Knowledge management strategy: an organizational change prospective

2017 ◽  
Vol 30 (2) ◽  
pp. 335-351 ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Ahmad Raza Bilal ◽  
Usman Aslam ◽  
Ubaid-Ur- Rahman
Keyword(s):  
Knowledge Management ◽  
Direct Effect ◽  
Change Process ◽  
Readiness For Change ◽  
Mediating Effect ◽  
Interactive Effects ◽  
Change Implementation ◽  
Content Type ◽  
Employee Cynicism ◽  
Successful Change

Purpose The most critical phase of a change process is change implementation and it is evident that the masterfully originated change process fails due to its poor implementation. Therefore, the purpose of this paper is to profile how knowledge management (KM) strategies, personalization and codification, are helpful in successful change implementation by reducing employee cynicism and increasing the level of readiness for change. Design/methodology/approach Data were collected from 196 executives of National Bank of Pakistan at Time 1 (pre-implementation) and Time 2 (post-implementation) with the temporal research design. Multiple regression analysis is used to test the direct effect; Preacher and Hayes (2004) test is applied to measure the mediating effect and guidelines of Aguinis (2004) are followed for analyzing the moderating effect. Findings The result of the direct effect shows that both KM strategies have significant positive effect on successful change implementation. Further, mediation analysis proves that readiness for change partially mediates between KM strategies and successful change implementation. In addition, partial interactive effects of employee cynicism is observed between readiness for change and successful change implementation. Research limitations/implications The management should initiate steps to boost personalization and codification strategies at their optimal levels. This would ultimately be helpful to implement a successful change through developing readiness for change and reducing the employee cynicism regarding change. Originality/value The area of successful change implementation in the context of KM strategies was untapped, and is examined in this study.

Antecedents of strategic thinking and its impact on competitive advantage

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shubham Dixit ◽  
Shiwangi Singh ◽  
Sanjay Dhir ◽  
Swati Dhir
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Direct Effect ◽  
Corporate Culture ◽  
Structural Equation ◽  
Strategic Thinking ◽  
Mediating Effect ◽  
Content Type ◽  
Modelling Methodology ◽  
The Impact

Purpose This study aims to identify the antecedents of strategic thinking and its relationship with competitive advantage. Further, this study analyses the mediating effect of strategic thinking between its antecedents and competitive advantage. Design/methodology/approach A self-reported questionnaire with 51 questions was floated among 220 professionals from various industries in India. The response was analysed using the partial least squares-structural equation modelling methodology using SmartPLS software. Findings The direct effect of creativity, corporate culture and knowledge management are established with strategic thinking, as well as a competitive advantage. Also, the study finds a significant relationship between strategic thinking and competitive advantage. The study finds no mediation (direct effect) in the case of creativity, corporate culture and knowledge management. Further, no mediation (no relationship) is found in the case of vision. Practical implications Business must start adopting strategic thinking practices in their decision-making process to create a competitive advantage. Further, the influence of corporate culture, creativity and knowledge management on strategic thinking highlights their importance. Originality/value The study establishes the impact of antecedents of strategic thinking on competitive advantage. The study highlights the importance of other factors along with strategic thinking for achieving competitive advantage.

What’s organization knowledge management strategy for successful change implementation?

2016 ◽  
Vol 29 (7) ◽  
pp. 1097-1117 ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Chaudhry Abdul Rehman ◽  
Usman Aslam ◽  
Ahmad Raza Bilal
Keyword(s):  
Organizational Change ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Change Process ◽  
Banking Sector ◽  
Change Readiness ◽  
Readiness For Change ◽  
Rate Of Change ◽  
Content Type ◽  
Learning And Change

