scholarly journals Organizational Culture And Knowledge Management: A Study Of Dangote Cement Manufacturing Firms, Obajana, Kogi State, Nigeria

2018 ◽  
Vol 6 (07) ◽  
Author(s):  
Icheme Monday Ojochide ◽  
Ikharehon, Julius A. ◽  
Itoya Joy
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Knowledge Creation ◽  
Strong Predictor ◽  
Manufacturing Firms ◽  
Organization Culture ◽  
Supportive Culture ◽  
Cement Manufacturing ◽  
Innovative Culture

The objective of the study was to ascertain the role of organizational culture in knowledge management with particular reference to Obajana Cement Manufacturing Firms, Kogi State. The study employed secondary data mainly through the reviewed literature Findings revealed that supportive culture and innovative culture significantly influence knowledge sharing and knowledge creation while bureaucratic culture at times affects knowledge acquisition to some extent. The bureaucratic culture at times affects knowledge acquisition to some extent. Bureaucratic culture can be effective depending on the situation and work environment. The study concluded that organizational culture (Bureaucratic, supportive and innovative culture) strongly determines the extent to which knowledge management is implemented in the organization. Organization culture is a strong predictor of knowledge management, its success or failure to enhance the organization's sustained competitive advantage toward better performance. The study finally recommended that organizations will endeavor to adopt a bureaucratic culture as it tends to create the expectation among organizational members and influence management to provide a clear vision of purpose for knowledge management before the employees will embark on the implementation of knowledge management activities. Although supportive culture and innovative culture help organizations to meet up the demands and needs of customers through knowledge creation, acquisition, and sharing. Organization members should be re-oriented based on the essence of new knowledge to facilitate their job performance

scholarly journals A Correlation Study between Social Capital and Knowledge Management with Emphasis on the Human Capital - The Case Study: Payame Noor University of Hormozgan (Bandarabbas)

2016 ◽  
Vol 12 (6) ◽  
pp. 116
Author(s):  
Mansooreh Dastranj
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Knowledge Creation ◽  
Significant Relationship ◽  
Correlation Study ◽  
Knowledge Transmission ◽  
Five Dimensions ◽  
Transmission Of Knowledge

<p>Universities because of the importance and position they play in the every countries’ socio-economic development, require attention to personnel social capital at the university, because the social capital, makes effective knowledge management possible.</p><p>With respect to the importance of social and human capital and knowledge management, the present study was done to explore the relationship between social capital and knowledge management with emphasis on the human capital.<strong> </strong></p><p>This research is survey- descriptive of correlation type and the required data were collected through library-field. The subjects in this study consist of Payame Noor University staff of Hormozgan province.</p><p>In this study, 54 staff of Bandar Abbas Payame Noor University were selected through random sampling. After gathering the required data through knowledge management questionnaire, knowledge management processes were measured based on the five dimensions such as the capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. In order to provide for the reliability of the questionaire cronbachs alpha was used. In order to check the significance of the difference between responses descriptive and inferential statistics such as regression, one way anova and t test were run using SPSS version 20. The result show that the staff means score of knowledge management was 76/66±20/48. The result shows that there was a significant relationship between social capital and knowledge management. Also there was a significant relationship between social capital and the five components of knowledge management such as capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. Also there was a significant relationship between human capital and the component of knowledge management.</p>

PENGARUH MANAJEMEN PENGETAHUAN, BUDAYA ORGANISASI TERHADAP KINERJA ORGANISASI

2018 ◽  
Vol 15 (1) ◽  
pp. 26
Author(s):  
ROFIKOTUL ARFATI
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Data Analysis ◽  
Organizational Performance ◽  
Organization Culture ◽  
Partial Least Square ◽  
Least Square ◽  
Analysis Techniques ◽  
Culture Performance ◽  
Questionnaire Method

This study aims to examine and analyze the influence of knowledge management and organizational culture on organizational performance. This study uses theory of Resources Based View. The study conducted by the Agency for Assessment and Application of Technology (BPPT), with 62 respondents on engineering positions. Data collected using questionnaire method that is by giving list question or questionnaire which submitted directly to respondent and also by email. Data analysis techniques in this study using Partial Least Square (PLS) with WarpPLS 3.0. The results showed that knowledge management and organizational culture have positive and significant influence on organizational performance. Keywords : Knowledge Management, Organization Culture, Performance Organization

