Effect of information management capability on organizational performance

2016 ◽  
Vol 11 (3) ◽  
pp. 563-580 ◽  
Author(s):  
Carlos Devece ◽  
Daniel Palacios ◽  
David Martinez-Simarro
Keyword(s):  
Organizational Performance ◽  
Information Management ◽  
Management Capability

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

2015 ◽  
pp. 164-193 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Sustainable Competitive Advantage ◽  
Management Capability ◽  
Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

Innovation Capability for SME Biomass Industry Performance

2020 ◽  
pp. 79-103
Author(s):  
Teoh Ming Fang ◽  
Lee Heng Wei ◽  
Rajendran Muthuveloo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Organizational Innovation ◽  
Positive Influence ◽  
Mediating Effect ◽  
Innovation Capability ◽  
Management Capability

Industry 4.0 exerts great pressure on the organization today to innovate its business model in order to stay competitive. This study examines the positive and indirect effect of human resource management, organizational culture, knowledge management capabilities on organizational performance, with the mediating effect of organizational innovation capability among small and medium-sized enterprise (SME) in biomass industry in Malaysia. In addition, this study integrates resource-based view (RBV) and dynamic capabilities theories to investigate how the organization utilize its resources and capabilities to enhance organizational performance. Data were collected using survey questionnaire from biomass SMEs located in Malaysia. Structural equation modelling (Smart PLS 3.0) was used to test and analyze the data. The findings reveal that knowledge management capability and organizational culture exert a positive influence on organizational innovation capabilities. Similarly, organizational innovation capabilities also found to positively affect organizational performance.

Innovation Capability for SME Biomass Industry Performance

2021 ◽  
pp. 1252-1276
Author(s):  
Teoh Ming Fang ◽  
Lee Heng Wei ◽  
Rajendran Muthuveloo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Organizational Innovation ◽  
Positive Influence ◽  
Mediating Effect ◽  
Innovation Capability ◽  
Management Capability

Industry 4.0 exerts great pressure on the organization today to innovate its business model in order to stay competitive. This study examines the positive and indirect effect of human resource management, organizational culture, knowledge management capabilities on organizational performance, with the mediating effect of organizational innovation capability among small and medium-sized enterprise (SME) in biomass industry in Malaysia. In addition, this study integrates resource-based view (RBV) and dynamic capabilities theories to investigate how the organization utilize its resources and capabilities to enhance organizational performance. Data were collected using survey questionnaire from biomass SMEs located in Malaysia. Structural equation modelling (Smart PLS 3.0) was used to test and analyze the data. The findings reveal that knowledge management capability and organizational culture exert a positive influence on organizational innovation capabilities. Similarly, organizational innovation capabilities also found to positively affect organizational performance.

Institutionalization of Business Intelligence for the Decision-Making Iteration

2021 ◽  
pp. 267-287
Author(s):  
Shaheb Ali ◽  
Rafiqul Islam ◽  
Ferdausur Rahman
Keyword(s):  
Decision Making ◽  
Content Analysis ◽  
Information Management ◽  
Business Intelligence ◽  
Qualitative Content Analysis ◽  
Research Area ◽  
The Body ◽  
Research Articles ◽  
Body Of Knowledge ◽  
Management Capability

Business intelligence (BI) institutionalization has become a growing research area within the information systems (IS) discipline because of the decision-making iteration in businesses. Studies on BI application in improving decision support are not new. However, research on BI institutionalization seems sparse. BI institutionalization may positively contribute to a managerial role in using BI application repetitively for the decision-making iteration in businesses. This article aims to carry out an integrative literature review and report consolidated views of the body of knowledge. The study adopted a qualitative content analysis to generate themes about BI routinization in the decision-making iteration. Eighty-eight research articles were selected for the study. However, 57 articles were finally included for review. The findings suggest information management capability as the key necessity for BI application and its alignment with the organizational standard for BI institutionalization.

