scholarly journals Implikasi Keunggulan Bersaing Terhadap Kinerja Organisasi Pada Sektor Industri Manufaktur Kimia Di Provinsi Banten

2020 ◽  
Vol 21 (2) ◽  
pp. 208-234
Author(s):  
Uli Wildan Nuryanto ◽  
Masyhudzulhak Djamil MZ ◽  
Achmad Hidayat Sutawidjaya ◽  
Ahmad Badawi Saluy
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Latent Variable ◽  
Industrial Revolution ◽  
Business Environment ◽  
Internal Resources ◽  
And Performance ◽  
The Relationship

In current dynamic business environment, the competition is getting stiffer and performance organizational becomes issue, the caracteristics that occurred in the industrial revolution 4.0. This condition requires organizations to increase the performance to be sustain. Competence and knowledge management as internal resources that reffer to RBV are strengths hat are very important as predictors in improving performance. For this reason, the study has explored the indicators of each of the predictors and also test the relationships between latent variable that have been hypothesized. This research focus to the industrial chemical manufactur at Banten Province Indonesia which is become the province with the third largest number of chemical firms in Indonesia. Regarding to the central bureau statistics of Indonesia, the values of productivity and human resources capability from downstream chemical manufactur sector below the target. This research using SEM-PLS method to measure 97 respondents from the level supervisor and manajerial. The final results provide a positive and significant relationship between competence and knowledge management through competitive advantage and organizatioan performance. Competitive advantage also increasse the relationship between competence and knowledge management through the organizational performance. This result has implication for managerial levels to increase human resources performance so it can improve the firm competitive advantage. 

scholarly journals The Effect of Organizational Performance, Competitive Advantage on the Financial Sector of Chemical Manufacturing Industry in Banten Province

2020 ◽  
Vol 1 (4) ◽  
pp. 225-242
Author(s):  
Uli Wildan Nuryanto ◽  
Masyhudzulhak Djamil MZ ◽  
Achmad Hidayat Sutawidjaya ◽  
Ahmad Badawi Saluy
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Latent Variables ◽  
Manufacturing Industry ◽  
Industrial Revolution ◽  
Manufacturing Sector ◽  
Business Environment ◽  
Chemical Manufacturing

In the current dynamic business environment, the competition is getting stiffer and performance organizational becomes an issue, the characteristics that occurred in the industrial revolution 4.0. This condition requires organizations to increase their performance to be sustained. Competence and knowledge management as internal resources that refer to RBV are strengths that are very important as predictors in improving performance. For this reason, the study has explored the indicators of each of the predictors and also test the relationships between a latent variables that have been hypothesized. This research focuses on the industrial chemical manufactur in Banten Province Indonesia which is become the province with the third-largest number of chemical firms in Indonesia. Regarding the central bureau statistics of Indonesia, the values of productivity, and human resources capability from the downstream chemical manufacturing sector below the target. This research using the SEM-PLS method to measure 97 respondents from the level supervisor and managerial. The final results provide a positive and significant relationship between competence and knowledge management through competitive advantage and organizational performance. Competitive advantage also increases the relationship between competence and knowledge management through organizational performance. This result has implications for managerial levels to increase human resources performance so it can improve the firm competitive advantage.  

“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 Mediating Role of Knowledge Management in the Relationship between Organizational Learning and Sustainable Organizational Performance

2020 ◽  
Vol 12 (23) ◽  
pp. 10061
Author(s):  
Mirna Kordab ◽  
Jurgita Raudeliūnienė ◽  
Ieva Meidutė-Kavaliauskienė
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Business Environment ◽  
Mediating Role ◽  
Knowledge Based ◽  
East Region ◽  
The Relationship ◽  
Consulting Companies

