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

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

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

The impact of social technologies on knowledge management processes

Kybernetes ◽  
2019 ◽  
Vol 48 (8) ◽  
pp. 1731-1756
Author(s):  
Ali Akbar Haddadi Harandi ◽  
Mona Bokharaei Nia ◽  
Changiz Valmohammadi
Keyword(s):  
Knowledge Management ◽  
Knowledge Exchange ◽  
Factor Loading ◽  
Knowledge Utilization ◽  
Equation Modeling ◽  
Content Type ◽  
Management Processes ◽  
Social Technologies ◽  
The Impact ◽  
Knowledge Management Processes

Purpose The importance of e-literacy of staff in the digital life is fundamentally very crucial, to such an extent that it is considered as one of the primary conditions for successful utilization of knowledge management processes using social technologies within organizations. This study aims to explain and test a novel conceptual model to show the impact of applying social technologies on knowledge management (KM) processes in the context of Iranian organizations, considering the moderator role of e-literacy of employees. Design/methodology/approach Based on an in-depth study of the relevant literature, a questionnaire was designed. The sound questionnaires obtained from our sample size was 207 and respondents were experts in the field of information technology (IT) within the Central Office of Insurance companies in Tehran. The collected data were analyzed using structural equation modeling and path analysis. Findings The results indicate that the use of social technologies with the factor loading of 0.57 has the highest impact on knowledge exchange and 0.61 on knowledge utilization. In addition, the results indicate that e-literacy with the factor loadings of 0.69 and 0.74 has the highest impact on knowledge exchange and knowledge utilization, respectively. In addition, the impact of social technologies with the factor loading of 0.82 has the highest impact on e-literacy. Research limitations/implications One of the limitations of this study was the generalizability of the findings, which may be limited, as it is focused on one developing country. Also, the lack of full implementation of KM and the use of social technologies in the insurance industry may affect the obtained results. Originality/value To the best knowledge of the authors, this study is among the first of its kind which examines the impact of social technologies usage on the KM processes considering an important variable, i.e. e-literacy of employees.

Knowledge management processes, innovation capability and organizational performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahmoud Mohammad Migdadi
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Equation Modeling ◽  
Innovation Capability ◽  
Unified Framework ◽  
Content Type ◽  
Management Processes ◽  
The Impact ◽  
Knowledge Management Processes

PurposeThe purpose of this study is to introduce a unified framework which integrates knowledge management processes (knowledge creation, sharing, storage and documentation and acquisition), innovation capability (product, process, marketing and organizational and organizational performance (operational, financial and product quality). Then empirically test the effect of knowledge management processes (KMP) on innovation capability (IC), the effect of IC on organizational performance (OP) and the impact of KMP on OP through the mediator (IC).Design/methodology/approachA questionnaire was designed and addressed to the general managers of the Jordanian companies making up the target population. Statistical techniques employed included confirmatory factor analysis and structural equation modeling (SEM) using AMOS 24 to test the hypotheses.FindingsThe results show that KMP influences IC, IC affects OP and KMP impacts OP through the mediator (IC).Research limitations/implicationsThe use of longitudinal data and comparisons with this study would provide further insights that would assist in generalizing knowledge related to the relationships among KMP, IC and Os' P.Practical implicationsIf organizations fully comprehend KMP and IC, they would be able to implement them successfully, creating value for their companies and improving OP.Originality/valueThe existing research on KMP and IC is primarily conceptual and descriptive in nature, and empirical research confirming the real impact of KMP when developing IC is lacking. Also. the relationship between innovation capabilities and OP has not been adequately studied. Hence, this study introduces a conceptual framework which integrates KMP, IC and OP and simultaneously empirically tests the relationships among them.

scholarly journals THE ROLE OF KNOWLEDGE ACQUISITION IN ENHANCING KNOWLEDGE MANAGEMENT PROCESSES IN HIGHER EDUCATION INSTITUTIONS

2021 ◽  
Author(s):  
Ibrahim MATAR ◽  
Jurgita RAUDELIŪNIENĖ
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Structural Equation ◽  
Higher Education Institutions ◽  
Field Research ◽  
Equation Modeling ◽  
Management Processes ◽  
The Impact ◽  
Knowledge Management Processes

