scholarly journals Effect of Knowledge Management Practices on the Performance of Nepalese Financial Institutions

2018 ◽  
Vol 4 (1) ◽  
pp. 44-59 ◽  
Author(s):  
Lekhanath Khanal ◽  
Santosh Raj Paudyal
Keyword(s):  
Knowledge Management ◽  
Statistical Analysis ◽  
Organizational Performance ◽  
Organizational Effectiveness ◽  
Financial Institutions ◽  
Employee Satisfaction ◽  
Management Practices ◽  
Financial Institution ◽  
Different Types ◽  
Knowledge Management Practices

Knowledge Management (KM) is considered as a recent phenomenon prevailing in the management circle. Despite its growing concern, there are relatively few literatures showing clear linkage between knowledge management and organizational performance (OP) in financial sector. The main objective of this study is to measure the effect of knowledge management practices on the performance of financial institutions in Nepal. In this study, samples of 385 respondents were selected randomly from four different types of financial institutions of Kathmandu, Nepal. The statistical analysis was done to draw the conclusion. The results clearly showed that components of KM process (KM obtaining, KM organizing & KM applying) are positively correlated with the organizational performance measured in terms of Financial and Market Results, Organizational Effectiveness, Employee Satisfaction and Customer Satisfaction. Finally, this paper concludes that performance of any financial institution is significantly affected by various KM processes and practices adopted by these organizations.

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 Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

2020 ◽  
Vol 11 ◽  
Author(s):  
Cai Li ◽  
Sheikh Farhan Ashraf ◽  
Fakhar Shahzad ◽  
Iram Bashir ◽  
Majid Murad ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Management Practices ◽  
Equation Model ◽  
Opportunity Recognition ◽  
Mediating Effect ◽  
Knowledge Management Practices ◽  
The Relationship

This study aims to identify the influence of knowledge management practices on the entrepreneurial and organizational performance with the mediating effect of dynamic capabilities and moderating role of opportunity recognition. Data were gathered from 486 entrepreneurs and applied a structural equation model to test the hypotheses. We found that knowledge management practices have a positive and significant influence on dynamic capabilities, as well as have a significant impact on entrepreneurial and organizational performance. Moreover, results indicated that dynamic capabilities partially mediate in the relationship between knowledge management practices on entrepreneurial and organizational performance. Furthermore, the relationship between knowledge management practices with entrepreneurial and organizational performance strengthening by opportunity recognition. Further, implications and limitations were discussed in the paper.

Knowledge management, problem solving and performance in top Italian firms

2017 ◽  
Vol 21 (2) ◽  
pp. 355-375 ◽  
Author(s):  
Daniele Giampaoli ◽  
Massimo Ciambotti ◽  
Nick Bontis
Keyword(s):  
Knowledge Management ◽  
Problem Solving ◽  
Firm Performance ◽  
Organizational Performance ◽  
Management Practices ◽  
Management Problem ◽  
Creative Problem Solving ◽  
Content Type ◽  
Knowledge Management Practices ◽  
Creative Problem

Purpose The purpose of this paper is to empirically test the link between knowledge management practices, problem-solving processes and organizational performance. Design/methodology/approach This study uses survey data from 112 leading Italian companies. To test the structural relations of the research model, we used the partial least squares method. Findings Results show a strong relationship between knowledge management practices and intermediate activities of creative problem solving and problem-solving speed. In addition, creative problem solving has a direct impact on both organizational and financial performances, whereas problem-solving speed has a direct effect only on financial performance. Research limitations/implications The focus on top Italian firms limits the generalizability of results. Practical implications This study provides empirical evidence of the importance of knowledge management practices for problem-solving activities and firm performance. Originality/value The present paper fills an important gap in the extant literature by conceptualizing and empirically testing the relationship between knowledge management, problem-solving processes (creative problem solving and problem-solving speed) and firm performance. This study is the first ever to study these relationships within the Italian context.

scholarly journals Linking knowledge management practices and the organizational performance of Pakistan’s telecommunication

2012 ◽  
Vol 2 (8) ◽  
pp. 2929-2938 ◽  
Author(s):  
Syed Muhammad Ali ◽  
Abdul Qadus ◽  
Adnan Waseem ◽  
Khalid Zaman
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Knowledge Management Practices

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 Knowledge Management Practices and Organizational Learning Have Positive Impacts on Organizational Performance of State-Owned Enterprises in Indonesia

2017 ◽  
Vol 8 (3) ◽  
pp. 281-292 ◽  
Author(s):  
Ade Irma Susanty ◽  
Madihah Salwa
Keyword(s):  
Economic Development ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Management Practices ◽  
Positive Contribution ◽  
Indonesian Government ◽  
Strategic Implementation ◽  
Knowledge Management Practices ◽  
The Relationship

Abstract The performance of state-owned enterprises (SOEs) is rated as an important component of the economic development in Indonesia. Indonesian government has set strategic steps to fix the financial value of the SOEs. Knowledge management is one of strategic implementation of SOEs. The result of the researcher’s analysis reveals that the implementation of the knowledge management does not always give a positive contribution to the performance of the SOEs. Accordingly, it is important to conduct a research related to the efforts taken in implementing knowledge management and its impacts on organizational performance of the SOEs. The main objective of this study is to figure out the relationship between knowledge management and organizational performance by involving organizational learning as the intervening variable. This study involves six state-owned enterprises in Indonesia. The total number of respondents successfully examined were 189 employees of the six state-owned enterprises. The data was processed by SEM technique using AMOS 22 Software and the result shows that knowledge management has a significant impact by 45% toward organizational performance, and organizational learning influences significantly by 44% on organizational performance.

