scholarly journals A Conceptual Framework on the Associations among Knowledge Sharing Antecedents and Innovation Performance

2022 ◽  
Vol 11 (1) ◽  
pp. 19-40
Author(s):  
Sana'a Katamine ◽  
◽  
Nisreen Nofal Alatawneh ◽  
Prof. Dr. Ra’ed Masa’deh ◽  
◽  
...  
Keyword(s):  
Knowledge Management ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Empirical Studies ◽  
Innovation Performance ◽  
Comprehensive Review ◽  
Innovative Performance

This research aimed to study in-depth the concept of knowledge sharing process as part of knowledge management, and its role on innovative performance through conducting a comprehensive review of theories, literature, and empirical studies. Furthermore, the researchers reviewed the prevailing literature of knowledge sharing and its relationship with innovation.

scholarly journals Combined Impactof Knowledge Management and Total Quality Management on Innovation Performance: Insights from Indian IT Industry

2019 ◽  
Vol 8 (4) ◽  
pp. 5664-5669
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Empirical Studies ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Innovation Performance ◽  
Total Quality ◽  
It Industry ◽  
Sustained Competitive Advantage

Organizations are operating in an environment characterized by volatility, uncertainty, complexity and ambiguity. In such an environment an organization can attain sustained competitive advantage only through innovation. Innovation performance is the only effective yardstick that differentiates an ordinary organization from a world class one. Knowledge management is the process of creation and application of knowledge required for the attainment of organizational objectives. Total quality management stresses on continuous improvement to achieve organizational effectiveness. Despite the popularity of knowledge management, total quality management and innovation performance, empirical studies about the relationship between these variables is scant especially in Indian context. Present study attempted to find out the collective impact of knowledge management and total quality management on innovation performance in Indian IT industry. Data were collected from 219 employees working in 15 large IT organizations in Kerala by using simple random sampling technique. Results established that knowledge management and total quality management individually as well as collectively impact innovation performance. The significant influence on innovation performance is more when knowledge management and total quality management were combined. Results sensitize managers to create a differentiated management architecture that supports both knowledge management and total quality management simultaneously to foster innovation.

Barriers to Knowledge Sharing

2010 ◽  
pp. 49-61 ◽  
Author(s):  
Keith L. Lindsey
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Workers ◽  
Organizational Routines ◽  
Organizational Decision Making ◽  
Comprehensive Review ◽  
Fundamental Reason

Barriers to knowledge sharing continue to thwart organizational efforts to identify knowledge, manage its flow, and effectively integrate its use in organizational decision making. These critical organizational tasks transcend departmental boundaries and, taken in whole, could be considered to comprise the fundamental reason for the existence of the organization. Improving the efficiency of knowledge sharing is a highly desirable goal because it offers a promise of compounded returns as the organization works harder and smarter. Knowledge workers have developed a variety of mechanisms and routines to share knowledge, but these are all subject to one or more barriers to knowledge sharing. As knowledge researchers continue to work toward a better understanding of the knowledge sharing process, the fundamental characteristics of the knowledge sharing transaction remains consistent, but the barriers may be transient. This article provides a comprehensive review of the barriers to knowledge sharing that have been identified in the literature and examines the ways that personal barriers have changed since the first edition of The Encyclopedia of Knowledge Management was published. If the barriers to knowledge sharing are indeed found to be transient, then managers may be empowered to develop a set of tools that could be used to lessen the effect of multiple barriers, which could lead to much more efficient organizational routines. In this article, the process of knowledge sharing is examined by framing the knowledge sharing transaction as a form of communication in order to identify and isolate the barriers to that type of communication. Once the barriers are isolated, they can be overcome.

Knowledge Management Systems Characteristics That Support Knowledge Sharing and Decision-Making Processes in Organizations

2021 ◽  
pp. 182-200
Author(s):  
Mahmoud Abdelrahman ◽  
Firas Masri ◽  
Dimitra Skoumpopoulou
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Management Systems ◽  
Management Decision ◽  
Knowledge Management Systems ◽  
Structured Interviews ◽  
Public And Private ◽  
Management Decision Making

With the advent of the knowledge economy and the growing importance of knowledge societies, organizations are constantly seeking new ways of leveraging and sharing knowledge to support decision-making (DM) processes. This chapter presents an initial insight to the little-researched phenomenon of how knowledge management systems (KMSs) can facilitate knowledge sharing (KS) to support DM processes in organizations. In this chapter, authors aim to extend the existing literature of knowledge management, decision making, and knowledge sharing by proposing a new conceptual framework, namely “ECUA” (easiness, communication, unification, and analytics characteristics). In this study, 42 semi-structured interviews have been conducted. The proposed conceptual framework will benefit managers in both public and private sectors in finding new ways of leveraging and sharing knowledge to support DM processes via using KMSs. This framework can be used to explore KMSs characteristics that can support DM processes by facilitating knowledge sharing in organizations.

