The relationship between organizational commitment, knowledge transfer and knowledge management maturity

2019 ◽  
Vol 23 (3) ◽  
pp. 489-507 ◽  
Author(s):  
Juliano Martins Ramalho Marques ◽  
Jefferson Lopes La Falce ◽  
Fernanda Machado Fonseca Ramalho Marques ◽  
Cristiana Fernandes De Muylder ◽  
Jersone Tasso Moreira Silva
Keyword(s):  
Developing Countries ◽  
Knowledge Management ◽  
Organizational Commitment ◽  
Public Sector ◽  
Knowledge Transfer ◽  
Structural Equations ◽  
Content Type ◽  
The Public ◽  
The Individual ◽  
The Relationship

PurposeThis paper aims to analyse the relationship between the organizational commitment, the knowledge transfer and the knowledge management maturity at a Brazilian public university. As indicated in the literature, the organizational commitment and the influence on knowledge management in the public sector, especially in developing countries, configures an important gap to be filled (Razzaq et al., 2018).Design/methodology/approachThe research has a descriptive and quantitative nature, and to run the analysis, an exploratory factorial analysis was conducted and after that a structural equations modelling was carried out.FindingsThe results indicated a significant relationship between the organizational commitment to the knowledge transfer and, consequently, to the knowledge management maturity.Originality/valueIn the first place, the model including all dimensions of commitment: affective, calculative and normative with knowledge transfer and knowledge maturity was not tested before. Second, data on the public sector in developing countries are still rare and studies in this field encouraged (Razzaq et al., 2018). In this case, the present study contributes in this field, specifically in the education sector. Finally, understanding the individual commitment profile helps to understand the extent to which that person contributes both to the knowledge transfer, and therefore, in the same analogy, to the knowledge management maturity level.

Knowledge management, organizational commitment and knowledge-worker performance

2019 ◽  
Vol 25 (5) ◽  
pp. 923-947 ◽  
Author(s):  
Shahid Razzaq ◽  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Faisal Nawaz ◽  
Minhong Wang ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Organizational Commitment ◽  
Public Sector ◽  
Work Performance ◽  
Management Practices ◽  
Knowledge Workers ◽  
Knowledge Worker ◽  
Knowledge Work ◽  
Content Type ◽  
The Public

Purpose Knowledge management in the public sector is relatively an ignored avenue of research and practice that has recently been given attention. Knowledge management initiatives in the public sector are now not limited to the developed countries anymore. The public sectors of various developing countries including Pakistan have developed knowledge management functions to address the problems of low organizational commitment (higher turnover rates) and knowledge-workers’ performance. Consequently, the purpose of this paper is to examine the mediation role of organizational commitment in the relationship between knowledge management practices and knowledge-worker performance. Design/methodology/approach The data were gathered from 341 knowledge workers of the public sector health department of Punjab Province, Pakistan, where knowledge management unit initiative has been taken. It was then analyzed using the structural equation modeling. Findings Organizational commitment partially mediates the relationship between knowledge management practices and knowledge-work performance. Practical implications The public sector policy makers are strongly advised to implement knowledge management units and practices in order to enhance knowledge-work performance as well as organizational commitment. Originality/value First, the model on the mediating role of organizational commitment has never been examined before. Second, the data collection from the public Health Department of Pakistan, a developing country, is relatively rare because the public sector knowledge management studies have mostly been conducted in developed countries. Finally, this study extends the literature on knowledge management in the public sector that is the developing theme in knowledge management discipline while adding knowledge management as a toolkit to enhance knowledge-workers’, organizational commitment and knowledge-work performance.

scholarly journals A Study of the Factors Determining Motivational Level of Employees Working in Public Sector of Bahawalpur (Punjab, Pakistan)

2014 ◽  
Vol 4 (3) ◽  
pp. 19 ◽  
Author(s):  
Atif Rafique ◽  
Muhammad Sadam Bin Tayyab ◽  
Muhammad Kamran ◽  
Nawab M. Ahmed
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Sector ◽  
Knowledge Transfer ◽  
Positive Relationship ◽  
Negative Relationship ◽  
Training Effectiveness ◽  
Significant Positive Relationship ◽  
The Public ◽  
Level Of Significance

