Project-Based A/E/C Firms’ Knowledge Management Capability and Market Development Performance: Does Firm Size Matter

2020 ◽  
Vol 146 (11) ◽  
pp. 04020127
Author(s):  
Chau N. Dang ◽  
Ying-Yi Chih ◽  
Long Le-Hoai ◽  
Long D. Nguyen
Keyword(s):  
Knowledge Management ◽  
Firm Size ◽  
Market Development ◽  
Management Capability ◽  
Knowledge Management Capability ◽  
Size Matter

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.

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.

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