Enablers and processes for effective knowledge management

2014 ◽  
Vol 114 (5) ◽  
pp. 734-754 ◽  
Author(s):  
Chin-Fu Ho ◽  
Pei-Hsuan Hsieh ◽  
Wei-Hsi Hung
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Job Performance ◽  
Organizational Structure ◽  
Positive Impact ◽  
Individual Performance ◽  
Integrated Model ◽  
Equation Modeling ◽  
Content Type ◽  
The Impact

Purpose – The purpose of this paper is to attempt to assist firms in applying knowledge management (KM) through developing an integrated model which considers knowledge enablers, knowledge circulation processes (KCP), and job performance. Design/methodology/approach – This study utilizes a questionnaire technique to validate the proposed integrated model. Structural equation modeling also validated the model. Findings – All dimensions in the construct of organizational culture positively impact KCP. However, the formalized organizational structure appears to have a positive impact on KCP, while the autonomous organizational structure did not. This study also finds that KCP has a positive impact on both task outcomes and contextual job performance. Research limitations/implications – The integrated model, which served to examine the impact of KM enablers on KCP, from the standpoints of organizational culture and organizational structure, along with the impact of KCP on job performance, has improved understanding of the relationships among KM enablers, KCP, and job performance. Practical implications – Firms should carefully consider methods for adjusting internal structural designs or institute various mechanisms to promote the use of KM to maintain the organization's long-term competitive advantage. Originality/value – The model contributes to firms’ understanding the influence of knowledge enablers on KCP, and provides a KM performance index for assessment of individual performance. Research results can provide enterprises with guidance for implementing initiatives for KM initiatives.

Ethical leadership, emotional leadership, and quitting intentions in public organizations

2020 ◽  
Vol 41 (2) ◽  
pp. 257-279 ◽  
Author(s):  
Mohammed Laid Ouakouak ◽  
Michel Georges Zaitouni ◽  
Bindu Arya
Keyword(s):  
Job Performance ◽  
Structural Equation ◽  
Positive Impact ◽  
Employee Motivation ◽  
Individual Performance ◽  
Equation Modeling ◽  
Content Type ◽  
Negative Effect ◽  
The Impact ◽  
Practical Implications

PurposeMotivation constitutes a central topic for business management, because of its critical impact on job performance. Therefore, understanding whether and how the style of leadership adopted by leaders in organizations promotes and maintains employee motivation is of great interest to both scholars and practitioners. Drawing on self-determination theory, this study investigates how ethical and emotional styles of leadership influence employee motivation and thus job performance.Design/methodology/approachAn empirical study was conducted in the public sector in Kuwait. About 607 employees participated in this study. Structural equation modeling techniques were used for testing the causal relationships between constructs.FindingsResults of our study indicate that both ethical and emotional leaderships enhance employee motivation. Furthermore, employee motivation has a positive impact on job performance. The results also show that job performance exerts a negative effect on quitting intentions. Finally, interest in the private sector moderates the job performance–quitting intentions relationship.Practical implicationsThese findings provide theoretical contributions to the extant literature, as well as important practical implications for managers.Originality/valueThis study demonstrates the role of both ethical and emotional leaderships in shaping employee behaviors. To the best of our knowledge, this research is among the few that provides initial evidence regarding quitting intentions as an outcome of the impact of ethical and emotional leaderships on employee motivation and individual performance in Kuwait.

Association between mass collaboration and knowledge management: a case ofJordan companies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hosam Alden Riyadh ◽  
Laith T. Khrais ◽  
Salsabila Aisyah Alfaiza ◽  
Abdulsatar Abduljabbar Sultan
Keyword(s):  
Knowledge Management ◽  
Organizational Structure ◽  
Structural Equation ◽  
Manufacturing Sector ◽  
Equation Modeling ◽  
Content Type ◽  
Mass Collaboration ◽  
Organization Level ◽  
Learning Techniques ◽  
The Impact

Purpose The key purpose of this research paper was to identify the association between mass collaboration and knowledge management in the context of Jordanian companies. Apart from that, this study also aims to examine the moderating effect of trust and leadership on the association between mass collaboration and knowledge management. Design/methodology/approach In this study, the researcher has followed theprimary quantitative method. For data collection, the researcher has conducted a survey questionnaire, whereas the sample was based on 323 participants from the manufacturing sector of Jordan specifically for data analysis; the technique of structural equation modeling was implemented. Findings All the independent variables, including organizational structure, adoptedtechnologies in mass collaboration and collaborative learning techniques, have a significantimpact on knowledge management and leadership. Moreover, leadership was also found to be significantly moderating the association between adopted technologies in mass collaboration and knowledge management. Similarly, trust also significantly moderates the association of organizational structure and adopted technologies in mass collaboration significantly with knowledge management. Research limitations/implications All study respondents were from Jordan, which might limit the generalizability of the findings. The researchers also invited for more researchers in the incorporation of the time sequence in the proposed causal relations and in the organization level through which mass collaboration and knowledge management. Originality/value This study promises to make a valuable contribution to the existing literature, as there was a lack of evidence in the previous studies regarding the impact of mass collaboration on knowledge management within the context of Jordan.

