scholarly journals Knowledge Hiding as an Unprecedented Auxiliary in the Knowledge Management Process for Protection and to Achieve Innovation: The Case of a Pharmaceutical MNE Operating in Egypt

2021 ◽  
Vol 3 (3) ◽  
pp. 109-127
Author(s):  
Said Shabban Abdo ◽  
David Edgar
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Absorptive Capacity ◽  
Management Approach ◽  
Knowledge Infrastructure ◽  
Capacity Theory ◽  
Key Stakeholders ◽  
Management Processes ◽  
Empirical Perspective ◽  
Knowledge Hiding

This paper investigates the process and strategies used by a pharmaceutical MNE in Egypt to acquire, assimilate, transform, apply and protect its knowledge for the purpose of achieving innovation. The analysis is conducted through the lens of absorptive capacity theory and based on seven interviews with key stakeholders to explore how knowledge protection practices and supporting mechanisms were applied to achieve innovation and organizational effectiveness., Thematic analysis reveals that Knowledge infrastructure capabilities constitute the backbone of knowledge processing capabilities, supported by other constituents such as appropriability regime mechanisms, the role of management (HRM), knowledge management approach, knowledge hiding, and the absorptive capacity. The study concludes that successful knowledge management is a byproduct of integrating knowledge infrastructure capability with processing capabilities, and mediated by knowledge hiding mechanisms and strategies. The findings offer a valuable empirical perspective from a pharmaceutical MNE operating in Egypt and provide new insights into the nature of the intermediating influences of knowledge management processes that lead to innovation and superior organizational performance.

The effective management approach: integration of business, quality management and knowledge management processes

2009 ◽  
Vol 38 (38) ◽  
pp. 131-141 ◽  
Author(s):  
Imandra Galandere-Zīle
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Organizational Performance ◽  
Dynamic Environment ◽  
Integrated Approach ◽  
Management Approach ◽  
Management Process ◽  
Effective Management ◽  
Management Processes ◽  
Knowledge Management Processes

The effective management approach: integration of business, quality management and knowledge management processesIn the nowadays' dynamic environment only those organizations can survive that are able quickly react to opportunities and threats from the environment and to produce innovation ideas and turn them into products and services at a quicker pace then the competition. Therefore organizations seek different ways how to get ahead competitors. As quality management and knowledge management have proved themselves as perspective fields author of the paper proposes the integrated approach of both areas in order organizations can gain the most possible benefit from applying them. This paper shows the deeper aspects of both of these fields from the point of view of the process approach. Here is discussed the interactions of quality management, knowledge management and business processes. An elaborated organizational business and quality management process chart shows how quality management processes support the organization's management by providing information about system effectiveness, process performance, customer satisfaction and requirements. This information can be successfully used as a basis for decision-making concerning the necessary improvements and organization future goals. An integrated organizational business, quality management and knowledge management process chart demonstrates how effective management of an organization's knowledge assets can help to improve the organization's tasks in the sense of organizational performance, effectiveness and innovations. This paper is a beginning of the research toward the development of knowledge management services for quality management.

Impact of knowledge management processes on organizational performance: the mediating role of absorptive capacity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahmoud M. Migdadi
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Absorptive Capacity ◽  
Measurement Model ◽  
Partial Least Square ◽  
Least Square ◽  
Content Type ◽  
Management Processes ◽  
The Relationship ◽  
Knowledge Management Processes

PurposeExisting research on knowledge management processes (KMPs) and absorptive capacity (ACAP) is primarily conceptual and descriptive in nature, and empirical research confirming the real impact of KMPs when developing ACAP is lacking. Furthermore, the relationship between ACAP and organizational performance (OP) has not been adequately studied. Hence, the purpose of this paper is to introduce a comprehensive, delineated and integrated conceptual model which encompasses KMPs, ACAP and OP. Then, an empirical investigation is undertaken to test the relationships among the proposed study model variables.Design/methodology/approachIn total, 245 questionnaires were useable. Partial least square 3.3.3 is utilized to examine the validity of the measurement model and test the hypotheses.FindingsThe findings of this study suggest that KMPs influence ACAP and ACAP affects OP. Finally, the results show that KMPs affect OP directly and indirectly through ACAP (mediator).Practical implicationsThe results of this study help managers to ascertain the managerial practices that can be employed as well as determine the level of effort and resources necessary to enhance ACAP. Additionally, managers should shed additional light on the ACAP's positive implications for OP.Originality/valueThis study focuses on the conceptualization of KMP and empirically tests the effect of these individual processes on ACAP and on OP. Finally, the relationship between KMPs and OP, although implied, needs to be addressed empirically in the research literature through utilizing ACAP as mediator between KMPs and OP, this appears to be the first study to try to achieve this main objective.

