A multi-stage analysis of antecedents and consequences of knowledge management evolution

2014 ◽  
Vol 18 (1) ◽  
pp. 52-74 ◽  
Author(s):  
Hsiu-Fen Lin
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Equation Modeling ◽  
Research Model ◽  
Content Type ◽  
Internal Process ◽  
Km Strategy ◽  
Multi Stage ◽  
Antecedents And Consequences

Purpose – Drawing from knowledge-based view and balanced scorecard approach, this study seeks to develop an integrative model to examine the influence of two knowledge management (KM) strategies, codification KM strategy and personalization KM strategy, on the multi-stage KM evolution (KM adoption, implementation and institutionalization stages), which in turn affects balanced scorecard outcomes (financial performance, internal process performance, customer performance, and growth and learning performance). Design/methodology/approach – Survey data from 244 managers (currently and directly in charge of KM activities) in large Taiwanese firms were collected and used to test the research model using the structural equation modeling (SEM) approach. Findings – The results have revealed that both the codification KM strategy and personalization KM strategy are positive factors for stage-based KM evolution, but their relative importance differs across the three subsamples. Additionally, the results showed that the internal process and customer perspectives play a critical role in measuring performance during the earlier stages of KM evolution, while the financial and learning and growth perspectives emphasize the performance achievements from the latter stages. Practical implications – Since KM implementation is an evolutionary process, using both financial and non-financial measures to assess organizational performance through KM efforts, such as the four balanced scorecard perspectives, can take full advantage of stage-based KM evolution. The results indicate that the time-lag effect is critical to distinguishing different forms of organizational performance. Originality/value – Theoretically, this study aims to provide a research model that is capable of understanding the antecedents and consequences of staged-based KM evolution. From a managerial perspective, the findings of this study provide valuable guidelines to policy-makers and practitioners in accelerating KM evolution and achieving organizational performance.

Linking knowledge management orientation to balanced scorecard outcomes

2015 ◽  
Vol 19 (6) ◽  
pp. 1224-1249 ◽  
Author(s):  
Hsiu-Fen Lin
Keyword(s):  
Knowledge Management ◽  
Customer Satisfaction ◽  
Financial Performance ◽  
Knowledge Sharing ◽  
Balanced Scorecard ◽  
Equation Modeling ◽  
Content Type ◽  
Internal Process ◽  
Management Orientation ◽  
Knowledge Absorption

Purpose – This study aims to develops the decomposed model to examine the influence of knowledge management orientation (KMO) dimensions (organizational memory, knowledge sharing, knowledge absorption and knowledge receptivity) on balanced scorecard outcomes (learning and growth, internal process, customer satisfaction and financial performance). Design/methodology/approach – Survey data from 244 managers (in charge of KM projects in their companies) in large Taiwanese firms were collected and used to test the decomposed model using the structural equation modeling approach. Findings – This study finds that knowledge sharing is the strongest predictor of internal process performance, while knowledge absorption is pivotal in improving customer satisfaction. The results also show that non-financial performance measures (i.e. learning and growth, internal process and customer satisfaction) directly and indirectly affect financial performance through cause-and-effect relationships. Practical implications – In an increasingly dynamic environment, the building of internal knowledge stocks is likely insufficient, but knowledge must be moved between a firm and external entities (e.g. customers, business partners and education and research institutes) (i.e. building knowledge flows) to achieve increased customer satisfaction and financial performance. Originality/value – Theoretically, the findings of this study suggest that the decomposed approach helps to understand the complex relationships embodied in the KMO–performance link, which cannot be surmised using a composite model. From the managerial perspective, the findings of this study may help academics and managers design and sustain KMO implementation throughout the organization to achieve higher effectiveness, efficiency and profitability.

