Knowledge management capability and organizational memory: a study of public sector agencies

2019 ◽  
Vol 32 (6) ◽  
pp. 671-687
Author(s):  
Henry Adobor ◽  
Enyonam Kudonoo ◽  
Alireza Daneshfar
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Public Institutions ◽  
Organizational Memory ◽  
Public Agencies ◽  
Cross Sectional ◽  
Content Type ◽  
Management Capability ◽  
Knowledge Management Capability ◽  
Rule Out

Purpose The purpose of this paper is to explore organizational memory (OM) in three public agencies in a developing country context. Research suggests that knowledge management (KM) can build a nation’s intellectual capital and improve the effectiveness of public sector management. Therefore, how knowledge is preserved is important. Design/methodology/approach The study targeted three large public institutions in Ghana. The study used a survey of 756 individuals in managerial and operational level positions in institutions to test the hypotheses in the study. Findings The findings confirm that knowledge management capability (KMC) has a positive and significant impact on OM. Knowledge acquisition and retention capabilities, in particular, are critical variables in building OM. Research limitations/implications The research relied on self-reports and so one cannot completely rule out social desirability and consistency biases. Using cross-sectional data also makes it difficult to make inferences about the causality. Practical implications Public agencies desirous of building their OM will need to build critical KMC and infrastructure. Originality/value This paper links KMC to OM in public institutions in an emerging country context.

Forgetting corruption: unlearning the knowledge of corruption in the Indonesian public sector

2018 ◽  
Vol 25 (1) ◽  
pp. 28-56 ◽  
Author(s):  
Hendi Yogi Prabowo ◽  
Jaka Sriyana ◽  
Muhammad Syamsudin
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Behavioral Problems ◽  
Good Governance ◽  
Public Institutions ◽  
Multiple Perspectives ◽  
Content Type ◽  
Knowledge Conversion ◽  
Eradication Strategy ◽  
Over Time

Purpose Based on the authors’ study, the main purpose of this paper is to ascertain a systematic long-term solution for the corruption problem in the Indonesian public sector from the knowledge management perspective. To achieve its objectives, this paper applies multiple perspectives and theories of corruption and knowledge management on the corruption problem in Indonesia. Design/methodology/approach This paper is based on the authors’ study to assess the corruption problem in the Indonesian public sector in the past decade through the examination of reports from various institutions and other relevant documents to highlight various behavioral issues in knowledge management in the Indonesian public sector and how they relate to corruption. Findings The authors establish that a major factor behind corruption’s ability to regenerate over time in the Indonesian public sector is the fact that it has become part of knowledge conversion in Indonesian public institutions for so long that removing it would be a very challenging task. To remove corruption from Indonesian public institutions is to remove it from the existing knowledge conversion spiral within these institutions by means of organizational unlearning and re-learning. The primary focus of the unlearning and re-learning process should be to eliminate the knowledge of corruption, in both tacit and explicit forms, and replace it with the knowledge of good governance, accountability and integrity. Through systematic organizational unlearning and re-learning along with other more repressive measures, the risk of corruption in public institutions in Indonesia will gradually diminish over time. Research limitations/implications This study is relying on documentary analysis to highlight the trend in behavioral problems in relation to knowledge conversion in the Indonesian public sector. Future studies should incorporate interviews with corruption offenders and local leaders to gain a more accurate view of how knowledge conversion plays its role in the growth and regeneration of corruption in the Indonesian public sector. Practical implications This paper contributes to the development of corruption eradication strategy by proposing a framework for systematically removing corruption knowledge from an organization. With this, framework resources can be allocated more effectively and efficiently to achieve the objectives of corruption prevention. Originality/value This paper highlights the importance of behavior-oriented approaches in mitigating corruption in the Indonesian public sector.

scholarly journals User participation, knowledge management capability and service innovation: e-commerce enterprises in the digital age

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiaohua Xin ◽  
Xiaoming Miao ◽  
Qian Chen ◽  
Tiantian Shang
Keyword(s):  
Knowledge Management ◽  
Service Innovation ◽  
Digital Age ◽  
User Participation ◽  
Content Type ◽  
Positive Effects ◽  
Management Capability ◽  
Knowledge Management Capability ◽  
The Relationship