This study empirically examines the relationship between rewards, job satisfaction, Perceived training effectiveness, knowledge transfer and organizational commitment and employee’s motivation in the Public sector of Bahawalpur (Punjab, Pakistan).Our sample was public sector data was collected by using self-designed questionnaires. The sample size was 170 so 170 questionnaires were distributed and only 149 received. Analysis was done with the help of correlation coefficient and multiple regression analysis. Between (0.01 to 0.05) level of significance was checked. The result concludes that there is a significant positive relationship between intrinsic rewards and the employee’s motivation and also there is significant positive relationship between extrinsic reward and employee’s motivation. Job Satisfaction also has significant positive relationship with employee’s motivation. But on the other hand PTE (Perceived Training Effectiveness) have insignificant and negative relationship with Employee’s motivation. Employee’s motivation has significant positive relationship with knowledge transfer and also with Organizational Commitment. 

scholarly journals Knowledge management, knowledge transfer and organizational performance in the arts and crafts industry: a literature review

2018 ◽  
Vol 22 (6) ◽  
pp. 1310-1331 ◽  
Author(s):  
Vito Manfredi Latilla ◽  
Federico Frattini ◽  
Antonio Messeni Petruzzelli ◽  
Martina Berner
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Literature Review ◽  
Organizational Performance ◽  
Tacit Knowledge ◽  
Arts And Crafts ◽  
Present Contribution ◽  
Content Type ◽  
The Relationship

Purpose This paper aims to provide a comprehensive academic literature review on the relationship between knowledge management, knowledge transfer and organizational performance in a specific subset of the creative industry, i.e. arts and crafts organizations. Furthermore, this paper analyzes how knowledge management and transfer within arts and crafts organizations help increase performance and enhance the value of the activity of the so-called “knowledge workers” (i.e. craftsmen), who are the real knowledge owners in the process of value creation. Design/methodology/approach The literature review follows the model suggested by Vom Brocke et al. (2009). The review follows a five-phase approach so as to be systematic, transparent and replicable. Academic contributions published over two periods are taken into consideration. The first period covers the years 1990-2000, when the concepts of creative industry and knowledge-based economy were developed. The second period covers the years 2000-2016, when scholars started to investigate how to effectively transfer knowledge (very often in the form of “tacit knowledge”) retained by master craftsmen in arts and crafts organizations and the critical role played by craftsmen in the performance of such organizations. Findings Three main issues have emerged: how arts and crafts organizations manage and transfer knowledge internally; the effects of these activities on organizational performance; and the prominent role of craftsmen. The literature review shows how in arts and crafts organizations there is a considerable link between the concepts of “performance" and "tacit knowledge", even though addressing such link is somehow hard to realize, for several reasons discussed in the paper. The measurement of performance in arts and crafts organizations has become an area of academic investigation only when both the role of knowledge management and transfer and the role of knowledge workers (i.e., craftsmen) have become evident for obtaining a competitive advantage. Research limitations/implications This paper has been an attempt to organize existing studies on knowledge management and transfer and to investigate the relationship existing between knowledge and performance in arts and crafts organizations. Nevertheless, the relationship between knowledge and performance is yet to be explored, as well as the development of techniques for measuring arts and crafts organizations’ performance effectively. The present contribution calls for a systematic reflection on how the transfer of traditional craftsmen’s skills impacts organizational performances in the long run. The definition and implementation of new performance evaluations criteria tailored to enhance the tacit knowledge of craftsmen as a real source of differentiation and competitive advantage for the arts and crafts organizations is somehow still missing. Practical implications By pursuing its objectives, the present contribution aims to represent a step toward enabling arts and crafts organizations to play a vital role in the modern society in a more structured way. This would help to build awareness of the potential of arts and crafts organizations for promoting economic growth, proposing a value proposition different from the one dictated by the globalization and by the triumph of product standardization and mass production. Originality/value Analyzing the knowledge management and transfer within arts and crafts organizations with a historical perspective, it appears that the recognition in academic literature of the centrality of knowledge management and transfer within arts and crafts organizations is only recent (i.e. from 2011 onward). Indeed, for approximately 20 years (i.e. 1990-2010), knowledge has been constantly related to technological paradigms and standardized results, with very little research and debate on craftsmanship and the role of craftsmen. Nevertheless, the research shows that over the years, the focus on knowledge in arts and crafts organizations and knowledge transfer has become progressively more detailed and precise: some authors have studied the role of craftsmen in the knowledge economy according to a historical perspective, while some others have analyzed different types of knowledge more thoroughly. For example, Sveiby (1997, 1996), analyzing the concept of "knowing talent" and "tradition", outlines a more prominent role of craftsmen in the knowledge economy and explain how, in sectors with a strong traditional background, the transfer of tacit knowledge is a meaningful challenge for many organizations.

