scholarly journals Public management in the education sphere: Prospects for realizing human capital in the development of knowledge management technologies

2021 ◽  
pp. 151-172
Author(s):  
Salah GAD ◽  
Nagwa Babiker Abdalla YOUSIF
Keyword(s):  
Information Technology ◽  
Human Capital ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Influential Factors ◽  
Influential Factor ◽  
Practical Significance ◽  
Management Process

The study aims to form and test a knowledge management model for universities, which made it possible to identify the most influential factors and their relationship with knowledge management processes. The sample of the study (N = 100) included members of the administrations of the United Arab Emirates universities, senior students (graduate students) and teachers. The data were collected based on a Google Forms questionnaire (65 questions). The model includes 6 main factors: leadership, organizational culture, organizational structure, human resources, information technology, measurement and control. It is assumed that the favourable influence of these factors will contribute to the effective implementation of the knowledge management process. Statistical analysis of the collected data was performed in SPSS and EViews. The model was verified with the help of the root-mean-square error of approximation. The factors "organizational culture", "human resources", "organizational structure", as the processes of creation, storage and use of information demonstrate the highest degree of compliance (value is 0.5 and below). Internal consistency was checked by calculating Cronbach's alpha (total Cronbach alpha is 0.97). To assess the existing relationships between the processes and factors of knowledge management, an analysis of Spearman's ρ correlation was performed (confidence level is 99%). The findings of the study show that the factor "organizational culture" has the greatest impact on the process of creating knowledge, and the factor of the organizational structure considerably affects knowledge management. It has been concluded that information technology is the least influential factor in the knowledge management process. The model demonstrates that the greatest influence of the “leadership” factor can be observed in the context of the process of applying knowledge. The validity of the model makes it possible to argue that it can be used as a public policy tool for the implementation of knowledge management initiatives in universities. The practical significance of the research lies in the fact that on the basis of the model described in the study, it is possible to perform a preliminary assessment of the knowledge assets of universities in order to improve the process of knowledge transfer in education and research. The model will provide university administrations with an opportunity to identify areas for improvement in order for the knowledge management process to be more effective, which ultimately should result in the creation of human capital that meets modern needs.

scholarly journals Linkage between dynamics capability and knowledge management factors

2017 ◽  
Vol 55 (10) ◽  
pp. 2256-2276 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez ◽  
Tatiana Massaroli Melo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Automotive Industry ◽  
Organizational Context ◽  
Equation Modeling ◽  
Continuous Change ◽  
National Union ◽  
Content Type

Purpose Organizations are currently set in a background of dramatic discontinuity, i.e., environments that require continuous change due to fierce competition and market latent demands. From this perspective, it becomes eminent for organizations to develop an organizational context that stimulates routines reconstruction and internal capabilities to continue to be a competitive organization. The purpose of this paper is to examine entry and exit relationships of knowledge management (KM). Entries are considered, in this paper, the foundation factors of KM, and exits are related to dynamic capability (DC). Design/methodology/approach Data were collected through a survey conducted with 550 companies of the automotive industry, which are registered in the database of SINDIPEÇAS (National Union of Automobile Component Industries) with return rate of 143 valid questionnaires. The hypothesis testing and analysis were conducted using structural equation modeling. Findings The research shows the organizational structure as the main contextual factor related to KM, that supports DC. Besides organizational structure, this paper also assesses the interaction between human resources and organizational culture related to DC. Practical implications The results may help managers of companies from the automotive industry to understand which initiatives promote DC and innovation. Originality/value This paper presents one of the few researches that compare contextual factors related to KM that support DC; and it also compares the connection among human resources, organizational culture and organizational structure related to KM.

scholarly journals Effective knowledge management in the Nigerian banking industry: Indigenous knowledge

2019 ◽  
Vol 1 (3) ◽  
pp. 10-18
Author(s):  
Osarumwense Iguisi ◽  
Stephen Obeki
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Banking Industry ◽  
Human Resources Management ◽  
Resources Management ◽  
Management Leadership ◽  
The World ◽  
Nigerian Banking

Over the years, there have been an escalating shift from manual work to knowledge work all over the world and knowledge workers are in high demand. This study explores how well knowledge management factors such as information technology, organizational culture, measurement, management leadership and support, and human resources management exist in the Nigerian banking industry and it examined how well these critical success factors are being implemented. The study uses study consisted of members of staff of six selected Nigerian banks. A total of 100 copies of research questionnaire were administered to collect data for the study.  The 100 questionnaires were administered to the respondents out of which 72 copies were duly filled and found usable, amounting to 72% response rate. The study found that there is high level of management leadership and support with mean score of 4.01, organizational culture (4.01), measurement (4.02); information technology (4.43), and human resources management practices (4.18). In total, the mean score for knowledge management practice in the Nigerian banking industry is 4.43, making it a highly practiced concept in the Nigerian banking industry. It is recommended that management of banks in Nigeria should invest in knowledge management activities especially in this time that most economies in the world are knowledge-based.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

scholarly journals Validation as the Integral Part of a Knowledge Management Process

