Impacto de la cultura organizacional en la relación entre el liderazgo y la gestión del conocimie

2018 ◽  
Vol 2 (1) ◽  
Author(s):  
Víctor Manuel Chung Alva ◽  
Salomón Vásquez Villanueva
Keyword(s):  
Knowledge Management ◽  
Multifactor Leadership Questionnaire ◽  
Organisational Culture ◽  
Management Processes ◽  
Multifactor Leadership ◽  
Liderazgo Transformacional ◽  
Knowledge Management Processes

El objetivo del presente estudio es determinar si cultura organizacional modera la relación entre el liderazgo y las prácticas de gestión del conocimiento, en las escuelas profesionales de la UNPRG. Al respecto, se trabajaron teorías, modelos y enfoques sobre cultura organizacional, liderazgo y gestión del conocimiento,con un enfoque cuantitativo, no experimental, de tipo correlacional, deductivo y analítico, en una muestra de 50 docentes y 100 trabajadores administrativos. Para la recolección de datos se utilizó el Denison Organisational Culture Survey (DOCS) de Fey & Denison (2003), para medir la Cultura Organizacional;el Multifactor Leadership Questionnaire (Avolio et al., 1999) para la medición del Liderazgo y el Knowledge Management Processes (Becerra-Fernandez, I., Sabherwal, R., 2001) para medir Gestión de Conocimiento. Según los resultados, los comportamientos de liderazgo transformacional y transaccional generan impactos significativos sobre las prácticas de gestión del conocimiento. Se ha demostrado que la influencia de los comportamientos de liderazgo transaccional sobre la gestión del conocimiento depende de los tipos de cultura organizacional. En conclusión, la cultura organizacional no modera la relación entre el comportamiento del liderazgo transformacional y las prácticas de gestión del conocimiento; sin embargo, sí modera la relación entre el comportamiento del liderazgo transaccional y las prácticas de gestión del conocimiento.

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.

The dynamic relationship of knowledge management processes and project success: modeling the mediating role of knowledge worker satisfaction

2021 ◽  
Vol 27 (6) ◽  
pp. 1657-1676
Author(s):  
Anum Shahzadi ◽  
Shuangyan Li ◽  
Umar Farooq Sahibzada ◽  
Mehwish Malik ◽  
Roshi Khalid ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Project Success ◽  
Knowledge Worker ◽  
Entrepreneurial Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Management Processes ◽  
Worker Satisfaction ◽  
Knowledge Management Processes

PurposeConstructed upon a knowledge-based view, the purpose of this paper aims to empirically examine the entrepreneurial leadership impact as knowledge management enabler on knowledge management processes and knowledge management processes on project success. The study further ascertains the mediating role of knowledge worker satisfaction among knowledge management processes and project success.Design/methodology/approachUsing the data collected from 302 project workers from the software industry, China. The research used structural equation modeling (SEM) to analyze the hypothesis relationships using smart-PLS 3.2.9.FindingsThe outcome of the study reveals that entrepreneurial leadership has a substantial significant impact on knowledge management processes, and knowledge management processes influence project success via knowledge worker satisfaction as a mediator both directly and indirectly. Moreover, the study found partial mediation of knowledge worker satisfaction between knowledge management processes and project success.Practical implicationsThe current research identifies that entrepreneurial leadership may play a role in fostering knowledge management processes in project-based organizations (e.g. software industry) that can use the knowledge management processes to increase their chances of project success. More broadly, the current study contributes to the entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success existing literature and strengthens the relationship and suggest that how project manager's value knowledge worker satisfaction and help organizations gain competitive advantage and project success.Originality/valueAlthough there is an increased significance of knowledge management in the software industry, there is a lack of research that examines the enabling factors and outcomes of knowledge management practices. The present study is one of the first studies to ascertain the relationship of entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success. This is one of the initial researches that not only empirically examines the interrelationships among these variables but also enlighten insights into the current literature by instantaneous investigation of the mediating role of knowledge worker satisfaction.

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.

scholarly journals The Effect of Knowledge Management Processes on project Management

2010 ◽  
pp. 1-6 ◽  
Author(s):  
Abdel Naser Al-Zayyat ◽  
Firas Al-Khaldi ◽  
Ibrahem Tadros ◽  
Ghassan al-Edwan
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Management Processes ◽  
Knowledge Management Processes
Sign in / Sign up

Export Citation Format

Share Document