PurposeDespite the fact that user participation (UP) has been highlighted as an important aspect in innovation, previous findings on its relationship with service innovation performance (SIP) are inconsistent. This study aims to investigate the relationships among UP, knowledge management capability (KMC) and SIP, especially in the digital age, inspired by the theories of knowledge-based and absorptive capacity.Design/methodology/approachBased on a sample of 252 Chinese e-commerce enterprises, this study adopts a hierarchical regression analysis and bootstrap method to test the theoretical framework and research hypotheses.FindingsUP and KMC have positive effects on SIP, respectively. KMC plays a mediating role in the effect of UP on SIP. Furthermore, the intermediary role of KMC varies in different sub-paths between UP and SIP.Originality/valueFirst, this study provides some explanations for inconsistent arguments on the relationship between UP and service innovation. Second, with the consideration of specific dimensions of UP and SIP, the mediation role of KMC varies in different sub-paths has been recognized, which provides a deeper understanding of the relationship between UP and SIP. Third, this study opens the discussion about how to realize SIP more effectively in the digital age, advancing theoretical and practical developments on service innovation.

Fostering exploitative and exploratory innovation through HRM practices and knowledge management capability: the moderating effect of knowledge-centered culture

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hui Lei ◽  
Mathida Khamkhoutlavong ◽  
Phong Ba Le
Keyword(s):  
Knowledge Management ◽  
Innovation Capability ◽  
Chinese Firms ◽  
Content Type ◽  
Hrm Practices ◽  
Management Capability ◽  
Knowledge Management Capability ◽  
The Relationship ◽  
Exploratory Innovation

Purpose Given the important role of knowledge resource for organizational innovation, the purpose of this study is to examine the mediating mechanism of knowledge management capability (KMC) and the moderating role of knowledge-centered culture (KCC) in the relationship between human resource management (HRM) and firms’ innovation capabilities. Design/methodology/approach Analysis of moment structures and structural equation modeling are applied to examine the correlation among the constructs based on the survey data collected from 135 manufacturing firms. Findings The empirical findings reveal that KMC positively mediates the relationship between HRM practices and innovation capability. Especially, KCC of organization significantly fosters the impacts of HRM practices on KMC and aspects of innovation capability, namely, exploitative and exploratory innovation. Practical implications Chinese firms should invest in HRM practices and KMC to improve their innovation capabilities. In addition, developing KCC is suitable for Chinese firms to foster the effects of HRM practice on innovation capability. Originality/value By investigating the different moderated-mediation mechanisms, the paper has significantly contributed to advancing the body of knowledge of innovation theory and providing deeper insights on the correlation between HRM practices and firm’s capability for ambidextrous innovations.

The effect of knowledge management capability and customer knowledge gaps on corporate performance

2016 ◽  
Vol 29 (1) ◽  
pp. 51-71 ◽  
Author(s):  
Shu-Mei Tseng
Keyword(s):  
Knowledge Management ◽  
Sampling Method ◽  
Corporate Performance ◽  
Partial Least Square ◽  
Survey Method ◽  
Knowledge Gaps ◽  
Customer Knowledge ◽  
Content Type ◽  
Management Capability ◽  
Knowledge Management Capability

Purpose – The purpose of this paper is to explore the influence of knowledge management capability (KMC) and customer knowledge gaps (CKG) on corporate performance, as well as proposing concrete suggestions for filling CKG and enhancing corporate performance. Design/methodology/approach – In order to explore on KMC, CKG, and corporate performance, the questionnaire and partial least square (PLS) techniques were used. Findings – The results showed that KMC is the major factor for enhancing corporate performance, and suggested CKG to be a significant intervening factor between KMC and corporate performance. Research limitations/implications – This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings. Practical implications – Firms should apply their KMC to gather knowledge for, from and about customers to decrease CKG and enhance their relationship with customers as well as improve corporate performance. Originality/value – Developing a method by which to apply KMC in order to bridge CKG and to enhance corporate performance has become a significant issue. However, a holistic picture among KMC, CKG, and corporate performance has yet to emerge. This study thus applies a questionnaire survey method to explore the influence of KMC and CKG on corporate performance. Based on the results, specific recommendations are provided for enterprises planning to enhance their corporate performance in the future.

