scholarly journals Knowledge Management Practices of Universities in Bangladesh: Lecturers’ Perception

2019 ◽  
Vol 2 (1) ◽  
pp. 54-62
Author(s):  
Kaniz Marium Akter ◽  
Subrata Banik
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Management Practices ◽  
Primary Data ◽  
Dominant Dimension ◽  
Knowledge Accumulation ◽  
Knowledge Based ◽  
Knowledge Management Practices ◽  
The Impact

AbstractObjective – Aim of this study is to focus on the knowledge management practices of universities in Bangladesh. The study attempts to identify the level of four knowledge management dimensions that includes knowledge discovery, knowledge accumulation, knowledge sharing, and knowledge application. Design/methodology – A questionnaire survey was conducted to collect the primary data from 108 university lecturers in Bangladesh. The knowledge management practices of the universities in Bangladesh were recognized by utilizing a close-ended questionnaires that is adapted from the Becerra-Fernandez and Sabherwal’s Knowledge Management Process (2010). Results – Results indicated that three knowledge management dimensions are moderately practiced by the Bangladeshi universities. However, knowledge accumulation was the dominant dimension in comparison with others, where knowledge sharing was the least dominant dimension of knowledge management. Research limitations/implications – The study will facilitate the authorities of higher educational institutions to develop plans and strategies for practicing the knowledge management in the highest level. It is essential for creating a sound knowledge-based culture in the universities. Further research is recommended increasing the sample size and finding the impact of knowledge management on the organizational performance using SEM Model. 

scholarly journals Direct effects of knowledge management practices on organizational performance

2020 ◽  
Vol 37 (1) ◽  
pp. 30-37
Author(s):  
Edwin Alexander Henao-García ◽  
Nelson Lozada ◽  
Jose Arias-Pérez
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Management Practices ◽  
Equation Modeling ◽  
Feedback Systems ◽  
Nonfinancial Performance ◽  
Knowledge Management Practices ◽  
The Impact ◽  
The Relationship

The relationship between knowledge management (KM) and firm performance is an interesting field for both scholars and practitioners. Despite the extant literature, more studies are required in order to clarify the abovementioned relationship. The purpose of this article is to examine the impact of KM practices on financial and nonfinancial performance. KM practices are knowledge creation practices, continuous learning practices (CLP), knowledge and feedback systems (KFS), and management of employees’ individual competencies. Methodologically the study uses partial least squares structural equation modeling. The results show that KFS affect firms’ financial performance and that CLP do not influence oneither financial or nonfinancial performance.

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.

scholarly journals The impact of Knowledge Management (KM) and Organizational Commitment (OC) on employee job satisfaction (EJS) in banking sector of Pakistan

2018 ◽  
Vol 11 (1) ◽  
pp. 1476-1491
Author(s):  
Muhammad Mohsin Najeeb ◽  
Muhammad Imran Hanif ◽  
Abu Bakar Abdul Hamid
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Management Practices ◽  
Banking Sector ◽  
Knowledge Retention ◽  
Employee Job Satisfaction ◽  
Knowledge Management Practices ◽  
The Impact

Purpose: The purpose of this paper is to examine the impact of knowledge management practices and organizational commitment could be a way to nurture job satisfaction and examine how knowledge management practices and organizational commitment can increase individual employees’ job satisfaction. Design/methodology/approach:  A theoretical model concerning the connections between sixfacets of Knowledge Management (knowledge acquisition, knowledge sharing, knowledge creation, knowledge application,knowledge codification and knowledge retention), two facets of Organizational Commitment (Keeping up organizational image and Responding to organizational greediness)and job satisfaction is proposed. Then data is collected through face to face questionnaire and also online web based questionnaires and sample is selected on convenience based from the banking sector organization of Pakistan. Findings:organization commitmentand knowledge management process in one’s working environment is significantly linked with high employee job satisfaction. Especially intra-organizational knowledge sharing knowledge application and knowledge creationalso organization commitment (coping with attachment) seems to be a key factors promoting satisfaction with one’s job in most employee. Practical implications:organization commitment and knowledge management has a strong impact on employee job satisfaction, and therefore, managers are advised to implement knowledge management and organization commitment activities in their organizations, not only for the sake of improving knowledge worker performance but also for improving their well-being at work. Originality/value: This paper produces knowledge on a practices of KM and organizational commitment that has been largely unexplored in previous all research, individual job satisfaction. Also, it promotes the knowledge management and organizational commitmentliterature to the next stage where the impact of knowledge management and organizational commitment is not explored as a “one size fits all” type of a phenomenon, but rather as a contingent and contextual issue. Keywords:Knowledge Management, Knowledge Management Practices,Knowledge Acquisition, Knowledge Sharing, Knowledge Creation, Knowledge Codification, Knowledge Retention, Organizational Commitment, Job satisfaction.

