Impact of Knowledge Management Capabilities on Knowledge Management Effectiveness in Indian Organizations

Executive Summary Since the existence of organization, organizational knowledge has been managed more informally than in formal ways. This was done through a knowledge supporting culture, by trusting and managing the employees. This was possible due to the small size of the organizations and co-location of employees. However, increasing global competition and growth of marketplaces have created a competitive incentive among many companies to consolidate and reconcile their knowledge assets as a means of creating value that is sustainable over time. In such a scenario, a need was felt to formally manage knowledge by developing capabilities. The objective of this research article is to explore the knowledge management (KM) capabilities in large Indian organizations and their impact on knowledge effectiveness. It is based on the premise that together the perspectives of KM infrastructure and KM processes provide a useful theoretical foundation for defining important aspects of knowledge effectiveness in organizations. Knowledge management capabilities are explored with respect to infrastructure, structure, and culture. Knowledge management processes comprise creation/acquisition, storage, dissemination, and application. This research has found evidence that large Indian organizations have started realizing the importance of managing knowledge as a strategic asset. However, the approach is different in different organizations. Some organizations rely more on creating knowledge infrastructure capabilities through culture and structure while others equally emphasize the need of process approach to manage both tacit and explicit knowledge within the organization. KM effectiveness is defined in terms of improved communication, enhanced collaboration, improved employee skills, better decision-making, and improved productivity. Data collected from 156 organizations was subject to structural equation modelling. The results established that both infrastructure capabilities and process capabilities play an important role in improving KM effectiveness.

Download Full-text

Factors influencing innovation performance in higher education institutions

The Learning Organization ◽

10.1108/tlo-12-2018-0205 ◽

2020 ◽

Vol 27 (4) ◽

pp. 365-378 ◽

Cited By ~ 1

Author(s):

Mercy Asaa Asiedu ◽

Hod Anyigba ◽

Kwame Simpe Ofori ◽

George Oppong Appiagyei Ampong ◽

John Agyekum Addae

Keyword(s):

Higher Education ◽

Transformational Leadership ◽

Knowledge Management ◽

Organizational Learning ◽

Structural Equation ◽

Higher Education Institutions ◽

Innovation Performance ◽

Content Type ◽

Knowledge Management Capabilities ◽

Management Capabilities

Purpose The purpose of this paper is to explore the relationship between transformational leadership, knowledge management capabilities, organizational learning and innovation performance in the context of higher education institutions. Design/methodology/approach Using a survey research design, data was collected from 219 respondents comprising faculty and administrative staff from two public and five private universities in Ghana. The data were analysed by using the partial least squares approach to structural equation modelling with the use of Smart PLS software. Findings The results revealed that transformational leadership significantly predicts knowledge management capabilities and organizational learning and also has a positive effect on innovation performance. Originality/value Although some studies have covered the theoretical and empirical analyses of links between transformational leadership, innovation performance and some knowledge management capabilities, this study examines the direct links between transformational leadership and knowledge management capabilities, on one hand, and transformational leadership and organizational learning on the other, as well as their overall effect on innovation performance, which has been less discussed in literature, particularly in the tertiary educational sector and in the Ghanaian context.

Download Full-text

Achieving strategic flexibility in the era of big data

Management Decision ◽

10.1108/md-09-2019-1237 ◽

2020 ◽

Vol 58 (8) ◽

pp. 1585-1600 ◽

Cited By ~ 6

Author(s):

Riccardo Rialti ◽

Giacomo Marzi ◽

Andrea Caputo ◽

Kayode Abraham Mayah

Keyword(s):

Big Data ◽

Knowledge Management ◽

Structural Equation ◽

Dynamic Capabilities ◽

Structural Model ◽

Methodological Approach ◽

Strategic Flexibility ◽

Content Type ◽

Knowledge Management Capabilities ◽

Management Capabilities

PurposeThis research unpacks the micro-mechanisms that exist between an organisation's ability to conduct big data analytics (BDA) and its achievement of strategic flexibility. Knowledge management capabilities and organisational ambidexterity have long been considered factors influencing the aforementioned relationship. In order to assess this, the authors build on dynamic capabilities as the main theoretical lens through which to examine.Design/methodology/approachStructural equation modelling (SEM) is the main methodological approach used in this research. A structural model was developed and tested based on 215 survey responses collected from managers of organisations in continental Europe.FindingsThe results indicate that BDA capabilities are a significant antecedent of an organisation's strategic flexibility. This relationship, however, is influenced by knowledge management capabilities and ambidexterity.Practical implicationsManagers wishing to properly exploit the potential of big data should invest in the elaboration of knowledge management processes across their organisation. This strategy can foster strategic flexibility.Originality/valuePrevious research has explored the theoretical links between big data, knowledge management and strategic flexibility. However, little attention has been paid to the quantitative investigation of the phenomenon.

