The Influence of Knowledge Management Process Supported With Organizational Strategies on Organizational Performance via Organizational Innovation and Technology

2018 ◽  
pp. 711-751 ◽  
Author(s):  
Yakup Akgül ◽  
Mustafa Zihni Tunca
Keyword(s):  
Knowledge Management ◽  
Stock Market ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Business Strategies ◽  
Organizational Strategies ◽  
The Balanced Scorecard ◽  
Management Processes ◽  
Innovation And Technology ◽  
Knowledge Management Processes

In this chapter, the authors aim to investigate the impact of knowledge management and strategy configuration coherence on İstanbul stock market businesses' innovation and organizational performance through a quantitative analysis carried out on a sample of 203 İstanbul stock market businesses. This study also identified the relationship of organizational performance from the standpoint of the balanced scorecard, which includes the customer-related, internal business process and perceptual financial aspects of organizational performance in İstanbul stock market businesses context. A survey was administered and a sample of 203 middle managers was analyzed using partial least squares (PLS-Smart 2.0) for inferential analysis and SPSS version 22 for descriptive insights. The results of the study revealed that business strategies influence the knowledge management processes fully or partially. Knowledge management processes influence the innovation partially. Innovation influences the organizational performance fully. Knowledge management processes and technology influence the organizational performance partially. Knowledge management processes, technology, and business strategies influence the organizational performance partially.

Knowledge Management Strategies

2015 ◽  
pp. 184-194
Author(s):  
Salwa Alhamoudi
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management Strategies ◽  
Theory And Practice ◽  
Strategic Knowledge ◽  
The Balanced Scorecard ◽  
Public Organisations ◽  
Strategic Knowledge Management

In an era of sweeping technological and economic change, interest in Knowledge Management (KM) and the Balanced Scorecard (BSC) has grown among public administrators because these address issues of change, innovation, and environmental adaptation, all of which have been major concerns in organisation theory and practice for decades and are clearly important now as public organisations are being reinvented and reengineered. This chapter aims to investigate how do Knowledge Management Strategies influence the development of an organisation's strategies and how BSC could be used to develop Strategic Knowledge Management Balanced System (KMBS) for strategic management. The research provides a theoretical theory through linking research and literature on Strategic Management (SM), Knowledge Management (KM), and Balance Scorecard (BSC). This chapter examines the underappreciated influence of strategic Knowledge Management on performance management by using the Balanced Scorecard in the public sector.

Knowledge Management Strategies

2015 ◽  
pp. 857-867
Author(s):  
Salwa Alhamoudi
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management Strategies ◽  
Theory And Practice ◽  
Strategic Knowledge ◽  
The Balanced Scorecard ◽  
Public Organisations ◽  
Strategic Knowledge Management

In an era of sweeping technological and economic change, interest in Knowledge Management (KM) and the Balanced Scorecard (BSC) has grown among public administrators because these address issues of change, innovation, and environmental adaptation, all of which have been major concerns in organisation theory and practice for decades and are clearly important now as public organisations are being reinvented and reengineered. This chapter aims to investigate how do Knowledge Management Strategies influence the development of an organisation's strategies and how BSC could be used to develop Strategic Knowledge Management Balanced System (KMBS) for strategic management. The research provides a theoretical theory through linking research and literature on Strategic Management (SM), Knowledge Management (KM), and Balance Scorecard (BSC). This chapter examines the underappreciated influence of strategic Knowledge Management on performance management by using the Balanced Scorecard in the public sector.

Performance Measures for Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 27-39 ◽  
Author(s):  
Jasna Dhansukhlal ◽  
Abdus Sattar Chaudhry
Keyword(s):  
Knowledge Management ◽  
Performance Measurement ◽  
Performance Measures ◽  
Intellectual Capital ◽  
Balanced Scorecard ◽  
Exploratory Study ◽  
Intangible Assets ◽  
The Balanced Scorecard ◽  
Business Excellence

An exploratory study of the existing performance measures carried out through reviews of websites revealed a variety of approaches that organizations use in implementing knowledge management. The main measures are the balanced scorecard and the intangible assets monitor, both of which provide a comprehensive, developed and tested approach to performance measurement of knowledge management. Additional measures include Skandia's intellectual capital taxonomy and AFS business navigator, the business excellence model, the intellectual capital index, Montague Institute's 12 techniques used to value intangible assets and the APQC measurement efforts.

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