Purpose In recent times, progression of technology and growing demands of customers have substantially influenced the services sector to introduce fast real-time mechanisms for providing up-to-mark services. To meet these requirements, organizations are going to change their end-user operating systems but success rate of change is very low. The purpose of this paper is to address one of the practitioners’ complaint “no one tells us how to do it” and uncovers the indirect effects of knowledge management (KM) strategies: personalization and codification, toward organizational change via organizational learning and change readiness. The current study also highlights how organizational learning and change readiness are helpful to reduce the detrimental effects of organizational change cynicism toward success of a change process. Design/methodology/approach Temporal research design is used to get the appropriate responses from the targeted population in two stages such as pre-change (Time-1) and post-change (Time-2). In cumulative, 206 responses have been obtained from the banking sector of Pakistan. Findings The results of the current study are very promising as it has been stated that KM strategies have an indirect effect on successful organizational change through organizational learning and change readiness. Moreover, change cynicism has a weakening effect on a change process and can be managed through effective learning orientation of employees and developing readiness for change in organizations. Research limitations/implications Change agents have to use an optimal mix of personalization and codification strategies to develop learning environment and readiness for change in organizations that are beneficial for implementing a change successfully. Moreover, change readiness and organizational learning in the context of change are equally beneficial to reduce organizational change cynicism as well. Originality/value This study is introducing a unique model to initiate a change with the help of KM strategies, organizational learning and readiness for change.

Empowering leadership and knowledge management: the mediating role of followers' technology use

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zafer Türkmendağ ◽  
Muharrem Tuna
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Management Practices ◽  
Mediating Effect ◽  
Hotel Management ◽  
Empowering Leadership ◽  
Content Type ◽  
Use Of Technology ◽  
Knowledge Management Practices

PurposeThe purpose of this paper is to investigate the role of empowering leadership in intraorganizational knowledge management practices and to reveal how followers' acceptance and use of the hotel management system affect this role.Design/methodology/approachA serial multiple mediation model was evaluated and tested using partial least squares structural equation modeling (PLS-SEM). The database was created from the results of a structured questionnaire obtained from 401 employees working in hotels in Turkey.FindingsThe findings of the study reveal that empowering leadership has a significant effect on followers' knowledge creation, sharing and application. It was also found that the acceptance and use of the hotel management system were partially complementary to the impact of empowering leadership on followers' knowledge management practices.Practical implicationsThis paper gives an insight into the empowering leader's role in gathering useful knowledge, which is self-managed within the organization, by encouraging, motivating, providing autonomous and supportive conditions and making it beneficial and easier for their followers to adapt to the organization's technologies.Originality/valueThe efficient management of knowledge in organizations through the use of technology is possible by distributing power to subordinates through expanding the theory of knowledge management, leadership and the acceptance and use of technology. Furthermore, this study contributes to the literature by establishing the theoretical foundation of the relationship between empowering leadership and knowledge management practices based on Dalkir's knowledge management model and by discussing the mediating effect of the core variables of the UTAUT model.

Using social networking applications to facilitate change implementation processes: insights from organizational change stakeholders

2020 ◽  
Vol 26 (7) ◽  
pp. 1979-1998 ◽  
Author(s):  
Muhammad Naeem
Keyword(s):  
Social Media ◽  
Organizational Change ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Change Process ◽  
Implementation Process ◽  
Change Implementation ◽  
Content Type ◽  
Implementation Processes ◽  
Insurance Sector