10.28945/2399 ◽  
2001 ◽  
Author(s):  
Maria A. Mach ◽  
Mieczyslaw L. Owoc
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Interdisciplinary Approach ◽  
The Other ◽  
Management Process ◽  
Theoretical Concepts ◽  
Whole Process ◽  
New Concepts ◽  
Organisational Knowledge ◽  
Knowledge Validation

Observing new concepts in information technology, we pay attention to its impact on more effective supporting human and organisational knowledge. Knowledge management (KM) is one of such promising and intriguing concepts. Its goals and infrastructures are defined in different ways, therefore interdisciplinary approach seems to be useful. We have presented a short survey of theoretical concepts in management, marketing and decision theory, which were adapted by the theory of KM. On the other hand, knowledge validation (KV), defined as two procedures: verification and evaluation any form of knowledge, is aimed on assuring its quality. The paper discusses the crucial interrelationships between knowledge validation and management. The main goal of this work is positioning KV activities in the context of knowledge management process, emphasising usability of KV techniques during the whole process.

scholarly journals Penentuan Target, Strategi dan Faktor-Faktor yang Mempengaruhi Optimalisasi Pajak Daerah

2021 ◽  
Vol 4 (2) ◽  
pp. 95-116
Author(s):  
Fauzan Effendi ◽  
Vince Ratnawati ◽  
Yesi Mutia Basri
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Organizational Structure ◽  
Case Study Approach ◽  
Real Potential ◽  
Target Setting ◽  
Study Approach ◽  
Local Taxes ◽  
Target Strategy

The research aimed to analyze the suitability of local tax target setting with real potential, analyze strategies and factors that influence the optimization of the advertisement tax performance, swallow's nest tax, groundwater tax, and Non-Metal Mineral Tax in Pekanbaru City. The object of this study is the Pekanbaru City Regional Revenue Agency and four objects/subjects of local taxes studied in Pekanbaru City. The method used is qualitative with a case study approach. This research shows that the target setting of Advertising Tax, Swallow's Nest Tax, Groundwater Tax, and Non-Metal Mineral and Rock Tax has not been adjusted to the real potential. The performance reports of each Regional Tax studied were inadequate in relation to the strategies implemented, which made it difficult for the Regional Revenue Agency to make effective and efficient decisions. The factors that influence tax optimization are the inadequate organizational structure, updating of the taxation database, human resources, the use of information technology, strengthening regulations, and supporting infrastructure.Keywords: Local Tax; Target; Strategy; Constraints. AbstrakPenelitian bertujuan untuk menganalisis kesesuaian penetapan target pajak daerah dengan potensi ril, menganalisis strategi dan faktor-faktor yang mempengaruhi optimalisasi kinerja Pajak Reklame, Pajak Sarang Burung Walet, Pajak Air Tanah; dan Pajak  Mineral Bukan Logam di Kota Pekanbaru. Objek Penelitian ini adalah Aparatur Badan Pendapatan Daerah Kota Pekanbaru dan 4 objek/ Subjek pajak daerah yang diteliti di Kota Pekanbaru. Metode yang digunakan adalah kualitatif dengan pendekatan studi kasus. Penelitian ini menunjukkan bahwa penetapan target Pajak Reklame, Pajak Sarang Burung Walet, Pajak Air Tanah; dan Pajak  Mineral Bukan Logam dan batuan belum disesuaikan dengan potensi ril. Laporan kinerja masing-masing Pajak Daerah yang diteliti belum memadai terkait strategi yang telah dilakukan sehingga menyulitkan Badan Pendapatan Daerah dalam pengambilan keputusan yang efektif dan efisien. Faktor-faktor yang mempengaruhi optimalisasi pajak tersebut adalah belum memadainya struktur organisasi, pemutakhiran data base perpajakan, kondisi Sumber Daya Manusia, pemanfaatan teknologi informasi, Penguatan Regulasi dan sarana prasarana pendukung.Kata Kunci: Pajak Daerah; Target; Strategi; Kendala.  