Purpose – this article investigates the impact of knowledge acquisition on the leading knowledge management processes such as knowledge storage, application, and creation in higher education institutions. Research methodology – scientific literature review and hypotheses were used to develop the research model. The re-search data was collected from 202 academics from Lebanese higher education institutions. The structural questionnaire and structural equation modeling techniques were employed to test the research hypotheses. Findings – the findings confirmed the knowledge acquisition process’s leading role with the highest impact on knowl-edge creation and provided valuable insights for scientists in the knowledge acquisition field. Research limitations – this study’s results are primarily applicable in Lebanon and can’t be generalized to other coun-tries. Therefore, a further researcher should encompass diverse countries to generalize the findings on a global level. Practical implications – the results emphasize more attention for higher education institutions’ administration to focus on higher education institutions’ knowledge management cycle, particularly on the knowledge acquisition process. Originality/Value – in this study, the significant influence of knowledge acquisition on other knowledge management processes in the Lebanese higher education institutions has been revealed, as no prior research in Lebanon is found.

Organizational Culture and Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 57-63 ◽  
Author(s):  
Thou Tin Lim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Cultural Context ◽  
Management Practices ◽  
Cultural Leadership ◽  
Management Processes ◽  
New Business ◽  
Knowledge Management Practices ◽  
The Impact ◽  
Knowledge Management Processes

As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

Positioning organisational culture in knowledge management research

2015 ◽  
Vol 19 (2) ◽  
pp. 164-189 ◽  
Author(s):  
Said Abdullah Al Saifi
Keyword(s):  
Knowledge Management ◽  
Organisational Culture ◽  
Organisational Performance ◽  
Content Type ◽  
Management Processes ◽  
Beliefs And Values ◽  
Multi Level ◽  
Espoused Beliefs ◽  
The Impact ◽  
Knowledge Management Processes

Purpose – The purpose of this paper is to propose a conceptual model for understanding the impact of organisational culture on knowledge management processes and their link with organisational performance. It is suggested that organisational culture should be assessed as a multi-level construct comprising artefacts, espoused beliefs and values and underlying assumptions. A holistic view of organisational culture and knowledge management processes, and their link with organisational performance, is presented. Design/methodology/approach – A comprehensive review of previous literature was undertaken in the development of the conceptual model. Taken together, the literature and the proposed model reveal possible relationships between organisational culture, knowledge management processes and organisational performance. Findings – Potential implications of organisational culture levels for the creation, sharing and application of knowledge are elaborated. In addition, the paper offers possible new insight into the impact of organisational culture on various knowledge management processes and their link with organisational performance. Research limitations/implications – A number of possible relationships between organisational culture factors, knowledge management processes and their link with organisational performance were used to examine such relationships. Practical implications – The research model highlights the multi-level components of organisational culture. These are: the artefacts, the espoused beliefs and values and the underlying assumptions. Through a conceptualisation of the relationships between organisational culture, knowledge management processes and organisational performance, the study provides practical guidance for practitioners during the implementation of knowledge management processes. Originality/value – The focus of previous research on knowledge management has been on understanding organisational culture from the limited perspective of promoting knowledge creation and sharing. This paper proposes a more comprehensive approach to understanding organisational culture in that it draws on artefacts, espoused beliefs and values and underlying assumptions, and reveals their impact on the creation, sharing and application of knowledge which can affect the overall organisational performance.

scholarly journals The Impact of Knowledge Management Processes on the Quality of Higher Education from the Perspective of University Professors: A Case Study of the Professors of the Faculty of Economic and Commercial and Administrative Sciences, University of Biskra – Al

2020 ◽  
Vol 13 (44) ◽  
pp. 28-54
Author(s):  
أ. جمعة خير الدين ◽  
أ. أحلام دريدي ◽  
أ. صبرينة خليل
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
University Professors ◽  
Quality Of Higher Education ◽  
Management Processes ◽  
The University ◽  
The Impact ◽  
Knowledge Management Processes

