Knowledge management processes and sustainable competitive advantage: An empirical examination in private universities

2019 ◽  
Vol 94 ◽  
pp. 320-334 ◽  
Author(s):  
Omar Rabeea Mahdi ◽  
Islam A. Nassar ◽  
Mahmoud Khalid Almsafir
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Private Universities ◽  
Sustainable Competitive Advantage ◽  
Empirical Examination ◽  
Management Processes ◽  
Knowledge Management Processes

scholarly journals The Business Model of Sustainable Competitive Advantage through Strategic Leadership Capabilities and Knowledge Management Processes to Overcome COVID-19 Pandemic

2021 ◽  
Vol 13 (17) ◽  
pp. 9891
Author(s):  
Omar Rabeea Mahdi ◽  
Islam A. Nassar
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Service Industry ◽  
Practical Implication ◽  
Theoretical Framework ◽  
Strategic Leadership ◽  
Sustainable Competitive Advantage ◽  
Public And Private ◽  
Management Processes ◽  
Knowledge Management Processes

In recent decades, particularly during the outbreak of COVID-19, businesses organizations have focused on knowledge management processes in order to attain a sustainable competitive advantage by creating human and social capital as strategic leadership capabilities. This paper aims to develop an integrated conceptual and theoretical framework that connects strategic leadership capabilities, knowledge management processes, and sustainable competitive advantage for the public and private organizations within the service industry. The model approach has been used to build a theoretical framework that predicts the relationships between the variables. To support the link between them, a systematic literature review of traditional and contemporary theoretical and empirical research studies is conducted. Through the combination of the related literature, propositions are established. This conceptual research is primarily comprised of a model and assertions concerning strategic leadership capabilities, knowledge management processes, and sustainable competitive advantage. The outcomes of this study reflect that strategic leadership capabilities can accomplish sustainable competitive advantage. They also have the greatest potential to impact sustainable competitive advantage via engaging the knowledge management processes. Particularly, there are significant implications of this study. Regarding the theoretical implication, it contributes to the resource-based view, knowledge-based view, and knowledge creation theory in supporting strategic leadership capabilities, knowledge management processes, and sustainable competitive advantage. To the practical implication, the study linked the concepts of research variables for public and private enterprises within the service industry. It can also enable strategic leaders and businesses owners to participate in real-time opportunities and determine threats for achieving a sustainable competitive advantage in light of the COVID-19 pandemic. This is a preliminary study of the sustainable competitive advantage literature that includes the concept of strategic leadership as a knowledge management processes enabler for achieving a sustainable competitive advantage. Until now, there has not been any work like it in the literature, save in the qualitative style.

scholarly journals Knowledge Management and E-Learning Effectiveness: Empirical Evidence from Jordanian Higher Education Institutions

2020 ◽  
Vol 15 (05) ◽  
pp. 50
Author(s):  
Mohamad Noor Salih Al-Jedaiah
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Private Universities ◽  
Learning System ◽  
The North ◽  
Management Processes ◽  
Management Procedures ◽  
Supportive Culture ◽  
E Learning ◽  
Knowledge Management Processes

In order to maximize the true advantage of e-learning, many higher education organizations have invested strongly in knowledge management. Yet the effect on the efficiency of e-learning of these investments remains ambiguous. The purpose of the research was therefore to determine the influence of knowledge management processes on the efficiency of e-learning in northern Jordanian private universities. The findings showed that knowledge management procedures have considerably impaired the capacity to meet the goals, excellence and quality of schooling using 101 answers by faculty members in four private colleges in the north area of Jordan. This suggests that procedures in knowledge management affect private universities ' ability to attain e-learning efficiency. In view of this research, universities should deliver the technologies they need for efficient management of their knowledge management processes and e-learning system. Universities are also to generate and share knowledge with others in a stimulating, promoting, and supportive culture.

Assessing Knowledge Management Processes and Competitive Advantage in Local Authorities using Knowledge Management Assessment Instrument (KMAI)

2014 ◽  
pp. 294-314
Author(s):  
Abu Hassan Abu Bakar ◽  
Wiwied Virgiyanti ◽  
Muhammad Asim Tufail ◽  
Mohamad Nizam Yusof
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Peninsular Malaysia ◽  
Local Authorities ◽  
The Public ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Knowledge Management Processes

For academics and professionals, knowledge management has been widely known as a core agenda and has been recognized as one of the most important sources of competitive advantage. Managing knowledge to achieve organizational performance is not only crucial for private sector institutions, but it is significant for the public sector institutions as well. Since the study of knowledge management in the public sector is still in its infancy, this study is aimed at investigating the relationship between knowledge management processes and competitive advantages in local authorities in Malaysia to raise the awareness of the importance of managing organizational knowledge, particularly in the public sector. For this study, the data was collected from selected Heads of Departments in 42 institutions of local authorities in Peninsular Malaysia and yielded 82 usable responses. The analysis suggests that all six knowledge management processes (knowledge creation, capture, organization, storage, dissemination, and application) have a strong relationship with competitive advantage. This study is expected to raise awareness and provide initial guidelines to local authorities as knowledge-intensive institutions to formulate strategies on how to manage the knowledge management processes within the organization.