Embracing knowledge management capability at a strategic innovation level

2020 ◽  
Vol 36 (11) ◽  
pp. 33-35
Keyword(s):  
Knowledge Management ◽  
Innovation Strategy ◽  
Content Type ◽  
Strategic Innovation ◽  
Innovation Culture ◽  
Management Capability ◽  
Pertinent Information ◽  
Knowledge Management Capability ◽  
Positive Effect ◽  
And Training

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper analyzes the factors that impact the knowledge management capability (KMC) of SMEs. The results from Malaysian firms reveal that selection policies, incentives and training development polices, and formal structures all positively enhance KMC. Unexpectedly, however, an innovation culture did not enhance KMC, perhaps because the SMEs were not developing this strategically. Through optimal collaboration, managers are advised to build as much KMC into their teams as possible, since KMC was shown to have a material positive effect on innovation strategy. In turn, embracing environmental dynamism also bolsters this KMC-innovation strategy connection. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.

Knowledge management capability, environmental dynamism and innovation strategy in Malaysian firms

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Seyedeh Khadijeh Taghizadeh ◽  
Artan Karini ◽  
Gunalan Nadarajah ◽  
Davoud Nikbin
Keyword(s):  
Knowledge Management ◽  
Critical Role ◽  
Formal Structure ◽  
Innovation Strategy ◽  
Equation Modeling ◽  
Environmental Dynamism ◽  
Content Type ◽  
Management Capability ◽  
Organizational Antecedents ◽  
Knowledge Management Capability

PurposeThe objectives of this study is first to assess the effect of organizational antecedents on knowledge management capability and its effect on innovation strategy through the moderating effect of environmental dynamism.Design/methodology/approachThe data were collected from SMEs in central region of Malaysia through a cross-sectional survey of 202 owners and analyzed through structural equation modeling using SmartPLS software.FindingsThe results show that while formal structure, selection policies, incentives and training and development policies have positive affect on knowledge management capability, there is no effect of innovation culture on knowledge management capability. Knowledge management capability has a positive and significant effect on innovation strategy. Interestingly, the findings show that environmental dynamism strengthens the positive effect of knowledge management capability on innovation strategy.Practical implicationsThe findings of this study emphasize on the potential of collaboration among people for creating effective knowledge sharing in organizations and modalities in order to successfully design a collaborative knowledge-based work environment.Originality/valueThe model links organizational antecedents with knowledge management capability and the critical role of knowledge management capability on innovation strategy of SMEs considering environmental dynamism.

Turning responsible purchasing and supply into supply chain responsiveness

2019 ◽  
Vol 119 (9) ◽  
pp. 1988-2005
Author(s):  
Jie Yang ◽  
Hongming Xie ◽  
Guangsheng Yu ◽  
Mingyu Liu
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Process Efficiency ◽  
Innovation Capability ◽  
Quality Performance ◽  
Customer Knowledge ◽  
Content Type ◽  
Customer Knowledge Management ◽  
Management Capability ◽  
Knowledge Management Capability

Purpose The purpose of this paper is to investigate whether responsible purchasing (relational commitment and supplier evaluation) and responsible supply (supplier firm information sharing and supplier performance) affect the two factors of supply chain responsiveness including process efficiency and customer knowledge management capability, which, in turn, affect other three factors of supply chain responsiveness, such as dyadic quality performance, innovation capability and buyer‒supplier relationship improvement. Design/methodology/approach This study used questionnaire survey and statistical analytical methods. Employing path analysis, this study tested hypothesized relationships using data collected from manufacturers. Findings The findings of this study support the theorized links. Responsible purchasing and supply enhance supply chain responsiveness, which is reflected through process efficiency, customer knowledge management capability, dyadic quality performance, innovation capability and buyer‒supplier relationship improvement. Originality/value Grounded in the goal interdependence theory, this study investigates the effects of responsible purchasing and supply on supply chain responsiveness in the context of Chinese manufacturers. This study offers managerial implications and theoretical contribution.

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