Determinants Of Knowledge Management Success In Public Companies In Kenya

2021 ◽  
Vol 8 (3) ◽  
pp. 522-538
Author(s):  
Zammary Jepkorir Sacho ◽  
Thomas A. Senaji
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Overall Response Rate ◽  
Response Rate ◽  
Leader Behavior ◽  
Primary Data ◽  
Public Companies ◽  
Knowledge Strategy ◽  
Descriptive Survey

In a knowledge economy, the need to ensure knowledge management success is imperative because it determines the success of an organization. Consequently, in order to improve and sustain their competitive advantage, many companies are also exploring the field of knowledge management. We examined factors that influence knowledge management success, namely organizational culture, knowledge strategy, information technology and leader behavior using a descriptive survey of 216 low, middle and top-level managers from public companies in Kenya based in Nairobi. Primary data was collected using structured questionnaires. The overall response rate was 72 percent. Descriptive statistics were used to summarize the analyzed survey data into frequencies and means. The findings were that organizational culture (β = 0.185, t = 5.436, p < 0.001), knowledge strategy (β = 0.368, t = 9.622, p < 0.001), information technology (β = 0.338, t = 9.247, p < 0.001) and leader behavior (β = 0.187, t = 4.764, p < 0.001) had a positive and significant influence on knowledge management success. Based on these findings, it is recommended that organizations have a knowledge strategy and enhance their information technology because these were found to have the greatest influence on knowledge management success.

Rethinking companies’ culture through knowledge management lens during Industry 5.0 transition

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Valentina Cillo ◽  
Gian Luca Gregori ◽  
Lucia Michela Daniele ◽  
Francesco Caputo ◽  
Nathalie Bitbol-Saba
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Conceptual Model ◽  
Time Horizon ◽  
Design Methodology ◽  
Content Type ◽  
Hr Management ◽  
Support Organizations

Purpose Through the human resources (HR) and knowledge management (KM) perspective as human-centric processes, the aim of this study is to explore how companies’ engagement in diversity (DIV), inclusion (INC) and people empowerment (PEMP) policies influences companies’ organizational performance, to support organizations in the shift to the Industry 5.0 framework. Design/methodology/approach Combining the HR management and the KM-driven organizational culture, a conceptual model is proposed for explaining companies’ higher organizational performance. Proposed hypotheses are tested with reference to a set of listed international companies traced by Refinitiv on a five-year time horizon (2016–2020) through 24,196 firm-year observations. Findings This research shows that companies engaged in DIV policies, INC practices and PEMP through education have higher profitability and are more valued by capital markets’ investors. Originality/value This paper draws attention to the need to overcome the reductionist view of HR and rethink KM architecture to cope with the growing challenge of HR integration according to the Industry 5.0 paradigm.

Project Management in IT Type University Spin-Offs

2016 ◽  
pp. 138-153
Author(s):  
Anna Szopa ◽  
Beata Jałocha
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Structure ◽  
Business Failure ◽  
Management Process ◽  
Technology Project ◽  
Industry Competition ◽  
Management Processes ◽  
Information Technology Project ◽  
Information Technology Project Management

Poor project management in IT companies, strong industry competition, and small firm fragility are some of the most often cited arguments to justify business failure. This chapter provides an integrated view of concepts involved in information technology project management in university spin-off companies. It includes a presentation of a success story of an IT university spin-off, which from the very beginning of its activity focused mainly on project management processes. The chapter explains how university spin-off organizational structure influences the project management process and discusses important methods and approaches that can determine IT spin-off successes.

Organizational culture and knowledge management processes: case study in a public university

2019 ◽  
Vol 49 (1) ◽  
pp. 35-53 ◽  
Author(s):  
Iman M. Adeinat ◽  
Fatheia H. Abdulfatah
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Public University ◽  
Equation Modeling ◽  
Management Process ◽  
Content Type ◽  
Management Processes ◽  
The Impact ◽  
Knowledge Management Processes

Purpose The purpose of this paper is to examine knowledge management interrelationships in higher education institutions and to assess the impact of the university’s culture on knowledge management processes: creation, dissemination, exchange and application. Design/methodology/approach The proposed model establishes the relationships between organizational culture (OC) and knowledge management processes in a single framework. The study used the organizational culture assessment instrument to determine the culture type and used structural equation modeling to assess the underlying relationships between knowledge management process and OC. Findings The results of the factor analysis used in this study suggest that adhocracy organizational culture, in which an organization is characterized by emphasis on individual initiative and employee empowerment, may not necessarily affect all knowledge management processes equally. In particular, an organization’s culture principally influences the knowledge creation process, followed by knowledge exchange, in a public university setting. Originality/value The study provides a comprehensive outlook on the effect of adhocracy culture in higher education on the knowledge management process through the lens of one cultural context. In addition, this is the first study that explores the OC effect on knowledge management process in a Saudi public university.

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