scholarly journals The Impact of eLearning as a Knowledge Management Tool in Organizational Performance

2021 ◽  
Vol 6 (1) ◽  
pp. 928-936
Author(s):  
Abdulla Alsharhan ◽  
Said Salloum ◽  
Khaled Shaalan
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Management Tool ◽  
The Impact

Institutional Repository as a Knowledge Management Tool for the Enhancement of Library Visibility in the 21st Century

2021 ◽  
pp. 81-93
Author(s):  
Austin Tonderai Nyakurerwa
Keyword(s):  
Knowledge Management ◽  
21St Century ◽  
Research Data ◽  
Management Tool ◽  
Situational Analysis ◽  
Institutional Repository ◽  
Digital Repository ◽  
Institutional Repositories ◽  
The World ◽  
The Impact

The chapter focused on the institutional repository as a knowledge management tool that enhances the visibility of libraries in the 21st century. The researcher mainly relied on content analysis to gather research data. The researcher took a swipe on the uptake of institutional repositories the world over and an analysis of how an institutional repository could be used as a knowledge management tool was done. The researcher also conducted a situational analysis of the MSU institutional repository and assessed the impact of the digital repository on the visibility of the library. The author used the Webometrics Ranking of Universities in Zimbabwe to assess how universities are ranked in Zimbabwe.

Evaluation of knowledge management practices - a leather industry context

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Srinivasan P.
Keyword(s):  
Knowledge Management ◽  
Structural Equation Modeling ◽  
Organizational Performance ◽  
Structural Equation ◽  
Influential Factor ◽  
Equation Modeling ◽  
Survey Method ◽  
Leather Industry ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to analyze the impact of knowledge management (KM) in terms of organizational performance using structural equation modeling. To enhance organizational performance, KM is used as a powerful strategic tool. The factors such as management commitment, leadership and organizational culture are the KM enabler’s conditions, and the step processes of KM are knowledge capture, creation, organizing/storing and transfer, and through this, KM is analyzed on organizational performance in the context of leathers manufacturing company. This study constructs with questionnaire consist of 34 variables. Design/methodology/approach There are about 101 samples that were collected through the questionnaire survey method in the leather companies in Ranipet. The data were collected from executives and associates in the leather companies. Data were analyzed using the SPSS tool and SMART PLS tool used for framing a research model and the hypothesized relationships were tested through partial least squares structural equation modeling technique. Findings The finding of this study is mandatory to implement a structured KM practice in the leather companies. Application of KM is quite an impact on organizational performance, which leads to profitability and productivity. Originality/value This is the first paper to empirically investigate the KM enablers, process and support for the role of KM practices at leather industry. Further, the positioning of KM practices as a strategic competitive tool can be considered as an influential factor to organizational performance.

CRM dimensions and performance of SMEs in Yemen: the moderating role of human capital

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Sany Sanuri Mohd Mokhtar ◽  
Zakaria Bin Abas
Keyword(s):  
Developing Countries ◽  
Human Capital ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Manufacturing Sector ◽  
Moderating Effect ◽  
Customer Focus ◽  
Content Type ◽  
The Impact ◽  
Key Customer

PurposeThis paper examines the interaction of human capital and CRM on the performance of SMEs in Yemen.Design/methodology/approachThe study used a quantitative approach in investigating the interacting effect of human capital on the relationship between CRM and SMEs' performance in Yemen. The PLS-SEM analysis was performed to test the hypotheses.FindingsIt was observed that key customer focus, technology-based CRM and CRM knowledge management were effective drivers of SME performance, but not CRM organization tools. It was also ascertained that human capital has no moderating effect on the key customer focus and knowledge management relationships with performance, although it does moderate the relationships between performance and CRM organization and technology-based CRM respectively.Research limitations/implicationsBecause this study is limited to manufacturing SMEs in Yemen, the results cannot be generalized to other types of industry such as services, whose structure and vision differ from those of manufacturing SMEs. While the current results may be appropriate for SMEs in other developing countries, the researcher believes they are unsuitable for SMEs in advanced economies with different financial structures and employee and management cultures.Practical implicationsThe empirical insights of this study are valuable for the owners, managers and professionals in the SMEs manufacturing sector in developing countries, to enrich their organizational performance through CRM adoption, while considering the moderating effect of human capital.Originality/valueThis is the first empirical work to confirm way the main drivers of human capital, including in the analysis the impact of CRM dimensions and SME performance, in the context of the manufacturing sector. In support of an original conceptual model, the insights contribute to the literature on CRM, SMEs in the manufacturing sector, human capital and emerging economies.

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.

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>

Knowledge diversity and firm performance: an ecological view

2016 ◽  
Vol 20 (4) ◽  
pp. 671-686 ◽  
Author(s):  
Deng-Neng Chen ◽  
Ting-Peng Liang
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Organizational Performance ◽  
Company Performance ◽  
Content Type ◽  
Knowledge Diversity ◽  
Ecological View ◽  
New Perspective ◽  
The Stability ◽  
The Impact

Purpose Knowledge has been considered a crucial organizational asset for gaining competitive advantages. It is critical for a firm to maintain a knowledge composition that is productive. This study aims to examine the applicability of the diversity–stability principle in ecology to knowledge management and further investigate the impact of knowledge diversity on firm performance. Design/methodology/approach A theoretical framework for knowledge diversity and firm performance is proposed; a questionnaire survey was conducted to evaluate the research framework. Fifty-eight valid responses from experts were collected to measure knowledge strength and diversity of 20 enterprises in four industries, and financial indexes of the 20 enterprises from 2008 to 2012 were collected to analyze the research model. Findings The results show that higher information technology (IT) capabilities in a firm lead to higher levels of knowledge strength and diversity. The strength and diversity of knowledge in a company can improve average company performance and reduce performance variations. Research limitations/implications This paper presents a new perspective that applies the ecological concept of diversity to examine the value of knowledge in organizations. The findings expand our understanding of the role of IT and knowledge in organizational performance. A limitation is that the sample size is relatively small, which may limit the generalizability of the findings. Practical implications CEOs and chief knowledge officers can apply the findings herein to assess their organizational knowledge profiles and maintain a healthy knowledge ecology in strategic planning. They should be aware that both knowledge strength and knowledge diversity are crucial to the stability of firm performance. Originality/value The ecological view of knowledge management stresses the importance of maintaining a healthy intensity and diversity of knowledge at the macro level and indicates a new direction for knowledge management.

Communities of Practice

2011 ◽  
pp. 123-144
Author(s):  
Edurne Loyarte ◽  
Olga Rivera Hernáez
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
21St Century ◽  
Organizational Management ◽  
General Idea ◽  
Management Tool ◽  
Context Factors ◽  
The Impact

Many organizations have developed Communities of Practice and they are one of the most important vehicles of knowledge management in the 21st century. Organizations use Communities of Practice for different purposes, but both, organizations and Communities, are limited by different context factors. Therefore, different goals are achieved with them: sometimes the intended goals and sometimes unintended goals. With this in mind, this chapter focuses on the context factors that influence the development of Communities of Practice. To this end, we review different cases of Communities of Practice within various organizations. Our analysis provides: (a) a reflection on the Context factors in the process of integrating Communities of Practice, (b) an analysis of the impact of these factors on the development of Communities of Practice in different organizations and (c) the conclusions of the study. This study is based on the general idea that Communities of Practice are a valid management tool for organizations. This chapter is therefore based on the study of Communities of Practice from the perspective of organizational management.

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