scholarly journals Knowledge management and performance: developing a theoretical approach to knowledge workers’ productivity, and practical tools for managers

2016 ◽  
Vol 14 (3) ◽  
pp. 667-676
Author(s):  
Deniel J. Adriaenssen ◽  
Dagny A. Johannessen ◽  
Jon-Arild Johannessen
Keyword(s):  
Knowledge Management ◽  
Theoretical Approach ◽  
Knowledge Workers ◽  
Knowledge Worker ◽  
Jel Classification ◽  
Worker Productivity ◽  
Productivity Theory ◽  
And Performance

Issue: The number of knowledge workers continues to grow, but we know little about what factors will promote knowledge workers’ productivity. Problem for discussion: How can managers promote knowledge workers’ productivity? Purpose: To develop aspects of a theory to promote knowledge workers’ productivity. Method: Conceptual generalization. Findings: Seven propositions (a mini-theory) for knowledge workers’ productivity. Keywords: knowledge worker, productivity, theory. JEL Classification: M1

The impact of knowledge management on knowledge worker productivity

2019 ◽  
Vol 14 (2) ◽  
pp. 178-197 ◽  
Author(s):  
Aino Kianto ◽  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Faisal Nawaz ◽  
Murad Ali
Keyword(s):  
Knowledge Management ◽  
Knowledge Workers ◽  
Knowledge Worker ◽  
Demographic Factors ◽  
Worker Productivity ◽  
Content Type ◽  
Management Processes ◽  
Managerial Position ◽  
The Impact ◽  
Knowledge Management Processes

Purpose The productivity of knowledge workers is crucial not only for organizational innovation and competitiveness but also for sustainable development. In the context of knowledge-intensive firms, implementation of knowledge management is likely to increase knowledge worker productivity. Therefore, the purpose of this paper is to examine the influence of knowledge management on knowledge worker productivity. Design/methodology/approach A research framework on the effects of knowledge management processes on knowledge worker productivity is established and empirically tested with data from 336 knowledge workers at five mobile network operator companies in Pakistan. Findings The results indicate that knowledge creation and knowledge utilization impact knowledge worker productivity positively and statistically significantly. However, knowledge sharing does not have statistically significant impact on knowledge worker productivity. Demographic factors (gender, managerial position and formal education level) do not moderate the relationship between knowledge management and knowledge worker productivity statistically significantly. Research limitations/implications The key limitations are the cross-sectional nature of the data and the geographic limitation to telecom companies in Pakistan. Practical implications Irrespective of gender, education and managerial position, implementation of knowledge management can increase knowledge worker productivity. Therefore, knowledge management practices should be implemented to enhance the knowledge worker productivity via fostering the knowledge worker’s engagement in and propensity to knowledge management processes. Originality/value This study is among the first to examine the likely influence of knowledge management on the productivity of knowledge workers conclusively while controlling for three individual demographic factors. This study also addresses the effectiveness of knowledge management in the little-explored cultural context of Pakistan.

Investigating Web 2.0 Application Impacts on Knowledge Workers’ Decisions and Performance

2012 ◽  
Vol 25 (4) ◽  
pp. 65-83 ◽  
Author(s):  
Haya Ajjan ◽  
Richard Hartshorne ◽  
Scott Buechler
Keyword(s):  
Knowledge Management ◽  
Web 2.0 ◽  
Positive Impact ◽  
Knowledge Workers ◽  
Internal Communication ◽  
Management Performance ◽  
And Performance ◽  
Continuous Use ◽  
The Impact

Web 2.0 applications (such as blogs, wikis, and group messaging) have been widely adopted by organizations to enhance the effectiveness of internal communication and improve knowledge management within the organization. However, predictors that impact Web 2.0 continuous use within the organization and knowledge management performance have been neither well defined nor well understood in academia and practice. This paper empirically investigates the impact of hedonic and utilitarian performance on continual usage intention of Web 2.0 applications within the organization, and then examines continuance use decision impact on knowledge management performance. The authors’ results are useful in developing guidelines and strategies to increase the likelihood of Web 2.0 continuance use and to improve its positive impact within the organization.

scholarly journals Knowledge-Worker Productivity in Defense Industry: The Role of Knowledge Management through Employees’ Adaptability and Job Satisfaction

2022 ◽  
Vol 27 (1) ◽  
pp. 140
Author(s):  
Nawangsari Wardhani ◽  
Noermijati Noermijati ◽  
Sunaryo Sunaryo
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Structural Equation ◽  
Manufacturing Industry ◽  
Knowledge Worker ◽  
Sampling Technique ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Worker Productivity