The Influence of Knowledge Management Process Supported With Organizational Strategies on Organizational Performance via Organizational Innovation and Technology

2018 ◽  
pp. 711-751 ◽  
Author(s):  
Yakup Akgül ◽  
Mustafa Zihni Tunca
Keyword(s):  
Knowledge Management ◽  
Stock Market ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Business Strategies ◽  
Organizational Strategies ◽  
The Balanced Scorecard ◽  
Management Processes ◽  
Innovation And Technology ◽  
Knowledge Management Processes

In this chapter, the authors aim to investigate the impact of knowledge management and strategy configuration coherence on İstanbul stock market businesses' innovation and organizational performance through a quantitative analysis carried out on a sample of 203 İstanbul stock market businesses. This study also identified the relationship of organizational performance from the standpoint of the balanced scorecard, which includes the customer-related, internal business process and perceptual financial aspects of organizational performance in İstanbul stock market businesses context. A survey was administered and a sample of 203 middle managers was analyzed using partial least squares (PLS-Smart 2.0) for inferential analysis and SPSS version 22 for descriptive insights. The results of the study revealed that business strategies influence the knowledge management processes fully or partially. Knowledge management processes influence the innovation partially. Innovation influences the organizational performance fully. Knowledge management processes and technology influence the organizational performance partially. Knowledge management processes, technology, and business strategies influence the organizational performance partially.

Knowledge management processes, knowledge worker satisfaction, and organizational performance

2019 ◽  
Vol 72 (1) ◽  
pp. 112-129 ◽  
Author(s):  
Umar Farooq Sahibzada ◽  
Jianfeng Cai ◽  
Khawaja Fawad Latif ◽  
Hassam Farooq Sahibzada
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Qualitative Comparative Analysis ◽  
Knowledge Worker ◽  
Content Type ◽  
Symmetric Methods ◽  
Knowledge Based ◽  
Management Processes ◽  
Worker Satisfaction ◽  
Relationship Of

Purpose Drawing on the knowledge-based view, the purpose of this paper is to investigate the interrelationship between Knowledge Management (KM) processes, Knowledge Worker Satisfaction (KWS) and Organizational Performance (OP). Additionally, the study further seeks to identify the combinations of KM processes and KWS dimensions that can lead to enhanced OP. Design/methodology/approach Data were collected from 248 academics and administration employees of Higher Education Institutions (HEIs). The relationships were tested using SmartPLS 3.2.7. The study also employed fuzzy set Qualitative Comparative Analysis (fsQCA) for examining configurational paths. Findings The results of the study revealed that KM processes significantly affect KWS and KWS enhances OP in HEIs. Based on fsQCA, the results revealed multiple configurational paths to improved OP. Originality/value There is significant lack of research that ascertains the inter-relationship between KM processes, KWS, and OP. This is one of the initial studies that examines the relationship of KM processes, KWS, and OP in HEI’s. From a methodological perspective, the study contributes by combining symmetric and asymmetric statistical tools in KM literature. fsQCA helps to understand the interactions that might not be immediately obvious through traditional symmetric methods.

scholarly journals HRM Practices to Generate Effective Organizational Performance: A Review of Literature

2021 ◽  
pp. 66-69
Author(s):  
Dr. Swati John ◽  
Ms. Deepika Hemnani
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Academic Research ◽  
Management Approach ◽  
Successful Implementation ◽  
Organization Performance ◽  
Review Of Literature ◽  
Hrm Practices ◽  
Hr Practices ◽  
Effective Performance

HRM practices have been evolving from past decades as they help in understanding how better the employees can be managed so that they can generate higher productivity and effective performance to the organization. This paper tries to identify the function of HRM practices on organization performance. There are varieties of HRM models which have been proposed to give effective results through these models effective HR practices are derived. Academic research shows that HR practices are capable to generate competitive advantage of the organization. But much of efforts are not yet been made from the end of organization. Organisation still feels doubtful to invest on their human resources. Also not much of evidence is available about the successful implementation of approaches of HRM. Partially implemented approaches are hard & soft HRM, knowledge management and others. As per currently changing environment knowledge management approach is considered to be most effective because information handling is most essential in current and future time. Findings suggest that effective HRM practice depends on the structure, system and skills of organization and that needs to be identified and studied effectively by the leaders of the organization. This can result in effective performance of organization through HR practices

Proliferating View of Knowledge Management and Balanced Scorecard Outcome Linkage

2018 ◽  
pp. 168-193 ◽  
Author(s):  
Yakup Akgül ◽  
Mustafa Zihni Tunca
Keyword(s):  
Knowledge Management ◽  
Customer Satisfaction ◽  
Financial Performance ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Specific Knowledge ◽  
Internal Process ◽  
Knowledge Infrastructure ◽  
Composite Models ◽  
The Impact

This chapter aims to develop the decomposed model to examine the impact of specific knowledge management resources (i.e., knowledge infrastructure capabilities and processes) on balanced scorecard outcomes (learning and growth, internal process, customer satisfaction, and financial performance). Prior research often utilizes composite models when examining the knowledge management-organizational performance link. But, understanding how individual resources relate to organizational performance remains gap. This study addresses this gap by assessing the links between specific knowledge management resources and organizational performance.

