Knowledge Management Styles and Organizational Performance: An Empirical Study in a K-Space Framework

2004 ◽  
Vol 03 (04) ◽  
pp. 347-372 ◽  
Author(s):  
Maen Al-Hawari ◽  
Helen Hasan
Keyword(s):  
Knowledge Management ◽  
Empirical Study ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Extensive Study ◽  
Management Styles ◽  
Knowledge Space ◽  
Space Model ◽  
Manova Analysis

This paper addresses the relationships between certain attributes of knowledge, knowledge management styles and organizational performance. From an extensive study of the literature, an innovative knowledge space (K-Space) model of organizational knowledge was developed as the first stage of the research. This led to the identification of four knowledge management styles and a framework that relates these styles to knowledge creation and improved organizational performance. A survey instrument was developed to measure the constructs contributing to the relationships in this framework and mailed to 338 organizations in different Australian industries. The results confirm that an organization can improve its performance through better management of its knowledge capabilities. Using a MANOVA analysis, the four knowledge management styles were found to be deployed in significantly different ways by organizations in different industry types. There is, however, in all organizations a particular benefit from deploying a balance of knowledge management styles which combine the human and technology perspectives. The findings of the study also demonstrate that the K-Space model provides a basis for a new way of conceptualising knowledge creation processes within organizations.

Management styles and performance: a knowledge space framework

2003 ◽  
Vol 7 (4) ◽  
pp. 15-28 ◽  
Author(s):  
Helen Hasan ◽  
Maen Al‐hawari
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Management Approach ◽  
Management Styles ◽  
Knowledge Space ◽  
Knowledge Assets ◽  
And Performance ◽  
Executive Managers ◽  
Innovative Capacity

The selection of an appropriate style for a knowledge management initiative for the company is recognized as a dilemma for most managers who have an interest in the knowledge asset and its applications. Innovation is an important part of organizational performance and a company’s innovative capacity may be dependent upon its ability to take advantage of its knowledge assets. It is therefore critical that there is compatibility between the firm’s knowledge management approach and the style that executive managers adopt for managing their knowledge assets in order to achieve the required optimum performance in their organization. In this paper the role of the knowledge management styles on organizational performance will be examined and understood through a conceptual model based on a k‐space framework.

scholarly journals Organizational Knowledge Systems Design & Implementation

2017 ◽  
Vol 1 (1) ◽  
pp. 215-228
Author(s):  
Abdulmunem AlShehhi ◽  
Wathiq Mansoor
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Systems Design ◽  
Talent Management ◽  
Research Paper ◽  
Organizational Knowledge ◽  
Knowledge Systems ◽  
Organization Learning ◽  
Proposed Model ◽  
Depth Analysis

This research paper aims to explain relationships of   organization learning (OL), knowledge management (KM), talent management (TM) practices and organizational performance (OP) in order to have excellent understanding of the subject by using in-depth analysis of the extant literature. This research offers mechanisms for Organizational Knowledge Systems (OKS) that will help the entity to apply OKS. The research paper has created a complete mechanism of the OKS then tests the proposed model. Keywords: Organization Learning, Knowledge Management, Talent Management and Organization Knowledge Systems.

The Effect of Knowledge Management Strategies and Enablers on Knowledge Creation Process and Organizational Performance by Using Partial Least Squares Regression Method

2012 ◽  
Vol 3 (4) ◽  
pp. 38-52 ◽  
Author(s):  
Cheng-Ping Shih ◽  
Hsin-Fu Chou
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Least Squares ◽  
Partial Least Squares ◽  
Knowledge Creation ◽  
Least Squares Method ◽  
Management Strategies ◽  
Integrative Model ◽  
Least Squares Regression ◽  
Creation Process

Under Knowledge-based economy, knowledge has been recognized as a form of capital for organizations and provides sustainable competitive advantages. knowledge is not only one of the few recyclable assets that continuously lends itself to new intellectual capital but also be integrated in many different ways in order to maximize its value. This paper has three research objectives. Firstly, measure the effect of Knowledge Management (KM) Strategies on KM Enablers; secondly, measure the effect of KM Enablers on the Knowledge Creation Process (KCP); thirdly, to measure the effect of KCP on the three aspects of Organizational Performance. A knowledge integrative model was built by using Partial Least Squares method, and the findings indicate that KM Strategies do have a significant effect on KM enablers, which in turn does have a significant effect on the KCP. KCP also has a significant effect on innovation, customer’s satisfaction and financial performance for Taiwan multinational company in Thailand.

Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success

2020 ◽  
Vol 24 (10) ◽  
pp. 2455-2489
Author(s):  
Shahnawaz Muhammed ◽  
Halil Zaim
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Design Methodology ◽  
Organizational Knowledge ◽  
Innovation Performance ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Leadership Support ◽  
Sharing Behavior

Purpose This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing. Design/methodology/approach Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey. Findings The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups. Research limitations/implications This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance. Originality/value Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

Knowledge Management Challenges in the Non-Profit Sector

2011 ◽  
pp. 2348-2354 ◽  
Author(s):  
Paula M. Bach ◽  
Roderick L. Lee ◽  
John M. Carroll
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Information Technologies ◽  
Theory Of The Firm ◽  
Organizational Knowledge ◽  
Management Program ◽  
Non Profit ◽  
Knowledge Based ◽  
Organizational Knowledge Creation ◽  
The Creation

The concept of knowledge management is rooted in cognitive psychology and organizational theory. Knowledge management is concerned with the creation, storage, and distribution of knowledge by groups, organizations, and communities. Two theoretical frameworks are instrumental in shaping the knowledge management discourse: organizational knowledge creation (Nonaka, 1994) and organizational knowledge (Spender, 1996). Widely cited in the literature is Ikujiro Nonaka’s (1994) explication of the epistemological and ontological dimensions of organizational knowledge creation. Michael Polanyi (1966), makes a distinction between tacit and explicit (codi- fied) knowledge in the epistemological dimension, whereas social interaction is the foundation of the ontological dimension. Over the years, the term knowledge management has been conflated with organizational learning and memory. Realizing that knowledge, memory, and learning are all interrelated, John-Christopher Spender (1996) proposed a knowledge-based theory of the firm. The knowledge-based theory of the firm is primarily concerned with the collective capabilities of generating, combining, and applying knowledge. Given the advances in computing and telecommunications technologies, scholars have considered how information technologies can be used strategically to facilitate knowledge management (Alavi & Leidner, 2001). For example, wikis, blogs, content management systems, and the like provide dynamic infrastructures that support the creation, transfer, and application of knowledge. More importantly, these tools enhance organizational memory that can subsequently be shared across time and space. However, a knowledge friendly culture (Davenport & Prusak, 1998) precedes an effective knowledge management program. The purpose of this article is to explore the challenges that arise in nonprofit settings, particularly the ways in which knowledge is stored and transmitted through an organization’s culture. We propose two key challenges that influence organizational culture: acceptance of change and leaders’ ability to develop a knowledge friendly culture. We conclude with a discussion on the role that these factors played in constraining a knowledge friendly culture in two case studies.

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