Identifying Organizational Factors for Successful Business Intelligence Implementation

2021 ◽  
pp. 1258-1276
Author(s):  
Md Shaheb Ali ◽  
Shah J. Miah
Keyword(s):  
Decision Support ◽  
Information Management ◽  
Business Intelligence ◽  
Organizational Context ◽  
Qualitative Content Analysis ◽  
Organizational Factors ◽  
Managerial Decision ◽  
Business Decision ◽  
Management Capability ◽  
Effective Decision Support

Business intelligence (BI) has proliferated due to its growing application for business decision support. Research on organizational factors may offer significant use in BI implementation. However, a limited number of studies focus on organizational factors for revealing adverse impacts on effective decision support. The aim of this theoretical study is to conduct a literature analysis to identify organizational factors relevant to BI implementation. Through a systematic literature review, a qualitative content analysis on 49 relevant sample articles for generating themes inductively is adopted to reveal organizational factors. Findings suggest two contexts: information management that integrates factors such as technological capability and personnel capability and organizational context that integrates factors such as organizational capability, managerial decision, and organizational culture for facilitating embedding information management capability for BI implementation in businesses. It is hoped that these contextual understanding can be useful for further BI implementations.

Institutionalization of Business Intelligence for the Decision-Making Iteration

2019 ◽  
Vol 15 (1) ◽  
pp. 101-118
Author(s):  
Shaheb Ali ◽  
Rafiqul Islam ◽  
Ferdausur Rahman
Keyword(s):  
Decision Making ◽  
Information Management ◽  
Business Intelligence ◽  
Qualitative Content Analysis ◽  
Research Area ◽  
The Body ◽  
Research Articles ◽  
Managerial Role ◽  
Body Of Knowledge ◽  
Management Capability

Business intelligence (BI) institutionalization has become a growing research area within the information systems (IS) discipline because of the decision-making iteration in businesses. Studies on BI application in improving decision support are not new. However, research on BI institutionalization seems sparse. BI institutionalization may positively contribute to a managerial role in using BI application repetitively for the decision-making iteration in businesses. This article aims to carry out an integrative literature review and report consolidated views of the body of knowledge. The study adopted a qualitative content analysis to generate themes about BI routinization in the decision-making iteration. Eighty-eight research articles were selected for the study. However, 57 articles were finally included for review. The findings suggest information management capability as the key necessity for BI application and its alignment with the organizational standard for BI institutionalization.

The mediate effect of learning and knowledge on organizational performance

2007 ◽  
Vol 107 (7) ◽  
pp. 1066-1083 ◽  
Author(s):  
Chin‐Yen Lin ◽  
Tsung‐Hsien Kuo
Keyword(s):  
Organizational Performance ◽  
Structural Equation Model ◽  
Structural Equation ◽  
Design Methodology ◽  
Equation Model ◽  
Content Type ◽  
Four Dimensions ◽  
Management Capability ◽  
Knowledge Management Capability ◽  
Practical Implications

PurposeThis paper seeks to propose a conceptual structural equation model to investigate the relationships among human resource management (HRM), organizational learning (OL), knowledge management capability (KMC) and organizational performance (OP) and to demonstrate the direct and indirect effect of HRM on OP from the perspectives of KMC and OL.Design/methodology/approachAn empirical study is conducted in financial training centers in Taiwan and the collected survey data are used to test the relationships among the four dimensions expressed in the proposed structural equation model.FindingsThe results show that HRM has a direct and significant impact on OL and KMC. HRM influences OP indirectly through OL and KMC. In addition, OL and KMC have direct and significant influences on OP.Research limitations/implicationsOnly data from Taiwan were collected. Therefore, the results may not be easily generalized to other areas or countries, but are useful for managers' reference, especially for those whose circumstances are similar to those in Taiwan.Practical implicationsThe conceptual structural equation model provides useful information for managers to enhance OP through the adoption of appropriate HRM, OL and KMC policies.Originality/valueThe study demonstrates how HRM indirectly impacts OP and illustrates the paths of influence through either OL or KMC.

scholarly journals The Role of Knowledge Management Process and Intellectual Capital as Intermediary Variables between Knowledge Management Infrastructure and Organization Performance