This research aims to investigate the direct effect of knowledge management on knowledge-worker productivity and the indirect effect mediated by employees' adaptability and job satisfaction. The research was conducted at PT. Pindad (Persero) Malang as a specific knowledge-based manufacturing industry company. The research population is employees who work in the department that is closely related to the knowledge of ammunition products. Furthermore, 203 employees became the research sample taken proportionally and randomly from the population using proportionate random sampling technique. The data analysis method was carried out using a structural equation modeling (SEM) model with a partial least square (PLS) approach. The results indicate that knowledge management has no significant effect on knowledge-worker productivity, but knowledge management has a significant effect on adaptability, and adaptability has a significant effect on knowledge-worker productivity. Knowledge management also has a significant effect on job satisfaction, and job satisfaction also has a significant effect on knowledge-worker productivity. Thus, adaptability and job satisfaction have a full mediating role on the effect of knowledge management on knowledge-worker productivity. This research contributes fill the research gap on the influence of knowledge management on knowledge-worker productivity with the presence of adaptability and job satisfaction as a mediating variable.

Abusive supervision and the knowledge worker productivity: the mediating role of knowledge management processes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Quba Ahmed ◽  
Muhammad Saleem Sumbal ◽  
Muhammad Naseer Akhtar ◽  
Hussain Tariq
Keyword(s):  
Knowledge Management ◽  
Banking Sector ◽  
Knowledge Worker ◽  
Abusive Supervision ◽  
Worker Productivity ◽  
Theoretical Underpinning ◽  
Content Type ◽  
Management Processes ◽  
Process Creation ◽  
The Relationship

Purpose Drawing upon the theoretical underpinning of knowledge worker productivity, this study aims to examine the relationship between abusive supervision and knowledge management (KM) process (creation, application and sharing of knowledge) and its impact on the knowledge worker productivity in knowledge-intensive organizations. Design/methodology/approach Hypothesis were tested through PROCESS Macro in IBM SPSS v.26 on a sample of 204 employees working in banking sector of Pakistan. Confirmatory factor analysis was conducted to test the model fitness through AMOS v. 26. Findings The results showed that the relationship between abusive supervision and KM process (creation, application and sharing of knowledge) is negative and highly significant, i.e. greater the abusive supervision in the banking sector, the lower is the engagement in KM processes. Furthermore, there is a positive and highly significant relationship between the KM process and knowledge worker productivity. Finally, the study indicates the negative impact of abusive supervision on the knowledge worker productivity through the mediating mechanism of knowledge management processes. Research limitations/implications A key limitation is that the study is cross-sectional, and the findings may only be generalizable to developing countries context. Originality/value Previous studies have focused on supervisor–employee relationship but not in the context of knowledge worker productivity. This article fulfills this gap through understanding the impact of abusive supervision on the knowledge worker productivity in relation to KM processes (knowledge creation, sharing and application) by drawing upon the theoretical underpinning of knowledge worker productivity.

Key Enablers for Knowledge Management for Australian Not-for-Profit Organizations

2017 ◽  
pp. 628-648
Author(s):  
Craig Hume ◽  
Margee Hume
Keyword(s):  
Knowledge Management ◽  
Employee Engagement ◽  
Knowledge Worker ◽  
Integrated Approach ◽  
Volunteer Retention ◽  
For Profit ◽  
Not For Profit ◽  
Grant Applications ◽  
And Performance ◽  
Government Grant

Not-for-Profit (NFPs) organizations operate in an increasingly competitive marketplace for funding, staff and volunteers, and donations. Further, NFPs, both in Australia and internationally, are growing rapidly in number in response to increasing needs for humanitarian services and environmental sustainability that local and national governments and established international aid organizations cannot or struggle to provide effectively. Many NFPs are being driven to adopt more commercial practices in order to improve their donor appeal, government grant applications, staff/volunteer retention, and service delivery. Knowledge Management (KM) is one such “corporate” practice being explored to address the increasingly competitive environment. Although the concept of knowledge management may be basically understood in NFPs, researchers and NFP managers are yet to explore and fully understand the complex inter-relationships of organizational culture, ICT, internal marketing, employee engagement, and performance management as collective enablers on the capture, coordination, diffusion, and renewal of knowledge in a NFP environment. This chapter presents research into the relationship of KM with those enabling elements and presents an implementation model to assist NFPs to better understand how to plan and sustain KM activity from integrated organisational and knowledge worker perspectives. The model emphasises an enduring integrated approach to KM to drive and sustain the knowledge capture and renewal continuum. The model provides an important contribution on “how to” do KM.

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