Knowledge Management Practices and Organizational Performance in Selected Campuses of Kisii University, Kenya

2016 ◽  
Vol 53 (5) ◽  
pp. 349
Author(s):  
Raymond Wafula Ongus ◽  
Nemwel Nyakenyanya Aming’a ◽  
Constantine Matoke Nyamboga ◽  
Gilbert Okello
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Knowledge Management Practices

scholarly journals Antecedents and Outcomes of Knowledge Management Practices: Evidence from Pakistan

2016 ◽  
Vol 4 (2) ◽  
pp. 23-29
Author(s):  
Muhammad Arif ◽  
◽  
Muzammal Ilyas SindH ◽  
Inayat Ullah Khan ◽  
Syeda Faiza Urooj ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Positive Impact ◽  
Competence Development ◽  
Future Research ◽  
Performance Study ◽  
Knowledge Management Practices ◽  
Public And Private Sector ◽  
Culture Technology

The purpose of the study was to examine antecedents and outcomes of knowledge management practices in education sector of Pakistan. Leadership, culture, technology and competence development were used as antecedents. The data were collected from public and private sector universities and NGOs across Rawalpindi/Islamabad region. The results indicated that leadership has positive impact on knowledge management practices. Similarly, culture, technology and competence development positively impact the knowledge management practices as well. Ultimately, the results concluded that knowledge management practices positively and significantly impact organizational performance. Study limitations and future research directions are also discussed.

scholarly journals Knowledge Management Strategies and Organisational Performance of Deposit Money Banks in Nigeria

2020 ◽  
Vol 8 (02) ◽  
pp. 01-07
Author(s):  
R.O. Opeke ◽  
Adelowo, Oluremi Titilope
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Service Delivery ◽  
Sample Size ◽  
Organizational Performance ◽  
Employee Satisfaction ◽  
Management Practices ◽  
Management Strategies ◽  
Validated Questionnaire ◽  
Effective Service

Performance is a picture of some achievements of every organization, that its operations is either about financial aspects, marketing aspects, raising some aspects of fund and disbursement of funds, technological aspects, as well as aspects of human resources. However, the issues of bank not engaging in knowledge management adversely affected performance. There seems to be paucity of studies on the influence of knowledge management strategies on organizational performance of deposit money banks in Nigeria. This study examined the knowledge strategies and organizational performance of selected deposit money banks in Nigeria. Survey research design was adopted for the study. The population of the study covered 2,405 management staff of the selected deposit money banks in Lagos State, Nigeria. The sample size of 432 was determined through the Raosoft sample size calculator. Multi stage sampling method was utilized for selecting the respondents. Data were collected through adapted validated questionnaire. The reliability test for the instrument yielded Cronbach’s alpha coefficients for the constructs ranging from 0.77 to 0.89. The instrument achieved a response rate of 100%. Data collected were analyzed using descriptive and inferential statistics. The result revealed that knowledge management strategies sub-variables had significant effect on organizational performance; knowledge collection (β= 2.746, r = 0.532, T= 12.768, p<0.05), Knowledge provision (β= 0.368, r = 0.092, T= 1.956, p>0.05), knowledge communication (β= 1.211, r= 0.270, T= 6.171, p<0.05), knowledge exchange (β= 0.709, r = 0.254, T= 7.092, p<0.05) and knowledge transfer (β= -0.944, r = -0.163, T= -3.214, p<0.05). The core objective of this study was to examine the influence of information management practices, knowledge management strategies and organizational performance of selected deposit money banks in Nigeria. Specifically, examined the influence of knowledge management strategies indices (knowledge provision, collection, transfer, communication and exchange) on each of the organizational performance (effective service delivery, profitability, employee satisfaction and teamwork) in Nigeria. The result of the analysis revealed that knowledge management strategies components have a statistically significant effect on organizational performance and it indices (effective service delivery, profitability, employee satisfaction and teamwork. The result further revealed that some of the indices of knowledge management strategies knowledge transfer have negative significant effect on organizational performance. From the result of the data analysis, it can be concluded that knowledge management strategies plays a major role in achieving continued performance in the organization especially in the deposit money banks under study.Service delivery, profitability, employee satisfaction, teamwork, performance and knowledge management, knowledge management strategies.

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