scholarly journals Relational study of wise (phronetic) leadership, knowledge management capability, and innovation performance

2019 ◽  
Vol 24 (4) ◽  
pp. 310-317 ◽  
Author(s):  
Weixu Ding ◽  
Eugene Choi ◽  
Atsushi Aoyama
Keyword(s):  
Knowledge Management ◽  
Innovation Performance ◽  
Management Capability ◽  
Knowledge Management Capability

scholarly journals MENINGKATKAN INNOVATION PERFORMANCE : MELALUI ABSORPTIVE CAPACITY, KNOWLEDGE MANAGEMENT CAPABILITY, DAN GENERATIONAL DIVERSITY

2020 ◽  
Vol 21 (1) ◽  
pp. 58
Author(s):  
Ayu Laila Afifah ◽  
Budhi Cahyono
Keyword(s):  
Knowledge Management ◽  
Absorptive Capacity ◽  
Partial Least Square ◽  
Innovation Performance ◽  
Least Square ◽  
Primary Data ◽  
Generational Diversity ◽  
Management Capability ◽  
Knowledge Management Capability

This study aims to analyze the capacity of family micro, small and medium enterprises (MSMEs) to absorb and manage relevant information from their immediate environment, and incorporate it into their innovative activities. This research also seeks to improve our understanding of the role of diversity in the generation of corporate management. This research was conducted on 126 family MSME owners in Central Java Province who are respondents with criteria that have been operating for 2 years or more and are managed by family members. The type of data in this study was obtained from primary data. Primary data obtained directly from the main source by filling out questionnaires in the form of online (google form) distributed through MSME communities and offline (print out sheets) by visiting the location of MSME families. Data analysis method used in this study is Partial Least Square (PLS) with the help of SmartPLS 3.0 software. The results showed that there was a significant positive effect on absorptive capacity on innovation performance and knowledge management capability in family MSMEs, while the role of generational diversity (multi-generation) did not have a moderating effect in strengthening the relationship between absorptive capacity and innovation performance.

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.

Understanding the Composition of Knowledge Management Capability

2010 ◽  
pp. 68-87 ◽  
Author(s):  
Ronald Freeze ◽  
Uday Kulkarni
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Knowledge Assets ◽  
Knowledge Resources ◽  
Management Capability ◽  
Organizational Resource ◽  
Knowledge Lifecycle ◽  
Knowledge Management Capability ◽  
Common Understanding ◽  
Practice Literature

Knowledge assets are an important organizational resource. Both research and practice literature has recognized that, if managed properly, knowledge resources have the potential to contribute to a firm’s performance. Yet, the way in which organizations build knowledge management (KM) capability is relatively poorly understood. The diversity of knowledge assets existing within organizations makes it difficult to have a common understanding of how to utilize the knowledge resource most effectively. Drawing from both Resource Based View and Organizational Learning literature, the authors present a Knowledge Management (KM) framework that describes distinctly different types of knowledge assets within organizations. KM traditionally encompasses a range of activities associated with the knowledge lifecycle, including creation and capture of knowledge, transfer or sharing of this knowledge, and its application and reuse in organizations. While explicating the characteristics of the different knowledge assets, our KM framework describes the unique activities required to manage these assets. Using this framework, organizations can evaluate their knowledge needs and selectively invest in knowledge resources, focusing on the activities required to manage them effectively. The authors believe that this framework will allow organizations to build optimal KM capabilities dictated by their business needs and goals, and in alignment with their overall business strategy.

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