PurposeThe failure rate of change is high amongst countries and cultures where collectivism, destructive politics and resistance are high. Therefore, change leaders are more focused on exploring how they can create networking and socialization amongst major organizational stakeholders that can minimize detrimental cynicism and lobbying during change implementation. This study is an attempt to shed light on how Social Networking Applications (henceforth SNAs) can facilitate change implementation processes in the insurance sector.Design/methodology/approachThe individual reaction and interaction realities during the change process cannot be discovered once and for all as there are varied perspectives on the same subjects. Therefore, a social constructionist position was used to understand the different realties of change managers and change recipients using the context of insurance sector.FindingsThe study documented how SNAs can play an active role in addressing the concerns of employees as well as managing and protecting knowledge sharing to facilitate the change implementation process. The collaborative and interactive nature of SNAs can enhance richness in knowledge sharing and can facilitate the participation of employees. Therefore, management should monitor these platforms as a means to improve the change process and to address the concerns of employees. These networking channels which include WhatsApp and Facebook can enhance social interactions, support and acceptance at individual and organizational levels.Research limitations/implicationsSocial media has become a familiar tool for employees to use to discuss internal changes and policies within their organizations. Social media enhances the richness, reach, knowledge exchange and effective internal communication potential amongst organizational change stakeholders. Using social media, change recipients are now more empowered and connected with their leadership that ever before. It is now easier to facilitate decision making during the change formulation and implementation process.Practical implicationsSocial media applications have become necessary to ensure incremental and radical changes to the survival of dynamic businesses. The findings of this study are beneficial for change leaders and recipients of change to implement successful organizational change using social media tools. The effective and efficient use of social media applications helps organizations to foster knowledge amongst employees and they can address various critical issues, that is resistance to change, lower levels of knowledge sharing and support for change acceptance and lack of employee participation in decision making.Originality/valueThere is an inadequate understanding regarding how SNAs play a role in facilitating the change process in both public and private sector organizations. This study offers a social mchange facilitation model with the help of social learning, social networking and social behaviourism theories.

Human resource practices and their association with perceived organizational support

2019 ◽  
Vol 28 (1) ◽  
pp. 17-19
Keyword(s):  
Human Resource ◽  
Direct Effect ◽  
Organizational Support ◽  
Design Methodology ◽  
Private Hospital ◽  
Mediating Effect ◽  
Content Type ◽  
Hr Practices ◽  
Questionnaire Surveys ◽  
Original Approach

Purpose The purpose of this study is to examine the association of specific HR practices, namely TD, CB and WP (policies and practice) and POS and also the mediating effect of IJ between HR practices and POS. Design/methodology/approach Data was gathered from responses to questionnaire surveys and interviews given to 150 nurses working in a private hospital in Penang, Malaysia. Findings The results show that there is no direct effect of CB or TD on POS, WP is associated with POS and IJ does positively mediate in all three HR practices – CB, TD and WP. Originality/value This paper has an original approach by examining specific HR practices in association with IJ and POS.

The mediating effect of job satisfaction on the relationship between organizational culture and knowledge management in Jordanian banking sector

2018 ◽  
Vol 25 (2) ◽  
pp. 517-544 ◽  
Author(s):  
Bayan M. Al-Abdullat ◽  
Amr Dababneh
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Banking Sector ◽  
Statistical Tests ◽  
Management Style ◽  
Mediating Effect ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to examine the positive effect of organizational culture on knowledge management (KM) by clarifying the mediating effect of job satisfaction on the banking sector in Jordan. The study was conducted on Jordanian banks to develop the organizational culture concept to be reflected in the bank activities. The population of this study consists of junior and senior customer service and administrative employees working at Jordanian banks in Jordan. Design/methodology/approach The sample of this research is purposive one because the research cannot get a list containing names of customer service employees for privacy reasons. Various statistical tests were employed to test the research hypotheses. The study utilized two statistical packages – Statistical Package for Social Sciences (SPSS) and SPSS-AMOS – for analyzing the data. Findings The development of organizational culture at banks in Jordan is still not stable and efficient. This may be affected by the management style and teamwork spirit in Jordan and other factors related to bank culture and how it will be reflected in customer service. The creation and application of KM at banks in Jordan is still modest. Knowledge is mainly shared internally within the bank with little efforts dedicated to soliciting knowledge from the external environment including customers. The job satisfaction at banks in Jordan is still modest. Originality/value The purpose of this study is to investigate how the organizational culture can improve job satisfaction for efficient work knowledge. The relationship between organizational culture and KM of organizational members is developed and analyzed herein by proposing a mediating role of job satisfaction. Few research papers have focused on job satisfaction and its mechanism contributing to individual effectiveness in the Jordanian market, and many ignored the benefits of KM and value of culture in many sectors.