Designing a maturity model for analyzing information and knowledge management in the public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aki Jääskeläinen ◽  
Virpi Sillanpää ◽  
Nina Helander ◽  
Riikka-Leena Leskelä ◽  
Ira Haavisto ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Organizational Performance ◽  
Management Practices ◽  
Extensive Literature ◽  
Maturity Model ◽  
Content Type ◽  
The Public ◽  
Depth Analysis ◽  
Information And Knowledge Management

Purpose This study aims to report the design and testing of a maturity model for information and knowledge management in the public sector, intended for use in frequent monitoring, trend analysis and in-depth analysis of the contemporary information and knowledge management practices of an organization. Design/methodology/approach A design science approach was used to develop the proposed model. Creation of the model was based on an extensive literature review. Testing of the model was implemented as a survey receiving 37 responses from nine organizations organizing and purchasing public services. Findings The study presents four alternative profiles for an organization’s status, novice, experimenter, facilitator and advanced exploiter, and investigates the differences between these profiles on the basis of the empirical data gathered. The model was found to be both a valid and practical way to determine the state of an organization’s information and knowledge management and identify development needs. Research limitations/implications Testing was conducted in the Finnish public sector and further studies applying the model could be implemented in other countries. The model presented was designed specifically for the public sector and more research is needed to test its applicability in the private sector. Originality/value Maturity models are useful when evaluating information and knowledge management status in an organization, and beneficial for improving organizational performance. The proposed maturity model combines the fields of knowledge management and information management and contributes to the literature with an overarching maturity model that includes a dimension of satisfaction with the organizational maturity level. While many earlier models originate from the consultancy business, the model presented here was also designed for research purposes and tested in practice.

The effect of subjective age on knowledge sharing in the public sector

2019 ◽  
Vol 49 (1) ◽  
pp. 303-323 ◽  
Author(s):  
Alessandra Lazazzara ◽  
Stefano Za
Keyword(s):  
Public Sector ◽  
Knowledge Sharing ◽  
Moderating Effect ◽  
Organisational Structure ◽  
Subjective Age ◽  
Content Type ◽  
Diverse Workforce ◽  
The Public ◽  
Work Related ◽  
The Relationship

Purpose The purpose of this paper is to examine whether subjective age – i.e., how old or young individuals experience themselves to be – affects explicit and tacit knowledge sharing (KS) in the public sector. Moreover, the study explores the moderating effect of three socio-organisational factors, namely KS attitude, co-workers age similarity and organisational structure, on the relationship between subjective age and KS. Design/methodology/approach Data were collected from employees working in public (n=144) and hybrid (n=263) Italian organisations. Hierarchical linear multiple regression analysis was employed to examine the multivariate effects on explicit and tacit KS. Findings Employees who perceive themselves to be older than they actually are experience lower explicit KS in the public sector. In addition, the moderating effect of age similarity and organisational structure on the relationship between subjective age and tacit KS was found to be significant. Practical implications This study may help managers and policy makers to manage age-diverse workforce operating in highly structured and formalised organisations and to develop HR programmes aimed at fostering KS. Originality/value This is the first study linking subjective age to KS in the public sector. This is an extremely interesting context due to the high average age and oldest workforce composition. In this way, the paper extends the literature on subjective age and work-related outcomes and may potentially contribute to the debate regarding KS practices in public organisations.