A new conceptual framework for identifying the factors influencing the effectiveness of competitive intelligence

2020 ◽  
Vol 30 (5) ◽  
pp. 555-576
Author(s):  
Somayeh Asghari ◽  
Sahar Targholi ◽  
Ali Kazemi ◽  
Saeed Shahriyari ◽  
Lila Rajabion
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Statistical Analysis ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Competitive Intelligence ◽  
Future Research ◽  
Content Type ◽  
Practical Implications

Purpose Competitive intelligence (CI) collects data through the distribution of knowledge to make decisions in a competitive environment. To better comprehend the concept of CI, the purpose of this paper is to determine the role of effective factors (knowledge sharing, competitor information, information technology (IT) and organizational culture) and their impact on CI. In addition, the paper provides a conceptual framework for determining the practical factors on CI. Design/methodology/approach For evaluating the elements of the model, a questionnaire is considered. Questionnaires were reread by specialists with significant experiences in the CI field. For statistical analysis, the SPSS 22 and SmartPLS 3.2 software package is also used. Findings Findings from the study showed the validity of the model for a CI assessment. Furthermore, the results confirmed that the competitor information significantly influenced CI. In addition, the obtained results implied that IT has a significant and positive influence on CI. The effect of organizational culture on CI also proved to be positive and significant. Research limitations/implications This paper makes significant contributions for both researchers and practitioners; however, the authors determine some limitations, which are as follows: First, the authors showed the result in a single region. It cannot be assured that the results are generalizable to other areas. Second, because of time and financial constraints, the authors gathered the data using a sample from a single location. Third, the use of variables to depict CI may be not exhaustive. The authors, therefore, encourage future research to study these CI dimensions. Practical implications This study meaningfully contributes to the knowledge and literature by focusing more on CI, examining other significant aspects and applying advanced statistical analysis method. Also, current research results suggest practical implications for marketing practitioners and managers who implemented tools and made strategic plans to enhance the organization’s performance. From a practical perspective, the statistical results support the crucial role of the following factors: IT, competitor information, organizational culture and knowledge sharing on CI. Originality/value Experts in the area of knowledge management, CI and strategic management can use this study to gain a competitive advantage based on knowledge and information resources. Organizations must have knowledge management function and CI to support the strategy formulation, implementation and evaluation.

Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success

2020 ◽  
Vol 24 (10) ◽  
pp. 2455-2489
Author(s):  
Shahnawaz Muhammed ◽  
Halil Zaim
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Design Methodology ◽  
Organizational Knowledge ◽  
Innovation Performance ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Leadership Support ◽  
Sharing Behavior

Purpose This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing. Design/methodology/approach Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey. Findings The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups. Research limitations/implications This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance. Originality/value Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.

A framework for integrating strategic HR and knowledge management for innovation performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Karishma Trivedi ◽  
Kailash Bihari Lal Srivastava
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Business Strategy ◽  
Current Knowledge ◽  
Innovation Performance ◽  
Organizational Strategies ◽  
Content Type ◽  
Hr Practices ◽  
Hr Managers

Purpose Organizations that resort to knowledge management (KM) for innovation need to align their organizational strategies for KM success. The purpose of this paper is to develop a conceptual framework depicting the alignment of strategic HR practices with organizational culture and strategy. This alignment posits to leverage KM processes for improving innovation performance in organizations. Design/methodology/approach Drawing from configurational–contingent HR perspective, this paper reviews the literature critically to identify the role and relationship among strategic HR practices, organizational culture and business strategy in contributing to KM process and innovation. Findings Complementarity between strategic HR practices with business strategy and organizational culture can create a synergistic effect on the KM process for improved innovation performance. Research limitations/implications This paper is theoretical. To validate the proposed conceptual framework, it needs empirical verification by future studies. Practical implications Managements should configure their HR practices with strategy and enable a knowledge-oriented culture to develop employee capabilities, creating intellectual assets for bringing more innovativeness in organizations. Originality/value The paper addresses the gap by relating strategic HR practices, strategy and culture in KM context with firm innovation in a comprehensive model. It is among the few studies to critically review strategic human resource practices-KM relationship from contingent–configurational HR perspective, relevant for HR managers in the current knowledge-based organizations.

