Developing a measurement instrument of knowledge management implementation in the Iranian oil industry

Kybernetes ◽  
2018 ◽  
Vol 47 (10) ◽  
pp. 1874-1905 ◽  
Author(s):  
Behzad Ghasemi ◽  
Changiz Valmohammadi
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Success Factors ◽  
Relevant Literature ◽  
Measurement Instrument ◽  
Oil Industry ◽  
Successful Implementation ◽  
Content Type ◽  
Road Map ◽  
Top Managers

Purpose The purpose of this paper is to develop a measurement instrument toward knowledge management (KM) implementation in the Iranian oil industry. Design/methodology/approach Based on an in-depth study of the relevant literature, the critical success factors (CSFs) related to the sub-factors were identified. Then, exploratory and confirmatory factor analysis was used to validate the instrument. Finally, based on the developed instrument, the KM implementation was evaluated in the subsidiaries of the Iranian oil industry. Findings The obtained results reveal the 13 factors as follows: human resource management; KM processes; information technology; business strategy; intellectual capital; KM system; executive practices of KM; management information system; culture; partnership and cooperation with business partners; KM road map; leadership commitment and support; and organizational environment. Research limitations/implications As this study was conducted in the Iranian oil industry, cautious should be taken regarding the generalizability of the results. Practical implications The proposed instrument can help policymakers and top managers of the subsidiaries of Iranian oil industry in successful implementation and measurement of their KM practices. Originality/value Identification and measurement of the CSFs of KM implementation through developing a comprehensive instrument in the context of the Iranian oil industry.

Identification and prioritization of critical success factors of knowledge management implementation using a novel hybrid group decision-making model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Behzad Ghasemi ◽  
Changiz Valmohammadi
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Hybrid Model ◽  
Group Decision Making ◽  
Critical Success Factors ◽  
Success Factors ◽  
Group Decision ◽  
Oil Industry ◽  
Content Type ◽  
Critical Success

Purpose The purpose of this study is to identify and prioritize the critical success factors (CSFs) of knowledge management (KM) implementation through a novel hybrid model, namely, Fuzzy Delphi method (FDM), interpretive structural modeling (ISM) and revised Simos, which is one of group decision-making (GDM) approaches. Design/methodology/approach The CSFs of KM implementation were identified through a systematic literature review. FDM was adopted to determine the CSFs in the Iranian oil industry. Then, a novel hybrid model consisting of ISM and revised Simos techniques were used to classify and prioritize the CSFs. Findings The obtained results suggest that there are 13 CSFs of KM implementation. The result of ISM shows that the CSFs of KM implementation were classified into five levels. The result of revised Simos reveals that the “human resources management” obtained the highest priority and “leadership commitment and support” and “intellectual capital” ranked second and third, respectively. Research limitations/implications As this research was performed in the Iranian oil industry, caution should be taken regarding the generalizability of the obtained results. Practical implications The top managers of the surveyed companies could get acquainted with CSFs of KM implementation in their organization and use a GDM technique that has various advantages to solve the relevant problems. Originality/value This paper provides a twofold contribution to expand KM and GDM literature and to the best knowledge of the authors, it is a novel hybrid GDM model of its kind.

Knowledge management in improving business process: an interpretative framework for successful implementation of AI–CRM–KM system in organizations

2020 ◽  
Vol 26 (6) ◽  
pp. 1261-1281 ◽  
Author(s):  
Sheshadri Chatterjee ◽  
Soumya Kanti Ghosh ◽  
Ranjan Chaudhuri
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Success Factors ◽  
Successful Implementation ◽  
Content Type ◽  
Critical Success ◽  
Crm System ◽  
Leadership Support ◽  
Adequate Fund ◽  
Interpretative Framework

PurposeThe purpose of this paper is to identify the critical success factors (CSFs) for AI-integrated CRM system for better knowledge management (KM) in organizations to improve business process.Design/methodology/approachThe factors critical for adoption of AI-integrated CRM system for efficient knowledge management are innumerable. The salient factors may be identified by several means. Methods like brainstorming and Delphi have been applied here. Sixteen CSFs have been identified. Then the interrelationship among these 16 factors, levels of their importance and the principal driving factors have been established by interpretative structural modelling (ISM) methodology.FindingsThe results show that out of 16 CSFs, leadership support, adequate fund and support of functional area leads are the most important CSFs for AI–CRM–KM integration.Practical implicationsThe results show that support of top management is essential for successful adoption of AI-integrated CRM system for better knowledge management to improve the business process.Originality/valueThis paper has taken a novel attempt to identify CSFs for AI-integrated CRM adoption for efficient knowledge management system in organizations for improvement of business process and to establish interrelationship among those CSFs with the help of ISM methodology.