Download Full-text

Validating Distinct Knowledge Assets

Strategies for Knowledge Management Success - Advances in Knowledge Acquisition, Transfer, and Management ◽

10.4018/978-1-60566-709-6.ch008 ◽

2010 ◽

pp. 128-149

Author(s):

Ron Freeze ◽

Uday Kulkarni

Keyword(s):

Knowledge Management ◽

Structural Equation ◽

Structural Equation Models ◽

Performance Metrics ◽

Knowledge Assets ◽

Technological Support ◽

Business Units ◽

Confirmatory Factor ◽

Knowledge Management Capabilities ◽

Management Capabilities

Identification and measurement of organizational Knowledge Management capabilities is necessary to determine the extent to which an organization utilizes its knowledge assets. We developed and operationalized a set of constructs to measure capabilities associated with management of knowledge assets identified as distinct Knowledge Capabilities (KCs) comprising the overall Knowledge Management (KM) capability of an organizational unit. Each KC represents a distinct kind of knowledge that requires different organizational process and technological support. This delineation of knowledge allows targeted improvement to a specific KC. We present validation of these capability constructs with empirical evidence from two separate business units in a large semi-conductor manufacturing company, providing the basis of measurement standardization for KM Capability improvement. Confirmatory factor analysis affirmed four KCs, each identified as an overall factor influencing a set of latent descriptor variables. Second Order and General-Specific Structural Equation Models of each capability provide evidence as to the validity of measurement of these knowledge assets. A standardized instrument for measuring knowledge capabilities would not only allow benchmarking, but also allow tracking capabilities over time and linking them to those performance metrics that are deemed appropriate by the organization.

Download Full-text

Organizational Performance and Sustainability: Exploring the Roles of IT Capabilities and Knowledge Management Capabilities

Sustainability ◽

10.3390/su10103816 ◽

2018 ◽

Vol 10 (10) ◽

pp. 3816 ◽

Cited By ~ 10

Author(s):

M. Akram ◽

M. Goraya ◽

Aneela Malik ◽

Amer Aljarallah

Keyword(s):

Knowledge Management ◽

Competitive Advantage ◽

Organizational Performance ◽

Structural Equation ◽

Organizational Knowledge ◽

Equation Modeling ◽

Sustainable Competitive Advantage ◽

It Capability ◽

Knowledge Management Capabilities ◽

Management Capabilities

This study explores the effects of organizational information technology (IT) capability in determining organizational performance and sustainable competitive advantage. Building on the resource-based and knowledge-based views of a firm, the study proposes a theoretical framework. In this framework, organizational IT capability is theorized to strengthen organizational performance and sustainable competitive advantage, directly and indirectly, through organizational knowledge management capabilities. Data collected from the middle and senior managers of diverse organizations in an emerging economy have been used to test the relationships in the framework. To estimate the proposed relationships in the conceptual model, we use structural equation modeling through SmartPLS 3.2. The results confirm that organizational IT capability significantly impacts organizational performance and sustainable competitive advantage. Additionally, organizational knowledge management capabilities partially mediate the relationship between IT capability and the outcomes (i.e., organizational performance and sustainable competitive advantage). The study concludes with a discussion of the implications for academicians and managers.

Download Full-text

Knowledge management capabilities and organizational agility as liaisons of business performance

South Asian Journal of Business Studies ◽

10.1108/sajbs-05-2020-0145 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Nosheen Rafi ◽

Alia Ahmed ◽

Imran Shafique ◽

Masood Nawaz Kalyar

Keyword(s):

Knowledge Management ◽

Structural Equation ◽

Business Performance ◽

Equation Modeling ◽

Organizational Agility ◽

Content Type ◽

Integrated Framework ◽

Knowledge Management Capabilities ◽

Management Capabilities ◽

Capacity Performance

PurposeThe aim of this current study is to investigate the effects of knowledge management capabilities – knowledge infrastructure capability and knowledge processing capability – on organizational agility and business performance. This study also examines organizational agility as an underlying mechanism between knowledge management capabilities and business performance relationship.Design/methodology/approachThe data were collected from one hundred and sixty-nine organizations. Partial least squared (PLS)–based structural equation modeling (SEM) technique was employed to test the study hypotheses. The analysis was performed in WarpPLS 6.0 software.FindingsResults revealed that both dimensions of knowledge management capabilities positively influence organizational agility and business performance. In addition to the direct effect, knowledge management capabilities also have an indirect effect on business performance mediated through organizational agility.Research limitations/implicationsThis study attempts to develop an integrated framework to conceptualize a capability–capacity–performance relationship, where it suggests that knowledge management capabilities are important organization-level capabilities which facilitate organizations to develop necessary capacities i.e. organizational agility to successfully perform business activities.Practical implicationsThe findings help the managers to understand the contribution of knowledge management capabilities towards business performance. The findings imply that business performance can be enhanced by development of a culture - enabled by a knowledge-oriented structure and technology – that encourages knowledge sharing among employees because when employees are not sharing information, they are prone to repeating the same mistakes which they and other people have already committed. Likewise, strategies such as mentoring cross training, business process empowerment and technical training programs allow employees to gain business knowledge and foster organizational agility.Originality/valueNovelty of this study is to develop and empirically test an integrated framework of a capability–capacity–performance relationship. It suggests that knowledge management capabilities (firm capability) enable organizations to develop organizational agility (firm capacity) which in turn enhances performance.