The influence of the knowledge management processes on results in basic education schools

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marcelo de Moraes Cordeiro ◽  
Mírian Oliveira ◽  
Maria-Isabel Sanchez-Segura
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Structural Equation ◽  
Management Practices ◽  
Basic Education ◽  
Equation Modeling ◽  
Content Type ◽  
Management Processes ◽  
Knowledge Management Processes

Purpose This study aims to identify the influence of knowledge management processes on the performance of basic education, including both private and confessional organizations. Design/methodology/approach This study is based on a positivist view of science and adopts a quantitative approach. A survey was conducted that received 242 answers, which were analyzed using structural equation modeling. Findings All the knowledge management processes were found to impact all the dimensions of organizational performance in the schools. The role knowledge creation exerts on people in the organization was made apparent, as was the way in which knowledge storage impacts three Balanced Scorecard dimensions, namely, people, internal processes and sustainability. Research limitations/implications This research is limited to private confessional basic education schools in Brazil that work at one or more levels of basic education. Practical implications This research is intended to help educational managers improve their knowledge management practices and achieve better performance within the educational environment. Originality/value The present study identifies two topics which are still under-investigated in the field of private confessional basic education, namely: the knowledge management processes and the Balanced Scorecard approach.

Impact of knowledge management on organizational performance

2019 ◽  
Vol 49 (4) ◽  
pp. 510-530 ◽  
Author(s):  
Ruchi Payal ◽  
Salma Ahmed ◽  
Roma Mitra Debnath
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Primary Data ◽  
Equation Modeling ◽  
Content Type ◽  
Km Strategy ◽  
Essential Knowledge ◽  
Dynamic Relationships ◽  
The Relationship

Purpose The purpose of this paper is to explore the dynamic relationships among the essential knowledge management (KM) constructs, i.e. strategy, enablers and processes, and to establish their links to organizational performance using a holistic integrated model. Design/methodology/approach The structural equation modeling approach was used in the research study. The primary data were collected from IT managers in Indian software firms. Findings The study successfully tested an integrated KM model in an Indian scenario. The study found that the KM strategy, enablers and processes had a significant positive relationship with the organizational performance. An appropriately designed KM strategy significantly influenced the KM enablers and KM process. KM enablers nurtured in an organization positively impacted the KM process. Furthermore, the KM process partially mediated the relationship between the KM strategy and organizational performance, and partially mediated the relationship between KM enablers and organizational performance. Originality/value This study is one of the few to empirically establish how the essential KM constructs of strategy, enablers and processes together impact organizational performance.

Gauging the impact of knowledge management practices on organizational performance – a balanced scorecard perspective

2018 ◽  
Vol 48 (1) ◽  
pp. 21-46 ◽  
Author(s):  
Vikas Gupta ◽  
Meenu Chopra
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Customer Service ◽  
Balanced Scorecard ◽  
Management Practices ◽  
Successful Implementation ◽  
Content Type ◽  
Internal Process ◽  
Ebsco Host ◽  
The Impact

Purpose This paper aims to explore knowledge management (KM) literature to understand the relationships among different KM practices and organizational performance (OP) in terms of the four balanced scorecard (BSC) outcomes, i.e. learning and growth, internal process, customer satisfaction and financial performance, as a measure of OP. Design/methodology/approach A systematic review of peer-reviewed journal articles has been carried out of theoretical and empirical articles to understand the linkages between KM practices and OP, accessed mainly through sources, such as ProQuest, EBSCO host, Google Scholar and other e-databases. Measures of OP have also been extracted from the literature and grouped under the four BSC outcomes to gauge the gravity of the effect. An integrated conceptual framework helps to explore the relationship between the said variables. Findings This study provides a conceptual model of the effect of various KM practices on different aspects of OP measured through BSC. It contributes to organizations by helping them understand the importance of integration of the KM efforts to obtain desirable results. It will, for the first time, put the entire organization in perspective and help managers draw a bigger picture to understand the overall effect of KM practices. Research limitations/implications First, the KM practices shortlisted for this research are extensive but the list may not be exhaustive. Second, the model is not empirically proved. Findings of the study would help in creating a roadmap to enhance performance by a successful implementation of KM practices. Originality/value This paper contributes to KM literature by adding the fact that KM practices not only affect learning and growth perspective of an organization but also have far-reaching effects on OP in terms of customer service perspective, internal process perspective and financial perspective.