Modelling the critical success factors of women entrepreneurship using fuzzy AHP framework

2018 ◽  
Vol 10 (1) ◽  
pp. 81-116 ◽  
Author(s):  
Kumari Amrita ◽  
Chandra Prakash Garg ◽  
Saumya Singh
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Fuzzy Ahp ◽  
Relevant Literature ◽  
Government Support ◽  
Entrepreneurial Activity ◽  
Successful Implementation ◽  
Women Entrepreneurship ◽  
Content Type ◽  
Critical Success

Purpose The contribution of women toward entrepreneurial activities has gained significant attention in recent years because of economic and social concerns, government support and initiatives and increased education and awareness. Women’s entrepreneurial activity has increased and women-owned businesses can today be found in every sector of the economy, irrespective of region. In India, government bodies such as the Ministry of Micro, Small and Medium Enterprises (MSMEs) and several other organizations (private and NGOs) have adopted considerable measures to promote women entrepreneurship (WE). To improve WE, the critical factors of WE adoption need to be identified and evaluated. The purpose of this paper is to identify, prioritize and evaluate the critical success factors of WE adoption in Indian MSMEs. Design/methodology/approach This paper proposes a methodology based on fuzzy analytical hierarchal process to prioritize the critical success factors of WE adoption. A numerical analysis of Indian MSMEs is presented to demonstrate the use of the proposed method. This proposed method considered fuzzy framework, which can handle impreciseness and uncertainty. Sensitivity analysis is also performed to test the robustness of the proposed model. Findings Potential critical success factors are identified from relevant literature and validated by industry experts. This research finalize the critical success factors of WE adoption in Indian MSMEs under seven dimensions, so prioritization of identified critical success factors can be developed and insights relationship of factors would be explored. The results of the study found that individual, management and government dimensions take paramount importance while women aim to become entrepreneurs in Indian MSMEs. Research limitations/implications This study is limited to identifying evaluation factors; other factors have not been identified and categorized. Evaluation is one by experts in this area so it is natural that views of decision-makers may be subjective and vary with regard to industry-type, priorities, resources, etc. Practical implications This study will help industry to identify, evaluate and prioritize factors for successful implementation of women entrepreneurship. MSMEs could device these factors by applying the outcome of the study in their decisions with higher priority to implement women entrepreneurship culture. Originality/value Potential factors are identified from relevant literature and validated by industry experts. Indian MSMEs could device these factors by applying the outcome of the study in their decisions with higher priority to adopt women entrepreneurship.

International market expansion and diversification opportunities for KBB Resources Berhad Malaysia

2014 ◽  
Vol 4 (1) ◽  
pp. 1-6
Author(s):  
Rashid Ameer ◽  
Marveys Willfred Ayomi
Keyword(s):  
Business Strategy ◽  
Organizational Design ◽  
Success Factors ◽  
Real Life ◽  
Subject Area ◽  
Management Decision ◽  
Content Type ◽  
Market Expansion ◽  
Top Managers ◽  
Internationalization Strategy

Subject area International business. Study level/applicability Bachelor level. Case overview This case study simulates a real life management decision. It explores the planning, organizing and controlling challenges associated with developing an internationalization strategy. Top managers planning to expand “internationally” contemplate about potential international markets should understand the risks and opportunities they present and how best to deal with them. Often organizational design is neglected prior to embarking on internationalization strategy. The case provides contrasting perspectives and entry options, to highlight the importance of an in-depth evaluation of alternatives. Expected learning outcomes Analyze and evaluate the strengths and weaknesses of business prior to exploiting international opportunities. Discuss key success factors, each of which has a different degree of importance in formulating a domestic and multinational business strategy. Understand economic, social, cultural, and political risks, and how a company can use of market research to identify and manage such risks. Formulate an internationalization strategy based on the evaluation of the costs and control provided by different international entry options. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals Development of a roadmap for Lean Six Sigma implementation and sustainability in a Scottish packing company

