scholarly journals The effect of KM capabilities on the Performance of Jordanian Public Listed Companies

2017 ◽  
Vol 7 (11) ◽  
pp. 09
Author(s):  
Baha Aldeen Mohammad Ahmad Fraihat ◽  
Behrang Samadi
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Listed Companies ◽  
Decision Makers ◽  
Top Management ◽  
Knowledge Based ◽  
Management Experience ◽  
Knowledge Management Capabilities ◽  
Management Capabilities ◽  
Future Work

<p>Organizational performance is vital for organizations, countries, and individuals. The performance of Jordanian public listed companies (PLCs) is experiencing a decreasing trend. Existing studies have focused on factors, such as structure, capital, and size; while other factors, such as knowledge management, trust, and experience of top management, have not been adequately investigated. The purpose of this study is to develop a conceptual framework that helps decision makers improve the organizational performance of PLCs.  Building on the resource-based view, and knowledge-based view, this study proposes that the knowledge management capabilities (KMC) infrastructure and KMC process could affect the organizational performance of Jordanian PLCs. In addition, the effect of the KMC infrastructure on organizational performance is mediated by the KMC process. Trust and top management experience could moderate the effect of the KMC infrastructure and KMC process on organizational performance. Propositions are developed and discussed as well as future work. </p>

scholarly journals The Role of Knowledge Management Process and Intellectual Capital as Intermediary Variables between Knowledge Management Infrastructure and Organization Performance

10.28945/4088 ◽  
2018 ◽  
Vol 13 ◽  
pp. 279-309 ◽  
Author(s):  
Shadi Abualoush ◽  
Ra'ed Masa'deh ◽  
Khaled Bataineh ◽  
Ala'aldin Alrowwad
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Industrial Sector ◽  
Future Research ◽  
Organization Performance ◽  
Management Process ◽  
Management Capability ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Aim/Purpose: The objective of this study was to assess the interrelationships among knowledge management infrastructure, knowledge management process, intellectual capital, and organization performance. Background: Although knowledge management capability is extensively used by organizations, reaching their maximum financial and non-financial performances has not been fully researched. Therefore, organizations need to optimize their performance by exploiting knowledge management capability through the accumulation of intellectual capital, where the new competitiveness is shifting from tangible to intangible resources. Methodology: This study adopted a positivist philosophy and deductive approach to accomplish the main goal of this research. Moreover, this research employed a quantitative approach since this study is concerned with causal relationship between variables. A questionnaire-based survey was designed to evaluate the research model using a convenience sample of 134 employees from the food industry sector in Jordan. Surveyed data was examined following the structural equation modeling procedures. Contribution: This study highlighted the potential benefits of applying the knowledge management capabilities, intellectual capital, and organizational performance to the food industrial sector in Jordan. Future research suggestions are also provided. Findings: Results indicated that knowledge management infrastructure had a positive effect on knowledge management process. In addition, knowledge management process impacted positively intellectual capital and organization performance and mediated the relationship between knowledge management infrastructure and intellectual capital. However, knowledge management infrastructure did not positively associate to organization performance. Recommendations for Practitioners: The current model is designed to help managers and decision makers to improve their management capabilities as well as their organization financial and non-financial performance through exploiting the organizational knowledge management infrastructure and intellectual capital approaches. Recommendation for Researchers: Our findings can be used as a base of knowledge to conduct further studies about knowledge management capabilities, intellectual capital, and organization performance following different criteria and research procedures. Impact on Society: The designed model highlights a significant organizational performance approach that can influence Jordanian food industrial sector positively. Future Research: The current designed research model can be applied and assessed further in other sectors including banking and industrial sectors across developed and developing countries. Also, we suggest that in addition to focusing on knowledge management process and intellectual capital as mediating variables, future research could test our findings in a longitudinal study and examine how to affect financial and non-financial performance.

Measuring Knowledge Management Capabilities

2011 ◽  
pp. 365-375
Author(s):  
Uday Kulkarni ◽  
Ronald Freeze
Keyword(s):  
Knowledge Management ◽  
Intangible Assets ◽  
Business Professionals ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

As business professionals know, creating awareness of a problem and its impact is a critical first step toward the resolution of the problem. That which does not get measured, does not get managed (Redman, 1998). In fact, measurement is a precursor to improvement. This is true for knowledge management (KM) capabilities of an organization. “In today’s knowledge-based economy,” Alan Greenspan recently said, “70% of organizational assets are knowledge assets.” Knowledge assets are intangible capabilities, and there is a recognized need to “make a greater effort to quantify the value of such intangible assets” (Teece, 1998b). How does one measure the worth of an organization’s knowledge assets? What does one mean by knowledge assets anyway?