Modeling the Relationship between Human Intelligence, Knowledge Management Practices, and Innovation Performance

2015 ◽  
Vol 14 (01) ◽  
pp. 1550012 ◽  
Author(s):  
M. F. Noordin ◽  
Z. A. Karim
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Knowledge Workers ◽  
Empirical Studies ◽  
Partial Least Square ◽  
Innovation Performance ◽  
Least Square ◽  
Human Intelligence ◽  
Spiritual Potential ◽  
The Relationship

Pioneers in knowledge management (KM) have well articulated the relationship between KM and innovation. In addition, there are many theoretical papers as well as empirical studies that examined the positive relationship between KM and innovation. However, these empirical studies analysed the relationship between KM and innovation at management or organisational level. There is a need to study this relationship at the knowledge workers level to see how they actually influence their organisational KM and innovation. This study aims to analyse the knowledge worker's intelligence, emotional, and spiritual potential towards KM and innovation as well as examine the relationship between knowledge workers, KM and innovation. Survey questionnaires are used to measure knowledge workers' intelligence quotient (IQ), emotional quotient (EQ), and spiritual quotient (SQ), their KM processes involvement, and perception on their innovation performance. Partial least square (PLS) analysis is used in the analyses to determine the relationship between human intelligence, KM processes and innovation performance. Results indicate that human EQ and SQ influenced KM and innovation but not IQ.

Knowledge Sharing and Innovation Performance

2008 ◽  
Vol 07 (03) ◽  
pp. 187-195 ◽  
Author(s):  
Ari Jantunen ◽  
Kaisu Puumalainen ◽  
Pia Hurmelinna-Laukkanen
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Network Externalities ◽  
Knowledge Flows ◽  
Innovation Performance ◽  
Knowledge Sources ◽  
Innovative Performance ◽  
Types Of Knowledge ◽  
Innovation Knowledge

The intensity and directions of knowledge flows between different actors are essential determinants in innovation. Knowledge acquisition is needed to find the relevant signals from markets, and knowledge sharing can facilitate benefits from network externalities and collaboration. A deeper understanding of the dynamics within knowledge transfer is, however, still needed. Thus, our goal is to clarify the effects of knowledge sharing on innovative performance. We test our model with a sample of 299 medium-sised and large Finnish companies. Our multi-way ANOVA results indicate that the level of innovation performance varies between the knowledge sources and the types of knowledge sharing.

scholarly journals Knowledge management practices and innovation performance in Finland

2015 ◽  
Vol 10 (4) ◽  
pp. 432-455 ◽  
Author(s):  
Henri Tapio Inkinen ◽  
Aino Kianto ◽  
Mika Vanhala
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Empirical Studies ◽  
Innovation Performance ◽  
Theory And Practice ◽  
Knowledge Assets ◽  
Content Type ◽  
Knowledge Based ◽  
Proactive Management ◽  
The Impact

Purpose – Recent empirical studies have suggested that knowledge-based issues are closely related to companies’ innovation performance. However, the majority of research seems to be focused either on static knowledge assets or knowledge processes such as knowledge creation. The purpose of this paper is to concentrate on the conscious and systematic managerial activities for dealing with knowledge in firms (i.e. knowledge management (KM) practices), which aim at innovation performance improvements through proactive management of knowledge assets. The study explores the impact that KM practices have on innovation performance. Design/methodology/approach – The authors provide empirical evidence on how various KM practices influence innovation performance. The results are based on survey data collected in Finland during fall 2013. The authors use partial least squares to test the hypothesized relationships between KM practices and innovation performance. Findings – The authors find that firms are capable of supporting innovation performance through strategic management of knowledge and competence, knowledge-based compensation practices, and information technology practices. The authors also point out that some of the studied KM practices are not directly associated with innovation performance. Originality/value – This study adds to the knowledge-based view of the firm by demonstrating the significance of the management of knowledge for innovation performance. Furthermore, the division of KM practices into ten types and the provision of the validated scales for measuring these add to the general understanding of KM as a field of theory and practice. This study is valuable also from managerial perspective, as it sheds light on the potentially most effective KM practices to improve companies’ innovation performance.

scholarly journals Social capital and knowledge sharing in tertiary education - The conceptual framework

2021 ◽  
Vol 11 (1) ◽  
pp. 116-122
Author(s):  
Tu Nguyen Nhat Thy ◽  
Ton Nu Ngoc Han ◽  
Phung Nguyen Thai Binh ◽  
Khong Minh Duc
Keyword(s):  
Social Capital ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Tertiary Education ◽  
Empirical Studies ◽  
Underlying Mechanism ◽  
Theoretical Background ◽  
Learning Performance ◽  
Social Phenomenon ◽  
Empirical Reality

Numerous technological improvements, especially the Internet, have given rise to social networking, which offers new opportunities for millions of people to enhance not only their communications and businesses but also the process of sharing and exchanging knowledge without spatial and temporal limits. During the COVID-19 pandemic, the knowledge-sharing process among tertiary students that took place through online learning raised controversial questions about how this process is stimulated and whether it enhances students’ academic performance. This study reviews the theoretical background and previous empirical studies to seek the underlying mechanism of the social phenomenon named social capital-driven knowledge-sharing process. The authors conducted a small qualitative study to collect narrative data from three students. Based on the theoretical background and empirical reality, the study proposes a conceptual framework to explain the sequencing relationships among social capital, knowledge-sharing behavior, and learning performance. The study recommends further research to explain this social phenomenon by using the proposed conceptual framework.

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