2020 ◽  
Vol 32 (6) ◽  
pp. 1263-1284 ◽  
Author(s):  
Verónica Flor Vallejo ◽  
Jiju Antony ◽  
Jacqueline Ann Douglas ◽  
Paul Alexander ◽  
Michael Sony
Keyword(s):  
Continuous Improvement ◽  
Six Sigma ◽  
Success Factors ◽  
Lean Six Sigma ◽  
High Rate ◽  
Successful Implementation ◽  
Content Type ◽  
Reference Guide ◽  
Road Map ◽  
Road Maps

PurposeLean Six Sigma (LSS) is a continuous improvement methodology that has been adopted by several companies as a strategy to increase their competitive advantage. However, due to the misuse of LSS theory in practice, a high rate of implementation failure results. There is a need for a structured and standardised framework to describe how the LSS initiative should be implemented and sustained over time. As a result, this study aims to develop a practical, user-friendly and accurate LSS road map for a Scottish manufacturing small and medium enterprise.Design/methodology/approachThe approach was to analyse existing literature on lean and Six Sigma that included road maps and critical success factors (CSFs) in order to design an in-company, quantitative survey instrument. The aim of the survey was to evaluate employees' perceptions on the importance of LSS CSFs for the successful implementation and sustainability of a continuous improvement initiative. Based on the literature and results from the data collected, an LSS reference guide - in the form of a road map - was designed to support LSS implementation and sustainability.FindingsA customised LSS reference guide in a road map format for the Scottish SME was proposed. This road map was developed by adopting existing successful road maps from the literature into consideration and then adapting them to fulfil the company's particular perspective on CI. This study complements current literature on LSS road maps and corroborates LSS CSFs as crucial for successful LSS implementation and sustainability, regardless of the type of company and/or culture. However, a degree of importance is ascribed to the organisation's culture.Research limitations/implicationsWhilst a survey was used as the data collection instrument future interviews with employees would enhance the understanding of the organisational culture and hence further improve the road map.Originality/valueThe authors developed a practical and strategic roadmap for a Scottish packaging small- and medium-sized enterprise (SME) which can be used by other similar SMEs. The proposed LSS road map can be replicated and/or adapted for companies in their application of LSS. The methodology by which this study's road map was designed can be used as a guide in the development of further CI road maps.

Knowledge management

2014 ◽  
Vol 14 (1) ◽  
pp. 108-134 ◽  
Author(s):  
Morteza Shokri-Ghasabeh ◽  
Nicholas Chileshe
Keyword(s):  
Knowledge Management ◽  
Success Factors ◽  
Research Study ◽  
South Australia ◽  
Lessons Learned ◽  
Extensive Literature ◽  
Management Support ◽  
Content Type ◽  
Critical Success ◽  
Methodological Triangulation

Purpose – A research study has been undertaken at the University of South Australia to introduce application of lessons learned process in construction contractors ' bidding process in the context of knowledge management. The study aims to identify barriers to effectively capture lessons learned in Australian construction industry and how knowledge management can benefit from lessons learned application. Design/methodology/approach – The research study has been undertaken through conducting a “methodological triangulation” and “interdisciplinary triangulation”. This involved an extensive literature review of knowledge management, organisation learning, lessons learned and associated processes and administration of a questionnaire to a sample of construction contractors operating in Australia to elicit opinions on the main barriers to capturing lessons learned, practices such as existence and retention of documentation procedures. A total of 81 useable responses were received from 450 organisations. Response data were subjected to descriptive and inferential statistics with correlation analysis to examine the strength of relationship among the barriers. Findings – The top-3 barriers to the effective capturing of lessons learned were “lack of employee time”, “lack of resources” and “lack of clear guidelines”, whereas, “lack of management support” was the least ranked barrier. The study established that despite the majority of the ACCs having formal procedures for recording the tenders submitted and their outcomes, only a minority actually retained the lessons learned documentation for each project. The larger contractors were found to be more aware of the importance of lessons learned documentation. A comparative analysis with previous studies also found a disparity in the ranking of the barriers. Research limitations/implications – The majority of the participants were small construction contractors in Australia. The reason is that the researchers were not aware of the contractors ' size prior to inviting them for participation in the research study. Second the findings may not generalize to other industries or to organisations operating in other countries. Originality/value – The findings of this survey help ACCs to understand the importance of lessons learned documentation as part of lessons learned implementation and identify the barriers to effectively document their lessons learned. The study provides insights on the barriers and proposes advocated solutions in form of drivers and enablers (critical success factors) of organisational learning capturing among the Australian construction contractors. By reviewing the current literature, “post-project reviews” and “lessons learned” as important elements of organisation learning knowledge transfer, are addressed. Finally, contribution of this study to knowledge and practice has been discussed in this paper.