Organizations operating in the intensive knowledge-based sector seek efficient management approaches and sustainable development practices to perform efficiently in the dynamic business environment. Knowledge management practice and organizational learning are significant factors in order to achieve sustainable organizational performance in a rapidly changing business environment. Based on the scientific literature analysis, there is still a lack of evidence related to the mediating role of the whole knowledge management cycle, including the five knowledge management processes (knowledge acquisition, creation, storage, sharing, and application) in the relationship between organizational learning and sustainable organizational performance for organizations operating in intensive knowledge-based sectors. This study aimed to examine the impact of the whole knowledge management cycle on the relationship between organizational learning and sustainable organizational performance in intensive knowledge-based sectors, specifically the audit and consulting companies in the Middle East region. Systematic scientific literature analysis, expert evaluation (structured questionnaire), and structural equation modeling (SEM) technique were used to develop and verify the research model. Data was collected through a structured questionnaire distributed among auditing experts working in a knowledge-based sector—audit and consulting companies in the Middle East region. The research results supported the hypotheses stating that organizational learning positively affects knowledge acquisition, storage, sharing, application processes, and sustainable organizational performance. However, the results verified that organizational learning has an insignificant impact on the Middle Eastern audit and consulting companies’ knowledge creation process.

scholarly journals Pengaruh Knowledge Management terhadap Performa Kinerja Organisasi: Studi Kasus pada PT Ericsson Indonesia

2012 ◽  
Vol 3 (1) ◽  
pp. 444
Author(s):  
Stephanus Stephanus
Keyword(s):  
Knowledge Management ◽  
Learning Environment ◽  
Human Resources ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Primary Determinant ◽  
And Performance ◽  
Or Organization ◽  
A Company

Human resources are the most important asset as the primary determinant of long-term corporate success. Therefore, any efforts to improve the effectiveness and performance of employees in a company or organization are also important factors in improving the the company's capacity of available Intellectual Capital. In addition, learning environment holds important implications for improving organizational performance in a company, especially when associated with knowledge Management that can be used as a learning enabler undertaken by their employees. This paper discusses the relationships between the learning environment and the increase of organizational performance associated with the company’s knowledge management.

The Construction of Knowledge Management

2014 ◽  
pp. 89-110 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Human Resources ◽  
Competitive Advantage ◽  
Learning Organization ◽  
Human Resources Management ◽  
Top Down ◽  
Construction Of Knowledge ◽  
The Relationship

A number of authors have stressed that competitive advantage through knowledge management is realized through identifying the valuable representation, organization, acquisition, creation, usage, and evolution of knowledge in its many forms that the organization knows or could know now: skills and experience of people, archives, documents, relations with clients, suppliers, and other persons and materials often contained in electronic databases. In so doing, this chapter covers the various types of knowledge, the Learning Organization (LO), and Organizational Learning (OL). This chapter also covers the history and meaning of knowledge (management), LO, and OL in terms of how all three elements are interrelated. Emphasis is placed on the relationship between LO and OL. With that said, the chapter explains why the role of knowledge transfer and human resources management is a top down approach and not a bottom up approach.

scholarly journals Effect of Competitive Advantage on the Relationship between Strategic Leadership and Performance of International Non-Governmental Organizations in Kenya

2021 ◽  
Vol 5 (3) ◽  
pp. 74-85
Author(s):  
Joan Anyango Oracha ◽  
◽  
Martin Ogutu ◽  
Peter K’Obonyo ◽  
Medina Twalib ◽  
...  
Keyword(s):  
Developing Countries ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Mediating Effect ◽  
Strategic Leadership ◽  
Upper Echelons Theory ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
And Performance ◽  
The Relationship

In developing countries, International Non-Governmental Organizations (INGOs) have taken active and complementary roles in sustainable human development. Despite the role of INGOs in development, the issues of sustainability, availability of funds, and supportive leadership have remained a major challenge in developing countries. The concept of competitive advantage has been recognized as a central building block in strategic management and an important precedent to organizational performance. Competitive advantage is a deliberate effort by the organization to align its internal conditions and capabilities with changes in the external environment. This study sought to establish the mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya The study was anchored on strategic leadership theory, upper echelons theory and resource-based view theories. For methodology, descriptive cross-sectional survey design covering 277 respondents was adopted. Semi structured questionnaires were used to collect data. The study findings indicated that data collection tool/questionnaire was reliable as Cronbach alpha was greater than 0.7 for all variables. The results indicated a significant mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya. This means that the influence of strategic leadership on performance is indirect through competitive advantage. The study concluded that both competitive advantage and strategic leadership concurrently influence organizational performance positively. It is recommended that international non-governmental organization must be able to identify their competitive advantage. Keywords: Strategic Leadership, Competitive Advantage, Performance, International Non-Governmental Organizations & Kenya.