scholarly journals The Degree of Applying Knowledge Management Processes from the Perspective of Faculty Members at Colleges of Educational Sciences in Private Jordanian Universities in the Capital Governorate

2021 ◽  
Vol 14 (49) ◽  
Author(s):  
Dr. Monther Qasem Shboul
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Private Universities ◽  
Faculty Members ◽  
Knowledge Generation ◽  
Academic Rank ◽  
Knowledge Application ◽  
Management Processes ◽  
Educational Sciences ◽  
Knowledge Management Processes

The study aimed to identify the degree of applying processes of knowledge management at colleges of educational sciences in private Jordanian universities in the Capital Governorate from the perspective of faculty members, and the effect of gender, academic rank and experience variables on the degree of application. To achieve this, the analytical descriptive survey method was used, and a questionnaire was developed and included (25) items, covering three dimensions: knowledge generation, knowledge storage, knowledge transfer, and knowledge application. The questionnaire was distributed to as ample of (77) faculty members in the college of educational sciences in private universities in the capital governorate (Al-Zaytouna, the Middle East, Al-Isra and Petra) during the academic year 2018/2019. The results showed that the degree of application of knowledge management processes by colleges in the field of knowledge generation and knowledge transfer were medium (2.07) and (1.91), while the degree of application in the two fields of knowledge application and knowledge generation was low with means of (1.64) and (1.40). Results also showed that there were no statistically significant differences at (α<0.05) on all domains of knowledge management attributed to the variable of sex. There were statistically significant differences at (α<05.0) for the domains of knowledge management processes, all attributable to the variable of academic rank. However, there were no statistically significant differences at (α<05.0) in the degree of applying knowledge management processes among faculty members attributed to the variable of experience in all majors. It can be concluded that the degree of applying knowledge management processes at Colleges of Educational Sciences in private Jordanian universities in the Capital Governorate varied between medium and low. Therefore, the study recommended that knowledge management processes be adopted by Jordanian private universities in the Capital Governorate.

An Empirical Examination of Knowledge Management Processes and Market Orientation, Innovation Capability, and Organisational Performance: Insights from Jordan

2017 ◽  
Vol 16 (01) ◽  
pp. 1750002 ◽  
Author(s):  
Mahmoud M. Migdadi ◽  
Mohammed K. Abu Zaid ◽  
Mohammed Yousif ◽  
Ra’d Almestarihi ◽  
Khalil Al-Hyari
Keyword(s):  
Knowledge Management ◽  
Market Orientation ◽  
Structural Equation ◽  
Manufacturing Industry ◽  
Innovation Capability ◽  
Organisational Performance ◽  
Empirical Examination ◽  
Management Processes ◽  
The Impact ◽  
Knowledge Management Processes

There are many studies discussing how knowledge management and market orientation (MO) are positively related to innovation, but an examination of the impact of the knowledge management processes (KMP) — as we conceptualize the four in this study — and MO on the innovation capability of organisations which in turn impact organisational performance has never been done. Hence, this study formulates a comprehensive conceptual framework which encompasses KMP (knowledge creation, intra-organisational knowledge sharing and application, external knowledge acquisition, and knowledge storage and documentation), MO (customer orientation, competitor orientation and inter-functional coordination), innovation capability (product, process, marketing and organisational innovation), and organisational performance (product quality, operational performance and financial performance). Then empirically test the relationships among the study models with the focus on the mediating role of innovation capability. The design of the study is based on a survey of 210 Jordanian manufacturing and service organisations. The sample of this study encompasses the mid-level managers of the organisations. About 440 self-administered questionnaires were distributed among the respondents. Confirmatory factor analysis is undertaken to assess statistically the validity of the study measures. Then the structural equation modelling (SEM) path analysis is used to assess the structural relationship of KMP, MO with innovation capability, and organisational performance. The results of the study reveal that engagement in KMP and MO can lead to better innovation capability in the organisations which in turn can lead to better organisational performance. The results we observe concerning this sample of companies may not be applicable to a greater population of companies from other countries with a different technological base or to specific subsectors of the manufacturing industry (e.g. the food industry). Moreover, the study represents only snapshots since it utilized self-administered questionnaires which also have no qualitative data. For the practicing managers intending to increase the rate of innovation in their firms, this means that KMP and MO are important activities to master. Additionally, managers should put additional emphasis on innovation as it is an important element for achieving improved overall firm’s performance and sustainable competitive power.

scholarly journals The impact of knowledge management on performance at work and the extent to which competitive advantage is achieved – General Directorate of Education, North Alsharqia Governorate, Sultanate of Oman as an Example –: أثر إدارة المعرفة على الأداء في العمل ومدى تحقيق الميزة التنافسية – المديرية العامة للتربية والتعليم بمحافظة شمال الشرقية بسلطنة عمان نموذجا –