Analyzing the relationship between institutional framework and financial inclusion in rural Uganda

2018 ◽  
Vol 13 (4) ◽  
pp. 606-630 ◽  
Author(s):  
George Okello Candiya Bongomin ◽  
John C. Munene ◽  
Joseph Mpeera Ntayi ◽  
Charles Akol Malinga
Keyword(s):  
Social Network ◽  
Direct Effect ◽  
Critical Role ◽  
Financial Inclusion ◽  
Mediating Effect ◽  
Institutional Framework ◽  
Main Stream ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to report the findings on the mediating effect of social network in the relationship between institutional framework and financial inclusion in rural Uganda. Design/methodology/approach The study employs a cross-sectional research design to collect data used to test for mediation under this study. Structural equation model (SEM) through use of bootstrap in the Analysis of Moment Structures (AMOS) was adopted to establish the existence and type of mediation by social network in the relationship between institutional framework and financial inclusion. Findings Social network had a partial mediating effect in the relationship between institutional framework and financial inclusion. In addition, institutional framework through its regulative, normative and cultural-cognitive pillars also exhibited a significant direct effect on financial inclusion. Besides, social network had a positive and significant effect on financial inclusion. This suggest that there exist both a direct effect of institutional framework on financial inclusion and an indirect effect of institutional framework through social network on financial inclusion. Research limitations/implications While the sample for this study was big enough, it limited itself to only poor households in rural Uganda. Besides, the current study adopted cross-sectional design, thus, leaving out longitudinal design to investigate the characteristics in the sample over time. Practical implications The study makes significant empirical contribution and implications to financial inclusion policy makers on evidence of the critical role played by social network in indirectly enhancing the relationship between institutional framework and financial inclusion of the poor who are vulnerable to exclusion by main stream financial services’ providers. Originality/value The study recommends that social network, which acts as a conduit through which useful information flow and can be shared, plays a critical role in mediating the relationship between institutional framework and financial inclusion in rural Uganda. Therefore, the study contributes to existing body of literature by highlighting the mediating influence of social network in the relationship between institutional framework and financial inclusion, especially in rural Uganda.

scholarly journals STRATEGY DEVELOPMENT FOR A SUCCESSFUL CHANGE IMPLEMENTATION AT BARLOWORLD

2020 ◽  
Author(s):  
King Costa ◽  
Abner Nyoni
Keyword(s):  
Change Management ◽  
Change Process ◽  
Qualitative Methodology ◽  
Change Implementation ◽  
Strategy Development ◽  
Structured Interviews ◽  
Communication Flow ◽  
Change Framework ◽  
Successful Change

Businesses exist to generate profits for the shareholders, pay taxes and to pay their employees. Therefore, managers constantly look for better ways to maximise profits. In this quest they must continuously improve operations and use technology where possible and necessary. This endeavour calls for business improvement and automation as much as possible. Invariably this affects employees who might be frightened by changes in the organisation. Employees must be thought of and catered for when a change takes place in their work environment. Most organisations are faced with a never-ending dilemma of having to deal with change cycles that happen at a high frequency rate and high failure rate.The objectives of the study are to determine how change process is embraced at Barloworld; to ascertain if change process is formalised at Barloworld; to examine the need for organisations to develop a change framework; and to establish the elements of a framework for a successful change implementation. For this research a qualitative methodology was used.Semi-structured interviews were conducted with the participants using Zoom for these interviews and for recording the sessions. These interview sessions were conducted for a period of two weeks. The collected data was thoroughly analysed using thematic analysis to get to the findings, conclusions and recommendations.The findings of the study revealed that there is an understanding of the need for change at Barloworld, however there is further inference suggesting that the processes of change management could have been handled better. Participants indicated support and buy-in to an eminent change. Inadequate communication flow emerged as a cause and an impediment to successful change implementation. Review of participants’ statements in vivo indicated that a recent exercise of change management lacked a guiding tool such as a framework from employees’ perspective. A framework for change management at Barloworld needs to be visible, communicated and inclusive.

