scholarly journals The Impact of HRM Capabilities on Innovation Mediated by Knowledge Management Capability

2013 ◽  
Vol 99 ◽  
pp. 784-793 ◽  
Author(s):  
Gönül Kaya Özbağ ◽  
Murat Esen ◽  
Dilek Esen
Keyword(s):  
Knowledge Management ◽  
Management Capability ◽  
Knowledge Management Capability ◽  
The Impact

scholarly journals Knowing Means Existing: Organizational Learning Dimensions and Knowledge Management Capability

2018 ◽  
Vol 9 (1) ◽  
pp. 1-18 ◽  
Author(s):  
Lejla Turulja ◽  
Nijaz Bajgorić
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Structural Equation ◽  
Empirical Support ◽  
Shared Vision ◽  
Equation Modeling ◽  
Underlying Assumption ◽  
Management Capability ◽  
Knowledge Management Capability ◽  
The Impact

AbstractBackground:Many studies have considered knowledge as the most important strategic resource for ensuring firm’s competitiveness. Accordingly, learning is an important concept for firms whether it is individual or organizational learning.Objectives:To provide empirical support to the impact of individual organizational learning dimensions on a firm’s knowledge management.Methods/Approach:The questionnaire survey approach is used for data collection and structural equation modeling for hypotheses testing. Besides, PROCESS procedure is employed to estimate confidence intervals of indirect effects in the model.Results:Organizational learning dimensions are antecedents of knowledge management capability. Shared values and openness influence directly and positively knowledge management capability. However, the same was not found to be the case for managerial commitment and dialogue. On the other hand, the results suggest that managerial commitment and dialog influence knowledge management capability indirectly over shared vision.Conclusions:While there has been an underlying assumption about the role of organizational learning for knowledge management, this study provides evidence on how organizational learning dimensions such as management commitment, shared vision, openness and experimentation, and dialog may be adjusted to facilitate and enhance knowledge management processes.

Impact of knowledge management capability on supply chain management and organizational practices in logistics industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nurhidayah Bahar ◽  
Siti Norida Wahab ◽  
Mahfuzur Rahman
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Organizational Performance ◽  
Logistics Industry ◽  
Chain Management ◽  
Content Type ◽  
Management Capability ◽  
Knowledge Management Capability ◽  
The Impact

Purpose This paper aims to examine the impact of knowledge management capability (KMC) on supply chain management practices (SCMPs), organizational learning (OL) and organizational performance (OP) in the Malaysian logistics industry. Design/methodology/approach The data were gathered using a self-administered questionnaire from the management team in the logistics companies. A total of 412 questionnaires were collected out of which 183 responses were included in the data analysis. This represents a response rate of 44.4%. The respondents were those with managerial and/or supervisory experience where their job title or functions included Managers, Head of the Department, Owners, Chief Executive Officer, Senior Executive Officer and at the very least, Assistant Manager or Supervisors. To investigate the correlations between all the elements (e.g. KMC, OL, SCMPs and OP), this study used different analysis techniques including correlation analysis, reliability and validity test, as well as a structural model. Findings The results indicated that KMC is strongly correlated and has a positive impact on SCMPs in addition to being positively correlated to OL and OP. Also, OL is positively related to OP and SCMPs. Research limitations/implications The findings of this research contribute to the growing body of literature linking KMC with SCMPs, OL and OP. Practical implications The findings provide insight on the importance of knowledge management and OL toward improving SCMPs within organizations. Therefore, the findings are useful for shedding light upon formulating strategies for SCMPs among the decision-makers that will ultimately enhance the overall OP. Originality/value This study meaningfully contributes to enhancing the understanding of the state of affairs of the impact of management capability on SCMPs, OL and OP in the logistics industry. Practitioners may formulate strategies to further improve the study presented here for a better implementation of knowledge management and SCMPs within their organizations.

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.

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