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

scholarly journals Role of Nature in Creation of Iranian Myths

2016 ◽  
Vol 12 (6) ◽  
pp. 123
Author(s):  
Abolghasem Dadvar ◽  
Roya Rouzbahani
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Knowledge Creation ◽  
Significant Relationship ◽  
Knowledge Transmission ◽  
Five Dimensions ◽  
Transmission Of Knowledge ◽  
The Difference

<p>Nature has always been an important element of myths and religions and had a different standing within ideologies. Because various factors have been involved in creation of myths, this research aims to clarify the role of nature in creation of Iranian myths. Generally, the structure of Iranian myth is a kind of belief in duality of nature, in human and in the conflict forces existing in the world which best are expressed in the continued conflict between good and evil forces. Iran is a country with varied natural geography and can be called the land of great conflicts, so this paper aims to investigate the role of nature in the creation of Iranian myths and determine the effective natural and mythological forces. Data gathered by the documentary method and the research was performed by a descriptive, adaptive and analysis method. According to the results, this research concludes that natural elements play a significant role in the Iranian myth.</p><p>llected through library-field. The subjects in this study consist of Payame Noor University staff of Hormozgan province.</p><p> </p><p>In this study, 54 staff of Bandar Abbas Payame Noor University were selected through random sampling. After gathering the required data through knowledge management questionnaire, knowledge management processes were measured based on the five dimensions such as the capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. In order to provide for the reliability of the questionaire cronbachs alpha was used. In order to check the significance of the difference between responses descriptive and inferential statistics such as regression, one way anova and t test were run using SPSS version 20. The result show that the staff means score of knowledge management was 76/66±20/48. The result shows that there was a significant relationship between social capital and knowledge management. Also there was a significant relationship between social capital and the five components of knowledge management such as capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. Also there was a significant relationship between human capital and the component of knowledge management.</p>

scholarly journals Sustainable Knowledge Management and Firm Innovativeness: The Contingent Role of Innovative Culture

2020 ◽  
Vol 12 (17) ◽  
pp. 6910
Author(s):  
Abang Azlan Mohamad ◽  
T. Ramayah ◽  
May Chiun Lo
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Business Environment ◽  
Superior Performance ◽  
Knowledge Application ◽  
Four Dimensions ◽  
Firm Innovativeness ◽  
Path Modelling ◽  
Innovative Culture

This study presents the moderating effect of innovative culture on the relationship between knowledge management and firm innovativeness. The consequences of organisations that do not practice innovative culture would result in their inability to respond and react effectively to changes in the dynamic nature of the business environment and henceforth unable to achieve superior performance. In attempting to answer the research questions, a total of 202 MSC Malaysia organisations took part in the survey. To assess the developed model, WarpPLS (version 7.0) was applied based on path modelling and then bootstrapping. The results highlighted that three of the four dimensions of knowledge management, namely knowledge acquisition, knowledge application and knowledge protection were positively and significantly related to firm innovativeness. On the other hand, innovative culture was found to moderate the relationships between knowledge acquisition and firm innovativeness; and knowledge application and firm innovativeness.

scholarly journals The Association of Knowledge Management, Organization Culture, and Innovation with Organizational Performance: A Case at Study Institute Research XYZ

2018 ◽  
Vol 20 (1) ◽  
pp. 39
Author(s):  
Navik Puryantini ◽  
Rofikotul A. ◽  
Dian Shinta P. ◽  
Bambang Tjahjadi
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Small Sample ◽  
Organization Culture ◽  
The Individual ◽  
Questionnaire Method ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

The purpose of this study was to analyze the impact of variable mediation knowledge management innovation in relation to organizational performance and analyze the impact of innovation on the relationship mediating variables of organizational culture on an organi­zation. Population performers in this study were employees of XYZ. Collecting data in this study was conducted using the questionnaire method. Data analysis method used in this study is Partial Least Squares is a powerful method of analysis because it does not assume the data must use a certain scale and can use a small sample. The results showed that (1) knowledge management influence on innovation; (2) The effect on the organizational culture of innovation; (3) Knowledge Management of an effect on the performance of the organi­zation; (4) The organizational culture influence on organizational performance (5) innovation does not affect the performance of the organization, (6) the innovation did not mediate the relationship of knowledge management to organizational performance; (5) innovation does not mediate the relationship of organizational culture on organizational performance. Results obtained interviews innovation does not affect the performance of the organization for their gaps and differences in perception between the authority and powers of innovation, so that innovation is always dependent on the individual who is willing to turn these innovations.