The influence of organizational culture and job design on job commitment and human resource performance

2018 ◽  
Vol 31 (7) ◽  
pp. 1346-1367 ◽  
Author(s):  
Kusdi Raharjo ◽  
Nurjannah Nurjannah ◽  
Solimun Solimun ◽  
Adji Achmad Rinaldo Fernandes
Keyword(s):  
Organizational Culture ◽  
Human Resource ◽  
Direct Effect ◽  
Job Design ◽  
Mediating Effect ◽  
Intensity Level ◽  
Content Type ◽  
Job Commitment ◽  
The Relationship ◽  
Significant Direct Effect

PurposeThe purpose of this paper is to analyze the relationship between Job Design, Job Commitment and Organizational Culture with Human Resource Performance: a study of the construction services provided by national consultants.Design/methodology/approachThe research population consisted of all employees of a national company offering consultation services, from four big Indonesian State-Owned Enterprises Contractors: PT. Yodya Karya Company, PT. Hutama Karya, PT. Adhy Karya, PT. Waskita Karya Referring to the approach to SEM modeling with an average population of 600 employees for each enterprises, the sample to be used as respondents consisted of 100 employees for each enterprises, and total 100×4 enterprises=400 samples.FindingsThe variables Organizational Culture and Job Design have a significant direct effect on Job Commitment. Likewise, the effect of Organizational Culture and Job Commitment on Human Resource Performance is also significant. However, a different result is shown in the result of the direct effect of the variable Job Design on the variable Human Resource Performance, which indicates that the variable Job Design does not have a significant direct effect on the variable Human Resource Performance. In other words, the intensity of the Job Design value will not affect the intensity level of Human Resource Performance. In addition, a mediating effect of the variable Job Commitment is found on the effect of Job Design and Organizational Culture on Human Resource Performance.Originality/valueThe use of Job Commitment to exercise a mediation effect on the relationship between the effect of Job Design and Organizational Culture on Human Resource Performance, and the research site (no previous research investigating this relationship).

Mediating effect of knowledge management on organizational learning culture in the context of organizational performance

2017 ◽  
Vol 36 (7) ◽  
pp. 846-858 ◽  
Author(s):  
Wahda
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Culture ◽  
The State ◽  
Mediating Effect ◽  
Exact Science ◽  
Content Type ◽  
Organizational Learning Culture

Purpose The purpose of this paper is to determine the mediating effect of knowledge management (KM) on organizational learning culture (OLC) in the context of organizational performance of the State Organization for Higher Education (PTN) in South Sulawesi. Design/methodology/approach The unit of analysis in this study includes a study program of exact sciences, non-exact science scholars, as well as the study population. Sample size is 138 units/respondents. Analysis method used to test the research hypothesis is partial least square (PLS) by employing XLSTAT. Findings The results of analysis show that the exact science, non-exact science, and exact-non-exact OLC have a significant positive effect on KM. This means that when an OLC is strongly implanted, the KM will be well implemented. Therefore, to carry out the KM well, it is imperative that there should be a suitable organizational culture. In this case, an OLC has the biggest effect on achieving organizational performance. Originality/value KM in organizations has been researched by performing case studies on sub-companies of a selected corporation in the city of Esfahan and on OLC in a public service organization of Pakistan. This paper claims originality on the basis of the following: variables used are mediating variables of KM, learning organizational culture, and organizational performance; the method used in this research is PLS and the locations used in this study, sites at the State University of Makassar in Indonesia, are unique as they have not been used in any previous studies on this topic.

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