Organizational culture and knowledge management processes: case study in a public university

2019 ◽  
Vol 49 (1) ◽  
pp. 35-53 ◽  
Author(s):  
Iman M. Adeinat ◽  
Fatheia H. Abdulfatah
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Public University ◽  
Equation Modeling ◽  
Management Process ◽  
Content Type ◽  
Management Processes ◽  
The Impact ◽  
Knowledge Management Processes

Purpose The purpose of this paper is to examine knowledge management interrelationships in higher education institutions and to assess the impact of the university’s culture on knowledge management processes: creation, dissemination, exchange and application. Design/methodology/approach The proposed model establishes the relationships between organizational culture (OC) and knowledge management processes in a single framework. The study used the organizational culture assessment instrument to determine the culture type and used structural equation modeling to assess the underlying relationships between knowledge management process and OC. Findings The results of the factor analysis used in this study suggest that adhocracy organizational culture, in which an organization is characterized by emphasis on individual initiative and employee empowerment, may not necessarily affect all knowledge management processes equally. In particular, an organization’s culture principally influences the knowledge creation process, followed by knowledge exchange, in a public university setting. Originality/value The study provides a comprehensive outlook on the effect of adhocracy culture in higher education on the knowledge management process through the lens of one cultural context. In addition, this is the first study that explores the OC effect on knowledge management process in a Saudi public university.

scholarly journals Linkage between dynamics capability and knowledge management factors

2017 ◽  
Vol 55 (10) ◽  
pp. 2256-2276 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez ◽  
Tatiana Massaroli Melo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Automotive Industry ◽  
Organizational Context ◽  
Equation Modeling ◽  
Continuous Change ◽  
National Union ◽  
Content Type

Purpose Organizations are currently set in a background of dramatic discontinuity, i.e., environments that require continuous change due to fierce competition and market latent demands. From this perspective, it becomes eminent for organizations to develop an organizational context that stimulates routines reconstruction and internal capabilities to continue to be a competitive organization. The purpose of this paper is to examine entry and exit relationships of knowledge management (KM). Entries are considered, in this paper, the foundation factors of KM, and exits are related to dynamic capability (DC). Design/methodology/approach Data were collected through a survey conducted with 550 companies of the automotive industry, which are registered in the database of SINDIPEÇAS (National Union of Automobile Component Industries) with return rate of 143 valid questionnaires. The hypothesis testing and analysis were conducted using structural equation modeling. Findings The research shows the organizational structure as the main contextual factor related to KM, that supports DC. Besides organizational structure, this paper also assesses the interaction between human resources and organizational culture related to DC. Practical implications The results may help managers of companies from the automotive industry to understand which initiatives promote DC and innovation. Originality/value This paper presents one of the few researches that compare contextual factors related to KM that support DC; and it also compares the connection among human resources, organizational culture and organizational structure related to KM.

How types of organizational culture and technological capabilities contribute to organizational learning

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Taghreed Al Dari ◽  
Fauzia Jabeen ◽  
Matloub Hussain ◽  
Dana Al Khawaja
Keyword(s):  
Organizational Culture ◽  
Organizational Learning ◽  
United Arab Emirates ◽  
Structural Equation ◽  
Positive Impact ◽  
Equation Modeling ◽  
Technological Capabilities ◽  
Content Type ◽  
Study Results ◽  
The Impact

Purpose This study aims to develop a theoretical framework of the impact of clan and hierarchy cultures and knowledge technological capabilities on organizational learning. Design/methodology/approach A questionnaire survey was used to collect data from 693 employees working in knowledge management centers in various law and enforcement units in the United Arab Emirates (UAE). Structural equation modeling was used to test the relationships between the variables. Findings The findings show that the clan culture had a significant negative effect on organizational learning. However, hierarchy culture and knowledge technological capabilities had a significant positive impact in predicting organizational learning behavior. Research limitations/implications The study focuses on a specific type of public organization only, which somewhat limits the generalizability of the research results. Second, as the study was cross-sectional, the causal relationships could not be inferred directly. The study results will help policymakers create a learning organization by examining the impact of organizational culture and knowledge of technological capabilities. Originality/value This paper has added knowledge about the relationship between culture types, knowledge technological capabilities and organizational learning, particularly in the UAE. This study helps to bridge the gap in research on culture and knowledge technological capabilities and organizational learning.