Relationships between employee commitment and organizational cultures: a theoretical framework

2018 ◽  
Vol 26 (3) ◽  
pp. 398-414 ◽  
Author(s):  
Zoltán Krajcsák
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Employee Commitment ◽  
Theoretical Framework ◽  
Cultural Dimensions ◽  
Research Activity ◽  
Content Type ◽  
Self Evaluation ◽  
The Individual ◽  
The Relationship

Purpose The purpose of this study is to describe the relationship between organizational commitment and organizational culture with self-evaluation as a mediator variable. The theoretical framework evaluates the culture–commitment relationship based on the characteristics of the individual and underpins explanations of commitment patterns assigned to certain dimensions of organizational culture. Design/methodology/approach The study uses a purely theoretical approach, an instrument of which is abstract model creation. Findings The individual factors that reinforce deliberate, affective and professional commitment are the hierarchy culture; self-esteem; and self-efficacy, respectively. Research limitations/implications The existence of the relationship between the four factors of self-evaluation and the dimensions of the competing values framework (CVF) can be justified by secondary data analysis, although the direction of the causality is still questionable. Practical application of the theoretical model should be supported by empirical analyses in the future. Originality/value Research activity in organizational psychology is still mapping the elusive relationship between organizational culture and organizational commitment. In terms of organizational culture, the model is based upon the CVF and uses the five-dimension model of employee commitment instead of the mainstream concept of organizational commitment. This theoretical framework is suitable for evaluating the relationship between organizational culture and commitment when considering the individual features of the employee and supports the explanation of commitment patterns assigned to cultural dimensions.

scholarly journals Contexts of organizational learning in developing countries: the role of training programmes in Egyptian public banks

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Mousa ◽  
Hiba Massoud ◽  
Rami Ayoubi
Keyword(s):  
Developing Countries ◽  
Organizational Learning ◽  
Public Sector ◽  
Field Research ◽  
Added Value ◽  
Structured Interviews ◽  
Content Type ◽  
The Public ◽  
Public Banks ◽  
Training Programmes

PurposeLittle research into organizational learning in the public sector in developing countries' is known. In this paper, the authors investigated the context of organizational learning in the public banks in Egypt.Design/methodology/approachAn ethnographic field research was employed by spending a month inside each of two public banks in Egypt. The ethnographic experience was operationalised by using direct observations of learning processes, procedures and practices, semi-structured interviews with learning specialists and focus group discussions with bankers. The authors used thematic analysis to determine the main themes in the previous data collection methods of ethnographic approach.FindingsThe findings confirmed a lack of clear focus for the organizational learning practices employed by the banks, which highlights issues of seriousness in undertaking and/or tackling organizational learning, and increased doubts in relation to the added value of the different forms of formal trainings bankers participate in. To enhance the culture and maintain effective functioning of formal organizational learning, the authors suggest considering the following three categories of barriers: purpose-related barriers, implementation and evaluation barriers.Originality/valueDespite the generalisability caveats associated with the organizations studied, the authors believe that this paper contributes to the existing theory of organizational learning as it provides insights and understanding on the purpose, frame, conduct and results of organizational learning in the public sector. More specifically, the study is unique and is different from previous relevant studies as it relies on ethnographical approach in exploring how organizational leaning practices are perceived in public banks in developing countries.

Remodelling public sector knowledge management system using key knowledge management processes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maoka Andries Dikotla
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Management System ◽  
Design Methodology ◽  
Qualitative Approach ◽  
Knowledge Management System ◽  
Content Type ◽  
The Public ◽  
Know How ◽  
Management Processes

Purpose The purpose of this paper is to recommend a framework for remodelling a public sector knowledge management system (KMS) using key knowledge management (KM) processes. The rationale is to provide insight and guidelines to organisations that struggle with KM. Design/methodology/approach This desktop study adopted the qualitative approach and literature to support the understanding regarding the remodelling of the public sector KMS using key KM processes. Findings The study found that if KM processes are not considered, the prospect of KM is limited. The best way to manage public sector knowledge is following KM processes using information technology. Without proper KM, organisations may not know how knowledge is generated, codified, stored, shared and used in an organisation. Originality/value The paper provides a framework to guide public sector organisations in the implementation of electronic KM. Thus, proposing a new way of managing knowledge by using the electronic KM processes in the public sector organisations. The study will also benefit other organisations implementing KM programmes.