Download Full-text

Interdepartmental Knowledge Transfer Success During Information Technology Projects

Knowledge Management, Organizational Memory and Transfer Behavior ◽

10.4018/978-1-60566-140-7.ch012 ◽

2011 ◽

pp. 189-210 ◽

Cited By ~ 1

Author(s):

Kevin Laframboise ◽

Anne-Marie Croteau ◽

Anne Beaudry ◽

Mantas Manovas

Keyword(s):

Knowledge Management ◽

Knowledge Transfer ◽

Web Based ◽

Knowledge Processes ◽

Knowledge Infrastructure ◽

It Department ◽

Transfer Success ◽

It Departments ◽

Knowledge Management Capabilities ◽

Management Capabilities

This article reports on a study that investigates the knowledge transfer between an information systems/ technology (IS/IT) department and non-IT departments during IT projects. More specifically, we look into the link between the knowledge management capabilities of the IT department and the effectiveness and efficiency of the knowledge transfer to a client department. Knowledge management (KM) capabilities are defined by Gold, Malhotra, and Segars (2001) as the combination of knowledge infrastructure capabilities (structural, technical, and cultural) and knowledge processes capabilities (acquisition, conversion, application, and protection). Data collected through a Web-based survey result in 127 usable questionnaires completed by managers in large Canadian organizations. Data analysis performed using partial least squares (PLS) indicates that knowledge infrastructure capabilities are related to the knowledge transfer success, and more specifically to its effectiveness whereas knowledge processes capabilities are only related to the efficiency of such transfer. Implications of our results for research and practice are also discussed.

Download Full-text

Interdepartmental Knowledge Transfer Success During Information Technology Projects

Interdisciplinary Perspectives on E-Collaboration ◽

10.4018/978-1-61520-676-6.ch021 ◽

2010 ◽

pp. 366-386

Author(s):

Kevin Laframboise ◽

Anne-Marie Croteau ◽

Anne Beaudry ◽

Mantas Manovas

Keyword(s):

Knowledge Management ◽

Knowledge Transfer ◽

Web Based ◽

Knowledge Processes ◽

Knowledge Infrastructure ◽

It Department ◽

Transfer Success ◽

It Departments ◽

Knowledge Management Capabilities ◽

Management Capabilities

Download Full-text

Knowledge spillover, knowledge management capabilities, and innovation among returnee entrepreneurial firms in emerging markets: Does entrepreneurial ecosystem matter?

Journal of Business Research ◽

10.1016/j.jbusres.2021.03.024 ◽

2021 ◽

Vol 130 ◽

pp. 283-294

Author(s):

Lingfeng Yi ◽

Yue Wang ◽

Bedanand Upadhaya ◽

Sijia Zhao ◽

Yishuai Yin

Keyword(s):

Knowledge Management ◽

Emerging Markets ◽

Knowledge Spillover ◽

Entrepreneurial Firms ◽

Entrepreneurial Ecosystem ◽

Knowledge Management Capabilities ◽

Management Capabilities

Download Full-text

Knowledge management strategies for sustaining Lesson Study

International Journal for Lesson and Learning Studies ◽

10.1108/ijlls-10-2019-0070 ◽

2019 ◽

Vol 9 (2) ◽

pp. 167-178

Author(s):

Eric C.K. Cheng

Keyword(s):

Information Technology ◽

Knowledge Management ◽

Hong Kong ◽

Knowledge Sharing ◽

Lesson Study ◽

Structural Equation ◽

Explicit Knowledge ◽

Relative Effectiveness ◽

Management Strategies ◽

Content Type

Purpose The purpose of this paper is explore the relative effectiveness of people-based and information technology-based knowledge management (KM) strategies as implemented by principals in Hong Kong schools to facilitate and sustain Lesson Study for teachers’ knowledge sharing and internalization. Design/methodology/approach Data from 184 principals in Hong Kong were collected by a cross-sectional quantitative survey. Confirmatory factor analysis and reliability tests have been used to examine the constructed validity and reliability of the instrument. A structural equation model was applied to confirm the predictive effect of people-based and information technology-based KM strategies on teachers’ knowledge sharing and internalization through Lesson Study. Findings Results show that people-based KM strategy predicts knowledge sharing and internalization by and among teachers. However, while information technology-based knowledge management strategies predict teachers’ knowledge sharing, they do not predict how effectively they internalize knowledge. Practical implications Cultivating communities of practice, professional learning communities and mentoring schemes in schools can nurture a knowledge-sharing culture to facilitate and sustain Lesson Study for teacher learning. Institutionalizing an information technology system can help teachers to retrieve, share and store the school’s explicit knowledge. Originality/value The paper not only suggests school management strategies and practices for school leaders to facilitate and sustain Lesson Study, but also brings a new research dimension, KM, to the research area.

Download Full-text