Strategic Knowledge Management, Innovation and Firm Performance: An Empirical Study in Vietnamese Firms

2014 ◽  
pp. 60-73
Author(s):  
Duy Nguyen Quoc ◽  
Tuan Vu Hong
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Organizational Performance ◽  
Management Strategies ◽  
Management Innovation ◽  
Strategic Knowledge ◽  
Mediating Role ◽  
And Performance ◽  
The Relationship ◽  
Strategic Knowledge Management

The main purpose of this paper is to test the relationship between strategic knowledge management, innovation and firm performance in the Vietnamese context. Our results show that strategic knowledge management significantly enhances innovation and organizational performance. It is also seen as playing an important mediating role in innovation between strategic knowledge management and firm performance. Although codification and personalization knowledge management strategies both have impact on innovation and performance, personalization knowledge management strategy has the dominant impact.

scholarly journals A STUDY OF THE PRACTICE OF THE LEARNING ORGANIZATION AND ITS RELATIONSHIP TO PERFORMANCE AMONG KENYAN COMMERCIAL BANKS

2012 ◽  
Vol 4 (1) ◽  
pp. 45-56
Author(s):  
Stephen N. M. Nzuve ◽  
Edith A. Omolo
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Learning Organization ◽  
Commercial Banks ◽  
Business Environment ◽  
Global Market ◽  
Learning Culture ◽  
Sustainable Competitive Advantage ◽  
Global Business ◽  
The Relationship

The objective of the study was to investigate the extent of the practice of the learning organization within the Kenyan commercial banks and determine the relationship between the aforementioned practice with organizational performance. The study adopted a descriptive survey design. It was a census survey comprising all the 43 banks licensed to operate in Kenya under the banking Act. The sample frame included all the commercial banks listed in the Central Bank of Kenya website. The 43 banks were further divided into 3 tiers based on profitability for the year 2008 as indicated in the Banking Survey 2009. Primary data was collected using a structured questionnaire while secondary data regarding organizational performance was obtained from the banking survey 2009. The data collected was analysed using descriptive statistics in terms of frequency and percentage tabulations, cross tabulations and Pearson’s correlation coefficient to determine the relationship between the practice of the learning organization and organizational performance. The study established that most Kenyan commercial banks had to a large extent adopted the following practices adopted by most organizations: development of information systems designed to inform and empower, formative accounting control, learning approach to strategy development, participative policy making, reward flexibility and supportive leadership. The practices least adopted were the ones involved in enabling structures, creating a learning climate and boundary workers as environmental scanners. Findings indicate that there is an inverse relationship between the practice of the learning organization and organizational performance. This would suggest that there are other factors that have to be taken into account to determine and explain this discrepancy, hence the need for further study. In conclusion, the study established that two thirds of the Kenyan banks had adopted the practices of the learning institution. The study also indicates that there is a tendency for Kenyan commercial banks to focus on certain aspects of the learning organization instead of seeing the whole picture and focusing on the organization as a dynamic entity. Interest in the learning organization has been stimulated by the need to attain sustainable competitive advantage The researcher recommends that the Kenyan commercial banks should embrace more systematic, definite and concrete steps towards adopting a learning culture, in order to survive the onslaught of competitive forces in the global market. The study suggests further investigation into whether the practices were adopted as part of a systematic strategy to develop the banks as learning organizations or whether they were simply adopted on an ad hoc basis for purposes of expediency and organizational survival. Key words: learning organization, organizational learning culture, performance indicators, sustainable competitive advantage, global business environment.