The impact of knowledge management on job performance in higher education

2017 ◽  
Vol 30 (2) ◽  
pp. 244-262 ◽  
Author(s):  
Ra’ed Masa’deh ◽  
Rifat Shannak ◽  
Mahmoud Maqableh ◽  
Ali Tarhini
Keyword(s):  
Knowledge Management ◽  
Job Performance ◽  
Structural Equation ◽  
Primary Data ◽  
Equation Modeling ◽  
Content Type ◽  
Surrogate Measures ◽  
University Lecturers ◽  
The Impact ◽  
The Relationship

Purpose This is an empirical study of knowledge management performance (KMP) at a university and the purpose of this paper is to examine the relationship between knowledge management process (KMPR), KMP and job performance (JP). Design/methodology/approach The data were collected using a questionnaire, as the instrument for the primary data collection, with total collected back responses of 207 from university lecturers who have actually participated. Structural equation modeling technique was used to fully analyze the data in order to determine what level of the relationship between knowledge management (KM) and JP existed. Findings The main findings were related to confirming the two main hypotheses of the research that were related to testing if there were relationships between the KMPR (represented by seven surrogate measures, namely, knowledge identification, knowledge creation, knowledge collection, knowledge organizing, knowledge storage, knowledge dissemination and knowledge application) and KMP, as well as if the KMP was related to the JP. Originality/value This paper focuses on investigating the actual role of KM at a university, which is assumingly a knowledge factory. Contrary to the conventional wisdom that presumes the importance of KM and specially when there is no proper KM regiment in place, the paper reports the limited influence KM has on staff JP. It is one of the few studies that fills the gap in the literature concerned with the relationship between KM and JP and perhaps the first to provide insights about the KM intricacies at a Jordanian University.

Assessment of knowledge process capabilities toward project management maturity: an empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adnan Alghail ◽  
Liu Yao ◽  
Mohammed Abbas ◽  
Yahia Baashar
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Public Universities ◽  
Equation Modeling ◽  
Success Factor ◽  
Research Model ◽  
Maturity Level ◽  
Knowledge Process ◽  
Content Type ◽  
The Impact

Purpose The reasons behind the project management failure of higher education institutions (HEIs) have been researched for the past few years. One of the reasons is the lack of tools to integrate their knowledge process capabilities (KPC) with their project management (PM) to measure maturity by assessing these capabilities. Various project management maturity (PMM) models exist. Yet, there is a limited number of empirical studies that support the four integrations of KPC and PMM. Therefore, this study aims to propose a new heretical model, namely, KPC-knowledge management (KM) and evaluates a research model that includes the four KPC as an antecedent to PMM. Design/methodology/approach The suggested research model is assessed by using partial least squares structural equation modeling. Furthermore, the study's hypotheses were examined based on a sample of 352 respondents from the project management departments in 10 public universities in Yemen. Findings Analysis revealed that the derived PMM status could be benchmarked with the project management maturity model. Also, the study found that integrating the KPC into PM enables the institutions to perform critical tasks and value chain activities and enhance the PM maturity level as well. In contrast, if one of the capabilities does not positively impact PMM, it affects the maturity level of the entire project. Research limitations/implications The findings are obtained concerning data collected from public universities and represent the Yemeni context, limiting the generalization on a different geographical area. Also, this proposed model can be evaluated in a practical way like conducting a focus group, a set of interviews with specialists, a case study or action research. The qualitative research will help academics to validate our proposal for future research purposes. Practical implications The proposed approach may be adapted to the characteristics of organizations involved in projects as external performers (project-based organizations) and not just the HEIs projects. This study provides managers and policymakers with insights into assessing PMM and improving their organizational effectiveness when deciding which KPCs to focus on in the future. Social implications This study contributes to the current PM awareness in Yemen and facilitates its success using the knowledge processes capabilities in Yemen's HEIs. It encourages organizations to take this opportunity to revive the projects and achieve a maximum level of maturity. Originality/value This study provides new insights into two domains through the link between knowledge management and PM. To the best of the authors' knowledge, this paper is among the first to empirically study the impact of the four KPC toward PMM. It enriches the theoretical perspective of PM. Also, it contributes to the literature on the success factor of KPC, which can be considered to improve organizational performance.

