scholarly journals Indonesian Islamic Banking Performance: a Conceptual Framework

ETIKONOMI ◽  
2020 ◽  
Vol 19 (2) ◽  
Author(s):  
Ruspita Rani Pertiwi ◽  
Jann Hidayat Tjakraatmadja ◽  
Hary Febriansyah
Keyword(s):  
Conceptual Framework ◽  
Organizational Performance ◽  
Management Practices ◽  
Organizational Management ◽  
Performance Model ◽  
Islamic Banking ◽  
Financial Variables ◽  
Management Capability ◽  
Innovation Knowledge ◽  
Knowledge Management Capability

This conceptual paper aims to develop an integrated organizational performance model. The analysis will focus on the role of organizational management variables using Indonesian Islamic banking as a case study and features a correlation between how they manage their performance. The model developed in this paper uses a conceptualization phase adapted from Dubin's theory-building method. The conceptualization phase formed through interviews, observations, written expert experiences, and research publications. The finding proposes a conceptual framework that has the potential to boost organization performance by pay attention to how to bring together service innovation, knowledge management capability, and human capital drivers in such a model. The findings provide valuable insights for organizations into non-financial variables' role and the importance of organizational management variables in improving organizational performance, which could help them in (re-) align their management practices and formulating strategies for Indonesian Islamic banking.JEL Classification: L2, L8How to Cite:Pertiwi, R. R. (2020). Indonesian Islamic Banking Performance: A Conceptual Framework. Etikonomi: Jurnal Ekonomi, 19(2), xx – xx. https://doi.org/10.15408/etk.v19i2.16270.

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

2015 ◽  
pp. 164-193 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Sustainable Competitive Advantage ◽  
Management Capability ◽  
Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

The mediate effect of learning and knowledge on organizational performance

2007 ◽  
Vol 107 (7) ◽  
pp. 1066-1083 ◽  
Author(s):  
Chin‐Yen Lin ◽  
Tsung‐Hsien Kuo
Keyword(s):  
Organizational Performance ◽  
Structural Equation Model ◽  
Structural Equation ◽  
Design Methodology ◽  
Equation Model ◽  
Content Type ◽  
Four Dimensions ◽  
Management Capability ◽  
Knowledge Management Capability ◽  
Practical Implications

PurposeThis paper seeks to propose a conceptual structural equation model to investigate the relationships among human resource management (HRM), organizational learning (OL), knowledge management capability (KMC) and organizational performance (OP) and to demonstrate the direct and indirect effect of HRM on OP from the perspectives of KMC and OL.Design/methodology/approachAn empirical study is conducted in financial training centers in Taiwan and the collected survey data are used to test the relationships among the four dimensions expressed in the proposed structural equation model.FindingsThe results show that HRM has a direct and significant impact on OL and KMC. HRM influences OP indirectly through OL and KMC. In addition, OL and KMC have direct and significant influences on OP.Research limitations/implicationsOnly data from Taiwan were collected. Therefore, the results may not be easily generalized to other areas or countries, but are useful for managers' reference, especially for those whose circumstances are similar to those in Taiwan.Practical implicationsThe conceptual structural equation model provides useful information for managers to enhance OP through the adoption of appropriate HRM, OL and KMC policies.Originality/valueThe study demonstrates how HRM indirectly impacts OP and illustrates the paths of influence through either OL or KMC.

Impact of knowledge management capability on supply chain management and organizational practices in logistics industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nurhidayah Bahar ◽  
Siti Norida Wahab ◽  
Mahfuzur Rahman
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Organizational Performance ◽  
Logistics Industry ◽  
Chain Management ◽  
Content Type ◽  
Management Capability ◽  
Knowledge Management Capability ◽  
The Impact