2021 ◽  
Vol 5 (3) ◽  
Author(s):  
Ali Saif Saud Alyaarubi
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Institutional Performance ◽  
Sultanate Of Oman ◽  
Eastern Province ◽  
The North ◽  
Management Processes ◽  
North Eastern ◽  
The Impact ◽  
Knowledge Management Processes

This study seeks to determine the impact of knowledge management on performance at work and the extent of achieving competitive advantage In the north-eastern region of the Sultanate of Oman, this requires: Determining what is the reality of knowledge management, how well the administrative staff realizes the concept of knowledge management, what is the role of knowledge management in improving the performance of internal operations and what are the proposals to develop institutional performance in the Directorate of Education in the North Eastern Province in the light of knowledge management processes? The researcher used the descriptive method and reached many results, most notably: • The degree of impact of the reality of knowledge management came in a medium degree, while the degree of influence of the administrative staff’s awareness of the concept of knowledge management is high. The impact of knowledge management operations currently practiced in the Directorate of Education in North Eastern Province in terms of diagnosis, setting goals for generation, storage, publishing, application) came to an intermediate degree, where knowledge and information are stored electronically for easy retrieval, with the need to pay more attention that the leadership work to reward employees according to their contributions in spreading knowledge. • There are statistically significant differences between the averages of the responses of the study individuals on knowledge management processes and their relationship to the distinction of institutional performance according to the variable of the academic qualification in the field of the level of excellence in institutional performance, where the level of significance was less than (0.05) and came in favor of the lowest category of diploma in the scientific qualification, This may be due to the lack of experience of this group to know the reality of the problem and its dimensions and deal with it less than other groups. The study recommends the following: 1) Establishing a support team for the Quality Department representing the various departments in order to work on spreading the concept of knowledge management and organizing its operations. 2) Work to include knowledge management within the strategic plans of the departments. 3) Work to create a supportive culture to produce, share and invest knowledge. 4) Adopting knowledge management as a standard for evaluating the performance of employees and departments.

Assessing Knowledge Management Processes and Competitive Advantage in Local Authorities using Knowledge Management Assessment Instrument (KMAI)

2015 ◽  
pp. 492-511
Author(s):  
Abu Hassan Abu Bakar ◽  
Wiwied Virgiyanti ◽  
Muhammad Asim Tufail ◽  
Mohamad Nizam Yusof
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Peninsular Malaysia ◽  
Local Authorities ◽  
The Public ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Knowledge Management Processes

For academics and professionals, knowledge management has been widely known as a core agenda and has been recognized as one of the most important sources of competitive advantage. Managing knowledge to achieve organizational performance is not only crucial for private sector institutions, but it is significant for the public sector institutions as well. Since the study of knowledge management in the public sector is still in its infancy, this study is aimed at investigating the relationship between knowledge management processes and competitive advantages in local authorities in Malaysia to raise the awareness of the importance of managing organizational knowledge, particularly in the public sector. For this study, the data was collected from selected Heads of Departments in 42 institutions of local authorities in Peninsular Malaysia and yielded 82 usable responses. The analysis suggests that all six knowledge management processes (knowledge creation, capture, organization, storage, dissemination, and application) have a strong relationship with competitive advantage. This study is expected to raise awareness and provide initial guidelines to local authorities as knowledge-intensive institutions to formulate strategies on how to manage the knowledge management processes within the organization.

scholarly journals Knowledge Management Processes and Their Impact on Organizational Performance, the Adoption Balanced Scorecard: The Moderating Role of Quality Assurance Standards—An Applied Study on Private Jordanian Universities

2016 ◽  
Vol 11 (6) ◽  
pp. 70 ◽  
Author(s):  
Mohammad Abdulsalam M. S. Al-Hayaly ◽  
Fayez Jomah S. Alnajjar
Keyword(s):  
Quality Assurance ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Private Universities ◽  
Primary Data ◽  
Coefficient Of Determination ◽  
Management Processes ◽  
Quality Assurance Standards ◽  
The Impact ◽  
Knowledge Management Processes

<p>The study aims to identify the knowledge management processes and their impact on the organizational performance in the Jordanian private universities, the impact of knowledge management on organizational performance was tested next. Finally, the quality assurance standard as a moderating variable was studied.</p><p>The study was conducted on Jordanian private universities with a stratified proportionate random sample consisted of (334) faculty members. Questionnaires were distributed to the sample to collect the primary data needed to achieve the study goals.</p><p>The results of testing hypothesis showed significant impact of knowledge management processes on the organizational performance, and showed significant impact of the quality assurance standards on improving the impact of knowledge management on the organizational performance, where the coefficient of determination increased from (72.7%) to (81.2%) when studying the impact of combined knowledge management processes on the organizational performance.</p><p><strong>The study recommended the followings</strong>:</p><p>-Universities should seek to establish a formal specialize department to test creative ideas, and then create working groups within universities, and create an incentive system for creative achievements, in order to support the process of knowledge discovery.</p><p>-Universities should strive to acquire, develop, and distribute knowledge through the help of international expertise to encourage academic activities that increase the level of knowledge sharing.</p><p>-Universities should follow the scientific and practical quality assurance standards because they represent leading indicators of success toward outstanding performance.</p>

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