Knowledge Creation in Manufacturing Firms: A Case Study

1970 ◽  
Vol 3 (4) ◽  
pp. 279-286
Author(s):  
Gunmala Suri
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Knowledge Creation ◽  
Manufacturing Firms ◽  
Knowledge Flows ◽  
Total Quality ◽  
Collective Knowledge ◽  
Intellectual Assets

Knowledge Management (KM) is an interlinked business process that captures and provides access to a collective knowledge of an organization. KM is an audit of "intellectual assets" that highlights unique sources, critical functions and potential bottlenecks, which hinder knowledge flows to the points of use. It protects intellectual assets from decay; seek opportunities to enhance quality of decisions, services and products by adding intelligence, value and providing flexibility. Knowledge management complements and establishes organizational initiatives like Total Quality Management (TQM), Business Process Re-engineering (BPR) and organizational learning by providing a new and urgent focus to sustain competitive position.

Knowledge Management Practices and Project Performance in Tharaka Nithi County, Kenya

2020 ◽  
Vol 2 (4) ◽  
pp. 1-15
Author(s):  
Grace Syontheke Mburia ◽  
Shadrack Bett
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Project Performance ◽  
Primary Data ◽  
Moderate Pace ◽  
Knowledge Management Practices

Public infrastructure projects have taken a moderate pace since freedom. The records from the Kenya government 2014 on vision 2030 towards an internationally serious and prosperous Kenya demonstrate that the moderate pace in execution of open foundation ventures has prompted unsatisfactory street systems; under normalized open pleasantries; non network of the national matrix line to mechanical expected regions; inadequate relief measures in agrarian territories; and ruined motorization of the once serious enterprises that are going under. A major problem facing county governments is how to maximize on knowledge management in project management. The main objective of this study is to determine the effect of knowledge management practices on project performance in Tharaka Nithi County, Kenya. The study sets out to determine the effect of knowledge creation, knowledge sharing, knowledge acquisition and knowledge storage on project performance in Tharaka Nithi County, Kenya. The study was anchored on Knowledge-Based View Theory the Resource-Based Theory and the Organization Learning Theory. The study adopted cross sectional, explanatory and descriptive research designs targeting 120 management staff and employees of Tharaka Nithi County. A census study of all the targeted staff was carried out. Primary data was collected using structured questionnaire. The questionnaires were piloted with 12 staff from the neighboring Embu County to determine their return rate. The study used multiple regression analysis, frequencies, bar graphs, means and standard deviation measures. The study established that knowledge sharing influence project performance in Tharaka Nithi County. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great extent. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great. The study concludes that knowledge creation has a positive and significant influence on project performance in Tharaka Nithi County.The study will be used by project management team in other counties as it will help in formulation of proper knowledge management practices that promote effective project delivery.

Unraveling the Determinants and Consequences of an Innovation-Supportive Organizational Culture

2000 ◽  
Vol 25 (1) ◽  
pp. 59-76 ◽  
Author(s):  
Gaylen N. Chandler ◽  
Chalon Keller ◽  
Douglas W. Lyon
Keyword(s):  
Organizational Culture ◽  
Firm Performance ◽  
Human Resource ◽  
Direct Relationship ◽  
Reward System ◽  
Manufacturing Firms ◽  
Competitive Environment ◽  
System Support ◽  
Supervisory Support ◽  
Innovative Culture

The current research identifies constructs that are supportive of an innovative culture in small to medium-sized enterprises. A sample of 429 employees in 23 small to medium-sized manufacturing firms was used to identify constructs associated with an innovative culture. Supervisory support and reward system support are both positively related to an innovative culture. Perceived work overload is negatively related. Companies with cultures supportive of innovation tend to be smaller, have fewer formalized human resource practices, and less munificent resources. There is no direct relationship between an innovative culture and firm performance; however, when the competitive environment is changing rapidly firm earnings are enhanced by an innovative culture.

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