Purpose This paper aims to examine the impact of knowledge management capability (KMC) on supply chain management practices (SCMPs), organizational learning (OL) and organizational performance (OP) in the Malaysian logistics industry. Design/methodology/approach The data were gathered using a self-administered questionnaire from the management team in the logistics companies. A total of 412 questionnaires were collected out of which 183 responses were included in the data analysis. This represents a response rate of 44.4%. The respondents were those with managerial and/or supervisory experience where their job title or functions included Managers, Head of the Department, Owners, Chief Executive Officer, Senior Executive Officer and at the very least, Assistant Manager or Supervisors. To investigate the correlations between all the elements (e.g. KMC, OL, SCMPs and OP), this study used different analysis techniques including correlation analysis, reliability and validity test, as well as a structural model. Findings The results indicated that KMC is strongly correlated and has a positive impact on SCMPs in addition to being positively correlated to OL and OP. Also, OL is positively related to OP and SCMPs. Research limitations/implications The findings of this research contribute to the growing body of literature linking KMC with SCMPs, OL and OP. Practical implications The findings provide insight on the importance of knowledge management and OL toward improving SCMPs within organizations. Therefore, the findings are useful for shedding light upon formulating strategies for SCMPs among the decision-makers that will ultimately enhance the overall OP. Originality/value This study meaningfully contributes to enhancing the understanding of the state of affairs of the impact of management capability on SCMPs, OL and OP in the logistics industry. Practitioners may formulate strategies to further improve the study presented here for a better implementation of knowledge management and SCMPs within their organizations.

scholarly journals Impact of knowledge management capability and green supply chain management practices on firm performance

2019 ◽  
Vol 8 (5) ◽  
pp. 240-255 ◽  
Author(s):  
Ahashan Habib ◽  
Yukun Bao
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Environmental Performance ◽  
Management Practices ◽  
Green Supply Chain Management ◽  
Green Supply Chain ◽  
Chain Management ◽  
Management Capability ◽  
Knowledge Management Capability

Knowledge management is one of the most important strategic resources of the firm which has been ascertained to many organizations to acquire and apply it before their competitor for achieving competitive advantages. Similarly, due to rising environmental awareness among customers, governments, NGOs, and researchers, firms are facing increasing pressure to implement environmental management practices in their operations. The purpose of this paper is to identify the influence of knowledge management capability (KMC) on green supply chain management (GSCM) practices adoption of the manufacturing firm and subsequently the impact on firm performance. The data were collected from 262 Bangladeshi textile manufacturing firms and analyzed using structural equation modeling, typifying that exploratory and quantitative research. Drawing upon the resource-based view the study revealed that KMC has a significant positive effect on internal and external-GSCM practices adoption. Further, the study revealed that internal-GSCM practices have significantly positive effects on both economic and environmental performance while the external-GSCM practice has positive environmental performance but negatively affects economic performance. Finally, this study indicates that KMC is an intuitive resource of a firm that can bring sustainable performance through GSCM practices.

Knowledge Management Capability in Higher Education

2017 ◽  
pp. 302-333
Author(s):  
George Theodore Chipeta ◽  
Winner Dominic Chawinga
Keyword(s):  
Knowledge Management ◽  
Global Economy ◽  
Management Practices ◽  
Teaching Activities ◽  
Production Of Knowledge ◽  
Research And Teaching ◽  
Management Capability ◽  
Knowledge Management Practices ◽  
Knowledge Management Capability ◽  
Medicine Education

For many years, universities have been accredited for being driving engines for the global economy by training experts in various fields of study such as Medicine, Education, Engineering, Mining, Technology, Military and Knowledge Management just to mention some of the most notable ones. Mzuzu University (MZUNI) which is one of the four public universities in Malawi is also involved in the production of knowledge through research and teaching activities by its lecturers. By self-administering a questionnaire to 130 lecturers at MZUNI, the authors investigated knowledge management practices by lecturers at MZUNI by addressing three objectives namely; types of knowledge created and acquired by lecturers, techniques of sharing and dissemination of knowledge and challenges faced. Results suggest that lecturers are involved in knowledge management practices although knowledge creation is mainly achieved through PhD and master's theses as part of their training as opposed to research outputs published in peer reviewed journals.

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

2016 ◽  
pp. 371-402
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Sustainable Competitive Advantage ◽  
Management Capability ◽  
Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

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