10.28945/4088 ◽  
2018 ◽  
Vol 13 ◽  
pp. 279-309 ◽  
Author(s):  
Shadi Abualoush ◽  
Ra'ed Masa'deh ◽  
Khaled Bataineh ◽  
Ala'aldin Alrowwad
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Industrial Sector ◽  
Future Research ◽  
Organization Performance ◽  
Management Process ◽  
Management Capability ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Aim/Purpose: The objective of this study was to assess the interrelationships among knowledge management infrastructure, knowledge management process, intellectual capital, and organization performance. Background: Although knowledge management capability is extensively used by organizations, reaching their maximum financial and non-financial performances has not been fully researched. Therefore, organizations need to optimize their performance by exploiting knowledge management capability through the accumulation of intellectual capital, where the new competitiveness is shifting from tangible to intangible resources. Methodology: This study adopted a positivist philosophy and deductive approach to accomplish the main goal of this research. Moreover, this research employed a quantitative approach since this study is concerned with causal relationship between variables. A questionnaire-based survey was designed to evaluate the research model using a convenience sample of 134 employees from the food industry sector in Jordan. Surveyed data was examined following the structural equation modeling procedures. Contribution: This study highlighted the potential benefits of applying the knowledge management capabilities, intellectual capital, and organizational performance to the food industrial sector in Jordan. Future research suggestions are also provided. Findings: Results indicated that knowledge management infrastructure had a positive effect on knowledge management process. In addition, knowledge management process impacted positively intellectual capital and organization performance and mediated the relationship between knowledge management infrastructure and intellectual capital. However, knowledge management infrastructure did not positively associate to organization performance. Recommendations for Practitioners: The current model is designed to help managers and decision makers to improve their management capabilities as well as their organization financial and non-financial performance through exploiting the organizational knowledge management infrastructure and intellectual capital approaches. Recommendation for Researchers: Our findings can be used as a base of knowledge to conduct further studies about knowledge management capabilities, intellectual capital, and organization performance following different criteria and research procedures. Impact on Society: The designed model highlights a significant organizational performance approach that can influence Jordanian food industrial sector positively. Future Research: The current designed research model can be applied and assessed further in other sectors including banking and industrial sectors across developed and developing countries. Also, we suggest that in addition to focusing on knowledge management process and intellectual capital as mediating variables, future research could test our findings in a longitudinal study and examine how to affect financial and non-financial performance.

scholarly journals Indonesian Islamic Banking Performance: a Conceptual Framework

ETIKONOMI ◽  
2020 ◽  
Vol 19 (2) ◽  
Author(s):  
Ruspita Rani Pertiwi ◽  
Jann Hidayat Tjakraatmadja ◽  
Hary Febriansyah
Keyword(s):  
Conceptual Framework ◽  
Organizational Performance ◽  
Management Practices ◽  
Organizational Management ◽  
Performance Model ◽  
Islamic Banking ◽  
Financial Variables ◽  
Management Capability ◽  
Innovation Knowledge ◽  
Knowledge Management Capability

This conceptual paper aims to develop an integrated organizational performance model. The analysis will focus on the role of organizational management variables using Indonesian Islamic banking as a case study and features a correlation between how they manage their performance. The model developed in this paper uses a conceptualization phase adapted from Dubin's theory-building method. The conceptualization phase formed through interviews, observations, written expert experiences, and research publications. The finding proposes a conceptual framework that has the potential to boost organization performance by pay attention to how to bring together service innovation, knowledge management capability, and human capital drivers in such a model. The findings provide valuable insights for organizations into non-financial variables' role and the importance of organizational management variables in improving organizational performance, which could help them in (re-) align their management practices and formulating strategies for Indonesian Islamic banking.JEL Classification: L2, L8How to Cite:Pertiwi, R. R. (2020). Indonesian Islamic Banking Performance: A Conceptual Framework. Etikonomi: Jurnal Ekonomi, 19(2), xx – xx. https://doi.org/10.15408/etk.v19i2.16270.

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