organizational performance.

Knowledge management practices and performance: are they truly linked?

2013 ◽  
Vol 11 (3) ◽  
pp. 255-264 ◽  
Author(s):  
Sharmila Jayasingam ◽  
Mahfooz A Ansari ◽  
T Ramayah ◽  
Muhamad Jantan
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Knowledge Management Practices ◽  
And Performance

scholarly journals Knowledge management systems in Quality 4.0

2021 ◽  
Vol 342 ◽  
pp. 09003
Author(s):  
Raluca Dovleac
Keyword(s):  
Knowledge Management ◽  
Industry 4.0 ◽  
Management Practices ◽  
Relevant Information ◽  
Management Systems ◽  
Quality Practices ◽  
Process Output ◽  
Knowledge Management Practices ◽  
Modern Technologies

Quality management has evolved throughout time in ways that allowed companies to adapt quality practices and principles into their activities in order to provide better products/services to their customer. The latest trends point to the pivotal role that quality plays in the Industry 4.0 era, where it is expected to synergize with Industry 4.0 practices in order to ensure that not only products are built faster and cheaper but also that they can meet the quality expectations of the customers. This gave birth to the concept of Quality 4.0, a new way of managing quality which uses modern technologies such as: IoT, Blockchain, Big data, AI and sensors in order to gather relevant information, monitor process performance and act preemptively in regard to the quality of the process output. An issue that emerges however, is identifying the relevant data and ways to manage it as this is considered to be a major obstacle in the implementation of Quality 4.0 practices. The research focuses on providing the foundational base for Knowledge management practices of companies looking to embrace Quality 4.0 to ensure that these companies use relevant data in their daily activities.

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