Knowledge management, workplace climate, creativity and performance

2018 ◽  
Vol 30 (8) ◽  
pp. 592-612 ◽  
Author(s):  
Amro Alzghoul ◽  
Hamzah Elrehail ◽  
Okechukwu Lawrence Emeagwali ◽  
Mohammad K. AlShboul
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Equation Modeling ◽  
Workplace Climate ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose This study aims at providing empirical evidence pertaining to the interaction among authentic leadership, workplace harmony, worker's creativity and performance in the context of telecommunication sector. These research streams remain important issues and of interest as the world continues to migrate toward a knowledge-based economy. Design/methodology/approach Applying structural equation modeling, this study diagnosed the impact of Authentic leadership (AL) on employees (n = 345) in two Jordanian telecommunication firms, specifically, how it shapes workplace climate, creativity and job performance. The study also tests the moderating role of knowledge sharing in the model, as well as the mediating role of workplace climate on the relationship between AL and positive organizational outcomes. Findings The empirical result suggests that AL positively influences workplace climate, creativity and job performance; workplace climate positively influences creativity and job performance; workplace climate mediates the relationship between AL and creativity, and job performance; and knowledge sharing behavior moderates the relationship between AL and workplace climate. Originality/value This study highlights the magnificent power of AL and knowledge sharing, not only in shaping the workplace atmosphere but also in delineating how these variables stimulate creativity and performance among employees. The implications for research and practice are discussed.

Evaluation of knowledge management practices - a leather industry context

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Srinivasan P.
Keyword(s):  
Knowledge Management ◽  
Structural Equation Modeling ◽  
Organizational Performance ◽  
Structural Equation ◽  
Influential Factor ◽  
Equation Modeling ◽  
Survey Method ◽  
Leather Industry ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to analyze the impact of knowledge management (KM) in terms of organizational performance using structural equation modeling. To enhance organizational performance, KM is used as a powerful strategic tool. The factors such as management commitment, leadership and organizational culture are the KM enabler’s conditions, and the step processes of KM are knowledge capture, creation, organizing/storing and transfer, and through this, KM is analyzed on organizational performance in the context of leathers manufacturing company. This study constructs with questionnaire consist of 34 variables. Design/methodology/approach There are about 101 samples that were collected through the questionnaire survey method in the leather companies in Ranipet. The data were collected from executives and associates in the leather companies. Data were analyzed using the SPSS tool and SMART PLS tool used for framing a research model and the hypothesized relationships were tested through partial least squares structural equation modeling technique. Findings The finding of this study is mandatory to implement a structured KM practice in the leather companies. Application of KM is quite an impact on organizational performance, which leads to profitability and productivity. Originality/value This is the first paper to empirically investigate the KM enablers, process and support for the role of KM practices at leather industry. Further, the positioning of KM practices as a strategic competitive tool can be considered as an influential factor to organizational performance.

On the path towards open innovation: assessing the role of knowledge management capability and environmental dynamism in SMEs

2017 ◽  
Vol 21 (3) ◽  
pp. 553-570 ◽  
Author(s):  
Isabel Martinez-Conesa ◽  
Pedro Soto-Acosta ◽  
Elias George Carayannis
Keyword(s):  
Knowledge Management ◽  
Open Innovation ◽  
Equation Modeling ◽  
Research Model ◽  
Environmental Dynamism ◽  
Content Type ◽  
Integrative Research ◽  
The Impact ◽  
The Relationship

Purpose This study aims to shed light on the internal and external antecedents of open innovation (OI) in the context of small- and medium-sized enterprises (SMEs), with a special focus on the role of knowledge management (KM) capability. The paper develops and tests an integrative research model which assesses the effect of internal factors on KM capability; the impact of organizational and external factors, namely, KM capability and environmental dynamism, on OI; and whether environmental dynamism moderates the relationship between KM capability and OI. Design/methodology/approach Drawing on the knowledge-based view and the social exchange and the contingency theories, this paper develops an integrative research model which analyzes several relations between organizational antecedents of KM capability and its effect on OI by using covariance-based structural equation modeling on a data set of Spanish SMEs. Findings Results confirm that information technology-supported operations and commitment-based human resource practices have a positive and significant influence on KM capability. In contrast, results do not find support for the relationship between interdepartmental connectedness and KM capability, whereas both KM capability and environmental dynamism have a direct influence on OI. Originality/value This paper adds to existing research on OI, as it is the first study that addresses the critical role of KM capability for the implementation of OI.

Sign in / Sign up

Export Citation Format

Share Document