The central role of knowledge management in business operations

2015 ◽  
Vol 21 (5) ◽  
pp. 1117-1139 ◽  
Author(s):  
Dimitrios Chatzoudes ◽  
Prodromos Chatzoglou ◽  
Eftichia Vraimaki
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Self Report ◽  
Successful Implementation ◽  
Management Process ◽  
Content Type ◽  
Organisational Climate ◽  
Innovative Culture ◽  
The Impact

Purpose – Knowledge Management (KM) is a contemporary research field of high interest for both academics and practitioners. For more than 15 years, successful companies have used KM as their most valuable source of competitive advantage. The purpose of this paper is attempt to extend the existing empirical approaches (research models), by focusing on the process of KM and its diffusion throughout the organisation. Design/methodology/approach – The present study proposes a newly developed conceptual framework that adopts a four-step approach, highlighting four areas of interest that have never been simultaneously examined before: knowledge antecedents, KM process, KM outcomes (satisfaction from the KM process) and individual (employee) outcomes. The proposed conceptual framework is tested, using a structured questionnaire, in a sample of 211 bank employees. The reliability and the validity of the questionnaire were thoroughly examined, while research hypotheses were tested using the “Structural Equation Modelling” technique. Findings – The results revealed that companies with enhanced innovative culture and an organisational climate that facilitates cooperation between employees tend to promote and ultimately maximise knowledge diffusion. Moreover, a contribution of the present study is the empirical confirmation of the relationship between the proposed factor “satisfaction from the knowledge management process” and both organisational commitment and job satisfaction. Research limitations/implications – A limitation stemming from the adopted methodology is the use of self-report scales to measure the factors (constructs) of the proposed model. Moreover, the present paper lacks a longitudinal approach, since it provides a static picture (snapshot) of the application of KM within enterprises. Practical implications – The paper highlights-specific areas (factors) that companies should enhance in order to harvest the potential benefits of KM. According to the empirical findings, organisations should focus on their human capital when managing their knowledge processes. After all, employee satisfaction from the KM process is found to be crucial for enhancing their job satisfaction and job performance. Originality/value – The paper proposes an enhanced conceptual framework that incorporates critical issues concerning the successful implementation of KM, thus, providing valuable tools for decision makers and academics. Its originality lies in the nature of its approach. More specifically, the present study examines the impact of KM on individual-level (employee), something that rarely appears in the relevant literature. Additionally, it incorporates “satisfaction from the knowledge management process” as a significant outcome of the KM process, thus, enriching the literature of the field. Finally, it investigates the impact of three contextual factors (innovative culture, organisational climate, inter-functional coordination) on KM process (externalisation, internalisation, socialisation, combination), adopting an approach that acknowledges KM as a function (factor) that transmits contextual influence onto individual effectiveness. The results of the study may be generalised in other sectors with similar characteristics (knowledge-intensive and learning organisations, service sector companies, etc) and in other developed countries whose financial institutions face similar challenges as the ones in Greece.

Quality 4.0 conceptualisation and theoretical understanding: a global exploratory qualitative study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiju Antony ◽  
Olivia McDermott ◽  
Michael Sony
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Full Range ◽  
Senior Management ◽  
Successful Implementation ◽  
Motivating Factors ◽  
Theoretical Understanding ◽  
Content Type ◽  
Critical Success ◽  
Management Professionals