Linking knowledge management practices to organizational performance using the balanced scorecard approach

Kybernetes ◽  
2019 ◽  
Vol 49 (1) ◽  
pp. 88-115
Author(s):  
Meenu Chopra ◽  
Vikas Gupta
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Management Practices ◽  
Equation Modeling ◽  
Limiting Factor ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Knowledge Management Practices ◽  
Knowledge Intensive

Purpose The purpose of this study is to develop a decomposed model to inspect the effect of knowledge management practices (knowledge sharing culture [KSC], knowledge-based human resource management [KHRM], strategy and leadership [S&L], information and communication technology [ICT] on organizational performance [OP]) by using the four balanced scorecard outcomes (BSC) (learning and growth [L&G], internal process [IP] perspective, customer satisfaction [CS] perspective and financial performance [FP]). Design/methodology/approach The research methodology included development of a research model based on comprehensive literature review followed by survey of knowledge-intensive organizations. A sample of 277 employees was obtained and structured equation modeling analysis using SPSS AMOS was conducted to test the proposed hypotheses. Findings The study shows that KSC and KHRM have a highly significant effect on all the four aspects of OP; S&L positively and significantly affects only L&G and IP but does not have any significant effect on the other two, i.e. CS and FP, while ICT practices did not affect any of the measures significantly. Research limitations/implications The data are limited to 277 middle and senior level managers of Indian firms, which may be a limiting factor for generalizability. Originality/value The proposed model uncovers the dynamics of individual relationships between KM practices and measures of performance (proposed by BSC) in comparison to existing models which have mainly focused on the overall effect.

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.

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.

Proliferating View of Knowledge Management and Balanced Scorecard Outcome Linkage

2018 ◽  
pp. 168-193 ◽  
Author(s):  
Yakup Akgül ◽  
Mustafa Zihni Tunca
Keyword(s):  
Knowledge Management ◽  
Customer Satisfaction ◽  
Financial Performance ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Specific Knowledge ◽  
Internal Process ◽  
Knowledge Infrastructure ◽  
Composite Models ◽  
The Impact

This chapter aims to develop the decomposed model to examine the impact of specific knowledge management resources (i.e., knowledge infrastructure capabilities and processes) on balanced scorecard outcomes (learning and growth, internal process, customer satisfaction, and financial performance). Prior research often utilizes composite models when examining the knowledge management-organizational performance link. But, understanding how individual resources relate to organizational performance remains gap. This study addresses this gap by assessing the links between specific knowledge management resources and organizational performance.

The impact of internal marketing and market orientation on performance: an empirical study in restaurant industry

2017 ◽  
Vol 21 (4) ◽  
pp. 273-290 ◽  
Author(s):  
Reza Salehzadeh ◽  
Javad Khazaei Pool ◽  
Reihaneh Alsadat Tabaeeian ◽  
Mojtaba Amani ◽  
Marjan Mortazavi
Keyword(s):  
Organizational Performance ◽  
Market Orientation ◽  
Balanced Scorecard ◽  
Structural Equation ◽  
Internal Marketing ◽  
Restaurant Industry ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to investigate the effects of internal marketing and market orientation on organizational performance based on the balanced scorecard (BSC). Design/methodology/approach A cross-sectional research design, drawing upon a questionnaire survey, was used to collect data from a sample of restaurants. Structural equation modeling was performed to test the relationship among the research variables using findings from the 164 participants. Findings The results revealed that internal marketing positively influenced market orientation and performance. In addition, market orientation was a direct antecedent of performance. Originality/value The findings provide important academic, practical and political implications for restaurant industry.

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