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

2021 ◽  
Vol 3 (1) ◽  
pp. 38-55
Author(s):  
Arshad Mahmood ◽  
Muhammad Yousuf Khan Marri ◽  
Hussain Ali ◽  
Shahid Nadeem
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Involvement ◽  
Major Influence ◽  
Leader Member Exchange ◽  
Empirical Examination ◽  
Member Exchange ◽  
Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

scholarly journals Knowledge Transmission in Light of Recent Transformations in the Workplace

2012 ◽  
Vol 67 (2) ◽  
pp. 304-324 ◽  
Author(s):  
Esther Cloutier ◽  
Élise Ledoux ◽  
Pierre-Sébastien Fournier
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
Management Practices ◽  
Work Teams ◽  
Health And Safety ◽  
Food Service ◽  
Experiential Knowledge ◽  
Work Intensification ◽  
Flexible Management ◽  
The Impact

In a context of changing demographics and transformations to the world of work, concerns about age management are gradually turning into concerns about knowledge management. The vast experiential knowledge and diverse skills developed by workers to cope with the numerous situations encountered in the course of their work and to protect themselves against risks to their health and safety constitute part of the intangible assets vital to the sustainability of worker expertise and even the survival of the organization. Management practices play an important role in helping safeguard experiential knowledge in organizations. However, the transformations that have been taking place in recent years in response to an unstable economic climate have driven organizations to introduce a number of changes in workplaces. Three case studies, conducted in Quebec, each focused on the study of a specific occupation (film technicians, food service helpers, and homecare nurses), and based on interviews and observations made in the field, will be presented in an effort to describe the impact of some of these changes, namely precarious employment, flexible management practices and work intensification, on knowledge sharing in real work situations. The results suggest that by undermining work teams and increasing the workload of experienced workers, these changes actually hinder the knowledge sharing process. In fact, in such a context, the work teams are continually being reconfigured, which can demotivate experienced workers who constantly have to initiate new recruits despite already having a work overload. Possible avenues for research are proposed with a view to helping organizations cope with these changes in a way that supports the experiential knowledge transfer and sharing process so vital to organizational performance and the preservation of worker health.

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 Assessing the Impact of Strategic Management Practices on the Performance of Commercial Banks in Makurdi – Nigeria

2021 ◽  
pp. 34-45
Author(s):  
David Adugh Kuhe ◽  
Victor Utor ◽  
Darius Ikyanyon
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Commercial Banks ◽  
Management Practices ◽  
Primary Data ◽  
Regression Result ◽  
Correlation And Regression Analysis ◽  
Management Techniques ◽  
The Impact ◽  
Structured Questionnaire

The aim of this study is to assess the impact of strategic management practices on the performance of some commercial banks in Makurdi – Nigeria. The study utilized primary data obtained through structured questionnaire administered to 160 respondents sampled from seven commercial banks in the study area. The collected data from the study were analyzed using descriptive statistics, percentages, correlation and regression analysis. The correlation results showed that strategic management practices are highly positively and significantly related to organizational performance. The regression result which explains about 99.9% variability in the model revealed that strategic management had positive and significant impact on the performance and profitability of commercial banks. The study recommended among other things that the management of the commercial banks should enhance the strategic management techniques in order to improve performance.

Sign in / Sign up

Export Citation Format

Share Document