The effect of contract completeness on knowledge leakages in collaborative construction projects: a moderated mediation study

2020 ◽  
Vol 24 (9) ◽  
pp. 2057-2078
Author(s):  
Sayed Muhammad Fawad Sharif ◽  
Yang Naiding ◽  
Yan Xu ◽  
Atiq ur Rehman
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Construction Projects ◽  
Mediation Effects ◽  
Content Type ◽  
Moderation Effect ◽  
Knowledge Leakage ◽  
Negative Effect ◽  
Relationship Of ◽  
The Relationship

Purpose Organizational networking has been acclaimed as a useful tool for knowledge transfer. However, the demerit associated with knowledge transfer is the leakage of commercially valuable information/knowledge. The purpose of this paper is to empirically establish a useful framework for helping collaborative projects reduce potential knowledge leakages. Design/methodology/approach The study applies a hybrid methodology to collect data. Postulates are tested through SPSS 23 and Process Macro 3.0 model 7. Findings The study finds that knowledge leakage is negatively influenced by contract completeness. Contract completeness has a positive effect on trust and a negative effect on distrust. Partner’s learning intent moderates the relationship of contract completeness with trust and distrust. Trust and distrust negatively mediate the relationship between contract completeness and knowledge leakage. Research limitations/implications The study contributes to the theories of information processing and knowledge management by empirically stating how contract completeness, an organizational structure, supports knowledge management under the influence of partner’s opportunism. The study sees positivism in distrust and explains how practitioners maintain an observatory eye on partner’s opportunism by virtue of distrust ultimately adding value to the distrust literature. Originality/value The conceptual framework is novel because this is the first attempt to investigate the moderation effect of partner’s opportunism on the relationship of contract completeness and relational factors; and the mediation effects of trust and distrust between contract completeness and knowledge leakage.

scholarly journals How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mona Ashok ◽  
Mouza Saeed Mohammed Al Badi Al Dhaheri ◽  
Rohit Madan ◽  
Michael D. Dzandu
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Public Sector ◽  
Organisational Culture ◽  
External Factors ◽  
Leadership Traits ◽  
Content Type ◽  
The Public ◽  
Case Comparison

Purpose Knowledge management (KM) is associated with higher performance and innovative culture; KM can help the public sector to be fiscally lean and meet diverse stakeholders’ needs. However, hierarchical structures, bureaucratic culture and rigid processes inhibit KM adoption and generate inertia. This study aims to explore the nature and causes of this inertia within the context of the United Arab Emirates (UAE) public sector. Design/methodology/approach Using an in-depth case study of a UAE public sector organisation, this study explores how organisational inertia can be countered to enable KM adoption. Semi-structured interviews are conducted with 17 top- and middle-level managers from operational, management and strategic levels. Interview data is triangulated with content analysis from multiple sources, including the UAE Government and case organisation documents. Findings The results show transformation leadership, external factors and organisational culture mediate the negative effect of inertia on KM practices adoption. We find that information technology plays a key role in enabling knowledge creation, access, adoption and sharing. Furthermore, we uncover a virtuous cycle between organisational culture and KM practices adoption in the public sector. In addition, we develop a new model (the relationship between KM practices, organisational inertia, organisational culture, transformational leadership traits and external factors) and four propositions for empirical testing by future researchers. We also present a cross-case comparison of our results with six private/quasi-private sector cases who have implemented KM practices. Research limitations/implications Qualitative data is collected from a single case study. Originality/value Inertia in a public section is a result of bureaucracy and authority bounded by the rules and regulations. Adopting a qualitative methodology and case study method, the research explores the phenomena of how inertia impacts KM adoption in public sector environments. Our findings reveal the underlying mechanisms of how internal and external organisational factors impact inertia. Internally, supportive organisational culture and transformational leadership traits positively effect KM adoption, which, in turn, has a positive effect on organisational culture to counter organisational inertia. Externally, a progressive national culture, strategy and policy can support a knowledge-based organisation that embraces change. This study develops a new model (interactions between internal and external factors impacting KM practices in the public sector), four propositions and a new two-stage process model for KM adoption in the public sector. We present a case-comparison of how the constructs interact in a public sector as compared to six private/quasi-private sector cases from the literature.

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