PurposeQuality 4.0 has a unique potential to create a competitive advantage for organisations by improving customer experience and enhancing profitability. The purpose of this study is to examine Quality 4.0, the9; benefits, motivating factors, critical success factors and the skills required by quality professionals in the successful implementation of Quality 4.0. The study also investigates the organisational readiness factors9 and challenges that need to be addressed before Quality 4.0 adoption and assess their importance.Design/methodology/approachA qualitative interview approach was utilised by interviewing a panel of senior management, engineering and continuous improvement (CI); professionals working in leading companies in Asia, Europe and America who are currently deploying Quality 4.0.FindingsThis study provides a theoretical base for the Quality 4.0 body of knowledge in terms of an organisation’s adoption and overcoming implementation challenges and providing examples of Quality 4.0 application. Organisations can use this study to understand what Quality 4.0 means to industry, the benefits and motivating factors for implementing, the Critical Success Factors, challenges, the organisational readiness factors and the role of leadership in a Quality 4.0 deployment. In addition, the study looks at the skills required by future Quality 4.0 professionals in terms of hard skills, soft skills and a curriculum for educating future quality management professionals. The respondents cited that predictive analytics, sensors and tracking, and electronic feedback loops are the most critical technologies for driving Quality 4.0.Research limitations/implicationsOne of the limitations of this research was that as this area is a nascent area the researchers were limited in their literature review. The second limitation was that the study was based on 12 interviews. A more comprehensive longitudinal study would yield more data so that better and robust conclusions can be derived from the study.Originality/valueThis is the first empirical study on Quality 4.0, which captures the viewpoints of senior management professionals on a full range of topics related to Quality 4.0 motivation for deployment, implementation and readiness for its adoption.

Institutional contradiction and BSC implementation: comparative organizational analysis

2019 ◽  
Vol 27 (3) ◽  
pp. 414-440 ◽  
Author(s):  
Nizar Mohammad Alsharari ◽  
Riyad Eid ◽  
Ali Assiri
Keyword(s):  
Balanced Scorecard ◽  
Relevant Literature ◽  
Implementation Process ◽  
Successful Implementation ◽  
Organizational Analysis ◽  
Accounting Systems ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Exploratory Investigation ◽  
Dialectical Perspective

Purpose This paper aims to explain institutional contradictions in the balanced scorecard (BSC) implementation process between organizations, which successfully implemented BSC. The purpose of this paper is to identify a comprehensive set of potential determinants influencing the successful implementation of BSC. Design/methodology/approach This study is an exploratory investigation into the BSC implementation based on a dialectical perspective. It uses the triangulation of data collection including interviews, documents and surveys. This also includes a comprehensive scrutiny of the relevant literature; a comprehensive analysis of case studies of BSC implementations in four organizations; and interviews and documents evidences that have already implemented or are in the process of implementing BSC. Findings The BSC was successfully implemented in the organizations, when the accounting systems introduced in these organization had already been institutionalized, that is, accepted and used on day-to-day basis. The dialectical perspective postulates that for change to become institutionalized in the organization, it needs to overcome the problem of embedded agency. This process of change is possible due to the accumulation of institutional contradiction that enables human praxis to introduce change (Seo and Creed, 2002). Research limitations/implications There is a need to empirically test and refine the proposed factors and explore relationships among the various variables by collecting data from organizations that have already implemented BSC. Practical implications The findings of this study are important and relevant to all the different-sized organizations in the different sectors and industries. This study also makes a significant contribution to society in general. Originality/value This paper contributes to the literature on organizational and accounting change that emphasis the crucial role that institutional contradiction plays in the process of BSC implementation. The findings of this study will help management in making crucial decisions and in resource allocations that are required to make the BSC implementation a success.

scholarly journals Critical success factors of Lean Six Sigma from leaders’ perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Alnadi ◽  
Patrick McLaughlin
Keyword(s):  
Thematic Analysis ◽  
Six Sigma ◽  
Success Factors ◽  
Employee Motivation ◽  
Lean Six Sigma ◽  
Previous Literature ◽  
Successful Implementation ◽  
Content Type ◽  
Critical Success ◽  
Key Aspects

Purpose This paper aims to provide a synthesis of the results of the previous literature on leadership behaviours that enable successful Lean Six Sigma implementation. Design/methodology/approach The published literature that relates to leadership and Lean Six Sigma has been included. A thematic analysis was conducted on the previous literature which helped in identifying the relevant aspects and associating the behaviours with specific aspects. Findings After analysing the literature, seven key aspects have emerged: communication, culture of continuous improvement, coaching and developing employees, creating vision and aligning goals, employee motivation, employee empowerment and leadership commitment and support. The main leadership behaviours that facilitate and support Lean Six Sigma implementation have been summarised. Originality/value Thematic analysis in this field is scarce, so identifying the leadership behaviours’ themes can help researchers in developing a framework of leadership behaviours. Organisations and practitioners of Lean Six Sigma can take into consideration these behaviours as a key to the successful implementation of Lean Six Sigma. They can adjust their behaviours and know the behaviours that need to be developed amongst leaders. This would facilitate the Lean Six Sigma journey by overcoming the challenges that face practitioners during Lean Six Sigma implementation.

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