Assessing Knowledge Management Processes and Competitive Advantage in Local Authorities using Knowledge Management Assessment Instrument (KMAI)

2014 ◽  
pp. 294-314
Author(s):  
Abu Hassan Abu Bakar ◽  
Wiwied Virgiyanti ◽  
Muhammad Asim Tufail ◽  
Mohamad Nizam Yusof
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Peninsular Malaysia ◽  
Local Authorities ◽  
The Public ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Knowledge Management Processes

For academics and professionals, knowledge management has been widely known as a core agenda and has been recognized as one of the most important sources of competitive advantage. Managing knowledge to achieve organizational performance is not only crucial for private sector institutions, but it is significant for the public sector institutions as well. Since the study of knowledge management in the public sector is still in its infancy, this study is aimed at investigating the relationship between knowledge management processes and competitive advantages in local authorities in Malaysia to raise the awareness of the importance of managing organizational knowledge, particularly in the public sector. For this study, the data was collected from selected Heads of Departments in 42 institutions of local authorities in Peninsular Malaysia and yielded 82 usable responses. The analysis suggests that all six knowledge management processes (knowledge creation, capture, organization, storage, dissemination, and application) have a strong relationship with competitive advantage. This study is expected to raise awareness and provide initial guidelines to local authorities as knowledge-intensive institutions to formulate strategies on how to manage the knowledge management processes within the organization.

The influence of the knowledge management processes on results in basic education schools

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marcelo de Moraes Cordeiro ◽  
Mírian Oliveira ◽  
Maria-Isabel Sanchez-Segura
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Structural Equation ◽  
Management Practices ◽  
Basic Education ◽  
Equation Modeling ◽  
Content Type ◽  
Management Processes ◽  
Knowledge Management Processes

Purpose This study aims to identify the influence of knowledge management processes on the performance of basic education, including both private and confessional organizations. Design/methodology/approach This study is based on a positivist view of science and adopts a quantitative approach. A survey was conducted that received 242 answers, which were analyzed using structural equation modeling. Findings All the knowledge management processes were found to impact all the dimensions of organizational performance in the schools. The role knowledge creation exerts on people in the organization was made apparent, as was the way in which knowledge storage impacts three Balanced Scorecard dimensions, namely, people, internal processes and sustainability. Research limitations/implications This research is limited to private confessional basic education schools in Brazil that work at one or more levels of basic education. Practical implications This research is intended to help educational managers improve their knowledge management practices and achieve better performance within the educational environment. Originality/value The present study identifies two topics which are still under-investigated in the field of private confessional basic education, namely: the knowledge management processes and the Balanced Scorecard approach.

The impact of leadership on trust, knowledge management, and organizational performance

2017 ◽  
Vol 117 (3) ◽  
pp. 521-537 ◽  
Author(s):  
Alex Koohang ◽  
Joanna Paliszkiewicz ◽  
Jerzy Goluchowski
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Effective Leadership ◽  
Linear Connection ◽  
Successful Implementation ◽  
Path Modeling ◽  
Content Type ◽  
Management Processes ◽  
The Impact ◽  
Knowledge Management Processes

Purpose The purpose of this paper is to build a research model that examines the impact of leadership on trust, knowledge management and organizational performance. Design/methodology/approach An instrument containing six constructs (leadership: leading organization; leadership: leading people; leadership: leading self, trust, knowledge management and organizational performance) was designed and administered to subjects from all levels of management in various organizations in nine regions of the USA. Collected data were analyzed using partial least squares path modeling to test the hypotheses. Findings The study’s findings revealed positive and significant linear connection among leadership (leading organization, leading people and leading self), trust, knowledge management and organizational performance. Practical implications The findings imply that effective leadership (leading organization, leading people and leading self) contributes to elevated trust among people, promotes the successful implementation of knowledge management processes, and in turn enhances organizational performance. Therefore, leadership training and development must be a top strategic priority for any organization. Originality/value This study enriches the literature by demonstrating that effective leadership stands as the bedrock of the elevated trust, the successful knowledge management processes and the enhanced organizational performance.

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