scholarly journals Knowledge Management Strategies to Improve Learning and Growth in Creative Industries: A Framework Model

2021 ◽  
Vol 4 (2) ◽  
pp. 1903-1915
Author(s):  
Alexandra Sinta Wahjudewantia ◽  
Jann Hidajat Tjakraatmajaa ◽  
Yudo Anggoroa
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Organizational Performance ◽  
Management Strategies ◽  
Creative Industries ◽  
Field Observations ◽  
Performance Measurements ◽  
Framework Model ◽  
And Performance ◽  
The Relationship

The aim of this study is to propose a framework model to capture the knowledge management (KM) process and KM enablers and their connection to improving learning and growth in creative industries. This study is a literature review that analyses several articles related to KM and creative industries. Field observations were conducted at two creative industries to verify the literature review results. This review explores several studies of KM enablers and KM processes to identify KM’s relationship with organizational performance. Organizational performance can be measured from several perspectives, one of which is the tangible perspective of learning and growth. The framework model comprises three interrelated concepts of KM and performance: KM enablers, KM processes, and learning and growth as an intangible type of performance. Further study is needed to identify the types of KM enablers and KM processes to obtain a better understanding of how to improve the performance of creative industries. This study is limited to knowledge management in creative industries. Studies of KM strategies in creative industries are limited, including in Indonesia. Previous studies identify the relationship between KM implementation and improving tangible performance measurements, such as financial and customer performance. This study contributes to our knowledge of implementing KM to improve intangible performance in creative industries.

Relationship between competitive SMEs’ orientation and “Catur Paramitha”

2019 ◽  
Vol 46 (7) ◽  
pp. 861-873
Author(s):  
I. Ketut Rahyuda ◽  
Ida Bagus Anom Purbawangsa ◽  
Ida Bagus Ketut Surya
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Qualitative Approach ◽  
Local Culture ◽  
Content Type ◽  
Internal Resources ◽  
Successful Business ◽  
The Difference ◽  
Mixed Approach ◽  
The Relationship

Purpose The purpose of this paper is to identify dimensions and indicators of “Catur Paramitha” that improve the performance of SMEs in Sarbagita area. Design/methodology/approach The study used a quantitative and qualitative approach. Glaser and Strauss’s (1967) grounded theory, and Strauss and Corbin (1990) were the bases for the qualitative approach. It also employed a quantitative approach to analyze the difference between the SMEs. The setting comprised of three municipalities in Bali and Denpasar; altogether, these areas are known as “Sarbagita.” Bali is divided into 8 districts, 1 city, and 57 regions. Due to the large number of SMEs in Bali, there is no institution that has been able to identify the exact number of SMEs in “Sarbagita.” Findings There is a significant and positive relationship between “Catur Paramitha” and the performance of SMEs in both East Java and Bali. The finding also describes the performance of the SMEs that apply the principles of “Catur Paramitha” and those that do not. “Catur Paramitha” that consists of “metria,” “karuna,” “upeksa” and “mudita” is a pivotal concept to apply for SME owners/management in order to prevent money from being the only basis for capitalist competition. Local wisdom can control cannibalism, turning it into humanism and friendship-based partnership or cooperation. Originality/value The originality of this research is its methodology, and the fact that the local culture becomes the basis for a successful business venture and organizational performance as the key for a successful business venture. Improved organizational performance is the result of more developed internal resources and competitive advantage. Local culture is a very important element to develop a competitive advantage (Barney and Clark, 2007). Local culture is local wisdom. Studies focusing on the local wisdom theory (Clayton and Birren, 1980; Robinson, 1990; Sternberg, 2000) use qualitative methods. Quantitative method is the approach used to explain the relationship between humanistic values and the performance of the SMEs (competitive advantage) based on statistical analysis. Therefore, the originality of this study is a mixed approach between quantitative and qualitative with interpretive-based approaches.

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