This study aimed to identify the impact of knowledge management processes on the quality of higher education from the viewpoint of university professors at the Faculty of Economic,Commercial and Administrative Sciences at the University of Muhammad Khaydar Biskra. To achieve this objective, the descriptive analytical and case study method was used. Thestudy population was 195 professors, 109 of whom were selected as a sample of the study. To collect data from the study sample, a questionnaire was used. 195 questionnaires weredistributed to the study sample, but 72 questionnaires were returned at a rate of return (66.05%). Then the hypotheses were tested based on a set of research methods, using theSPSS software. Major findings of the study indicated a statistically significant effect of knowledge management processes with their dimensions (quality of scientific research,quality of student services and graduates, quality of curricula and study programs) on the quality of higher education among professors of the Faculty of Economic, commercial andadministrative sciences at the University of Biskra. The study concluded with a set of recommendations, including the adopting knowledge management processes approach todevelop and improve the quality of higher education institutions, utilizing and activating professors' roles, knowledge, ideas and expertise.Keywords: knowledge management, knowledge management processes, higher education quality, university professors, University of Biskra.

Role of collaborative culture and knowledge management process for stimulating radical and incremental innovation: a comparative moderation approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Usman Shehzad ◽  
Jianhua Zhang ◽  
Phong Ba Le
Keyword(s):  
Knowledge Management ◽  
Organizational Support ◽  
Incremental Innovation ◽  
Equation Modeling ◽  
Management Process ◽  
Collaborative Culture ◽  
Innovation Capability ◽  
Content Type ◽  
The Impact

PurposeThe primary objective of this study is to assess the role of a collaborative culture in the organization’s knowledge management process (KMP) and how it is associated with radical and incremental innovation under the moderating role of ownership formapjm in Pakistani firms.Design/methodology/approachThis research used the quantitative method and structural equation modeling approach to examine hypotheses with data obtained by the survey from 280 participants in 85 Pakistani firms.FindingsThe findings of this study indicate that the KMP significantly mediates between collaborative culture and two specific types of innovation, namely radical innovation and incremental innovation. In addition, the ownership form can serve as a moderator in the relationship between KMP and innovation capability.Research limitations/implicationsFuture research should explore the moderating impact of other strategic or behavioral factors, such as self-efficacy, job experience, education level, optimism and organizational support, to better clarify the association between these latent constructs.Practical implicationsThis research provides leaders with a better view of the mechanism of knowledge management and the impact of ownership form and possible influences in their organizations to foster innovation capabilities.Originality/valueThis paper has prompted theoretical and practical attempts on innovation management theory that allow firms to recognize the necessary factors and processes to improve the firm’s innovation capability.

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.

The impact of leadership on trust, knowledge management, and organizational performance

2017 ◽  
Vol 117 (3) ◽  
pp. 521-537 ◽  
Author(s):  
Alex Koohang ◽  
Joanna Paliszkiewicz ◽  
Jerzy Goluchowski
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Effective Leadership ◽  
Linear Connection ◽  
Successful Implementation ◽  
Path Modeling ◽  
Content Type ◽  
Management Processes ◽  
The Impact ◽  
Knowledge Management Processes

Purpose The purpose of this paper is to build a research model that examines the impact of leadership on trust, knowledge management and organizational performance. Design/methodology/approach An instrument containing six constructs (leadership: leading organization; leadership: leading people; leadership: leading self, trust, knowledge management and organizational performance) was designed and administered to subjects from all levels of management in various organizations in nine regions of the USA. Collected data were analyzed using partial least squares path modeling to test the hypotheses. Findings The study’s findings revealed positive and significant linear connection among leadership (leading organization, leading people and leading self), trust, knowledge management and organizational performance. Practical implications The findings imply that effective leadership (leading organization, leading people and leading self) contributes to elevated trust among people, promotes the successful implementation of knowledge management processes, and in turn enhances organizational performance. Therefore, leadership training and development must be a top strategic priority for any organization. Originality/value This study enriches the literature by demonstrating that effective leadership stands as the bedrock of the elevated trust, the successful knowledge management processes and the enhanced organizational performance.

Enablers and processes for effective knowledge management

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

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

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