Unleashing the dynamics of triple-A capabilities: a dynamic ambidexterity view

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jie Yang
Keyword(s):  
Knowledge Management ◽  
Manufacturing Industry ◽  
Performance Outcomes ◽  
Content Type ◽  
Knowledge Based ◽  
The Usa ◽  
Knowledge Management Capabilities ◽  
Knowledge Exploration ◽  
Management Capabilities ◽  
The Impact

PurposeThis study examines the impact of knowledge management capabilities on agility, adaptability and alignment (triple-A), drawing upon the nexus of the knowledge-based view and dynamic ambidexterity in the context of manufacturing industry in the USA. It also assesses the performance outcomes of triple-A capabilities in terms of operational and relational performance.Design/methodology/approachPath analysis was performed in this empirical study in the manufacturing industry.FindingsThe results show that knowledge management capabilities are conducive to the development of triple-A capabilities, which in turn lead to the improvement of operational and relational performance.Originality/valueThis study is grounded in the marriage of the knowledge-based view and dynamic ambidexterity to assess the combinative impact of knowledge management capabilities of knowledge acquisition and sharing through absorptive and desorptive capacities on agility and adaptability through knowledge exploration and alignment by knowledge exploitation in the pursuit of triple-A capabilities. This study unentangles the linkage between knowledge management capabilities and triple-As by theorizing the connection between absorptive/desorptive capacity and exploration/exploitation in terms of responsive and efficient supply chain respectively.

Knowledge management for logistics service providers: the role of learning culture

2016 ◽  
Vol 116 (3) ◽  
pp. 584-602 ◽  
Author(s):  
Andrew L. Cooper ◽  
Joseph R Huscroft ◽  
Robert E. Overstreet ◽  
Benjamin T Hazen
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Service Providers ◽  
Learning Culture ◽  
Content Type ◽  
Logistics Service ◽  
Logistics Service Providers ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Purpose – Knowledge management capabilities have proven to be key success factors for organizations within our increasingly information-based economy. Although knowledge management literature has a rich history, less is known about how an organization’s learning culture affects outcomes realized via knowledge management initiatives. Moreover, there is a dearth of understanding regarding how to successfully operationalize knowledge management activities in order to achieve performance in the dynamic logistics and supply chain management environment. Rooted in competence-based theory, the purpose of this paper is to examine the role that learning culture plays with regard to knowledge management capabilities, human capital, and organizational performance at logistics service providers. Design/methodology/approach – This study uses survey data from 448 managers and covariance based structural equation modeling to assess how knowledge management, learning culture, and human capital influence organizational performance. Findings – The results of this study indicate that knowledge management has a significant positive relationship with learning culture and human capital. There was also an indirect effect of knowledge management through learning culture on human capital and organizational performance. Interestingly, human capital did not have a significant relationship with organizational performance as hypothesized. Practical implications – The results support the vital role that leaders and managers have in creating a culture that is conducive to the success of knowledge management initiatives. Originality/value – This study goes beyond the simple direct relationship between knowledge management and personal and organizational outcomes that is usually examined by testing learning culture as an important mediator.

Measuring Knowledge Management Capabilities

2010 ◽  
pp. 1090-1100
Author(s):  
Uday Kulkarni ◽  
Ronald Freeze
Keyword(s):  
Knowledge Management ◽  
Intangible Assets ◽  
Business Professionals ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

As business professionals know, creating awareness of a problem and its impact is a critical first step toward the resolution of the problem. That which does not get measured, does not get managed (Redman, 1998). In fact, measurement is a precursor to improvement. This is true for knowledge management (KM) capabilities of an organization. “In today’s knowledge-based economy,” Alan Greenspan recently said, “70% of organizational assets are knowledge assets.” Knowledge assets are intangible capabilities, and there is a recognized need to “make a greater effort to quantify the value of such intangible assets” (Teece, 1998b). How does one measure the worth of an organization’s knowledge assets? What does one mean by knowledge assets anyway?

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

2018 ◽  
Vol 10 (10) ◽  
pp. 3816 ◽  
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.

Measuring Knowledge Management Capabilities

2011 ◽  
pp. 605-613 ◽  
Author(s):  
Uday Kulkarni ◽  
Ronald Freeze
Keyword(s):  
Knowledge Management ◽  
Intangible Assets ◽  
Business Professionals ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

As business professionals know, creating awareness of a problem and its impact is a critical first step toward the resolution of the problem. That which does not get measured, does not get managed (Redman, 1998). In fact, measurement is a precursor to improvement. This is true for knowledge management (KM) capabilities of an organization. “In today’s knowledge-based economy,” Alan Greenspan recently said, “70% of organizational assets are knowledge assets.” Knowledge assets are intangible capabilities, and there is a recognized need to “make a greater effort to quantify the value of such intangible assets” (Teece, 1998b). How does one measure the worth of an organization’s knowledge assets? What does one mean by knowledge assets anyway?

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