Managing Knowledge through Dynamic Capabilities

2014 ◽  
pp. 157-172
Author(s):  
Niksa Alfirevic ◽  
Anita Talaja
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Organizational Performance ◽  
Human Resource ◽  
Dynamic Capabilities ◽  
Capabilities Approach ◽  
Empirical Verification ◽  
Integrative View ◽  
Theoretical Foundations ◽  
Insight Into

The aim of this chapter is to provide an insight into the interaction of innovation and learning through an integrative view of knowledge management and dynamic capabilities approaches. Firstly, theoretical foundations of the dynamic capabilities perspective and knowledge management are presented. The chapter further explores the existing theoretical linkages between knowledge management and the dynamic capabilities approach, as well as their potential impact on organizational performance, within the framework of human resource practices, relevant for achieving successful knowledge transfer. The existing theoretical foundations are used to provide a generalization, leading to an integrative theoretical model, which should serve as a basis for further empirical verification.

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

scholarly journals Small and Medium Enterprises in Mexico and the Craft Beer Sector in Baja California: Dynamic Capabilities, Culture, and Innovation

2022 ◽  
Vol 7 (1) ◽  
pp. 166-203
Author(s):  
Araceli Almaraz
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Baja California ◽  
Small And Medium Enterprises ◽  
Symbolic Capital ◽  
Business Environment ◽  
Capabilities Approach ◽  
Theoretical Frameworks ◽  
Craft Beer ◽  
Medium Enterprises

This article studies how Small and Medium Enterprises (SMEs) operating in emerging economies implement adaptative strategies to respond to constant changes in demand and global uncertainties, such as those stemming from the current SARS-COV2 pandemic. In this study the knowledge management capabilities used by SMEs in the craft beer sector in a region of northern Mexico are the focus of analysis. The objective is to present the competitive capabilities that craft beer sector has demonstrated in Baja California region and how small companies compete with the national industrial brewery and survive. Sources are data from a sample of companies and interviews with brewery owners, with which the analysis approaches, also, the Baja California business environment. The article highlights the routes of creativity, innovation, and symbolic capital of the companies in the region, and uses ideas from dynamic capabilities and knowledge management theoretical frameworks, to understand the craft brewery milieu. The conclusions in this article include the confirmation about the usefulness of these analytical frameworks based in the capabilities approach and the territorial knowledge. Also, the description of the existence of a complex Baja Californian milieu, where a multimodal scheme of craft beer characterized by different places of distribution and types of beer container, food-districts, at Mexicali, Tijuana, and Ensenada and a second generation of entrepreneur groups leading local business, is identified.

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

2015 ◽  
pp. 164-193 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Sustainable Competitive Advantage ◽  
Management Capability ◽  
Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations

2019 ◽  
pp. 879-891
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Current Trends ◽  
Strategic Goals

This chapter describes the concept of strategic human resource management (SHRM), the concept of electronic human resource management (e-HRM), the importance of SHRM in modern organizations, and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The chapter argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

Innovation Capability for SME Biomass Industry Performance

2020 ◽  
pp. 79-103
Author(s):  
Teoh Ming Fang ◽  
Lee Heng Wei ◽  
Rajendran Muthuveloo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Organizational Innovation ◽  
Positive Influence ◽  
Mediating Effect ◽  
Innovation Capability ◽  
Management Capability

Industry 4.0 exerts great pressure on the organization today to innovate its business model in order to stay competitive. This study examines the positive and indirect effect of human resource management, organizational culture, knowledge management capabilities on organizational performance, with the mediating effect of organizational innovation capability among small and medium-sized enterprise (SME) in biomass industry in Malaysia. In addition, this study integrates resource-based view (RBV) and dynamic capabilities theories to investigate how the organization utilize its resources and capabilities to enhance organizational performance. Data were collected using survey questionnaire from biomass SMEs located in Malaysia. Structural equation modelling (Smart PLS 3.0) was used to test and analyze the data. The findings reveal that knowledge management capability and organizational culture exert a positive influence on organizational innovation capabilities. Similarly, organizational innovation capabilities also found to positively affect organizational performance.

Innovation Capability for SME Biomass Industry Performance

2021 ◽  
pp. 1252-1276
Author(s):  
Teoh Ming Fang ◽  
Lee Heng Wei ◽  
Rajendran Muthuveloo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Organizational Innovation ◽  
Positive Influence ◽  
Mediating Effect ◽  
Innovation Capability ◽  
Management Capability

Industry 4.0 exerts great pressure on the organization today to innovate its business model in order to stay competitive. This study examines the positive and indirect effect of human resource management, organizational culture, knowledge management capabilities on organizational performance, with the mediating effect of organizational innovation capability among small and medium-sized enterprise (SME) in biomass industry in Malaysia. In addition, this study integrates resource-based view (RBV) and dynamic capabilities theories to investigate how the organization utilize its resources and capabilities to enhance organizational performance. Data were collected using survey questionnaire from biomass SMEs located in Malaysia. Structural equation modelling (Smart PLS 3.0) was used to test and analyze the data. The findings reveal that knowledge management capability and organizational culture exert a positive influence on organizational innovation capabilities. Similarly, organizational innovation capabilities also found to positively affect organizational performance.

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.

scholarly journals Implementation of Competency Based Human Resource and Knowledge Management to Organizational Culture and Organizational Performance Implication

2014 ◽  
Vol 4 (3) ◽  
pp. 255
Author(s):  
Sri - Suwarsi ◽  
Ernie Tisnawati Sule ◽  
Ernie Tisnawati Sule ◽  
Hilmiana . ◽  
Arief Helmi
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Knowledge ◽  
Competency Based ◽  
Partial Implementation ◽  
Simultaneous Implementation

This study aims to analyze : (i) implementation of competency based human resource management, knowledge management, organizational culture and organizational performance, (ii ) the effect of the implementation of competency based human resource management and knowledge management either simultaneously or partially on organizational culture; (iii) the effect of the implementation of competency based human resource management and knowledge management either simultaneously or partially on organizational performance, (iv) the influence of organizational culture on organizational performance, and (v) the influence implementation of the competency based human resource management and knowledge management simultaneously  to organizational performance through organizational culture.The analysis unit of the study conducted in 42 regions in the five state-owned energy sector companies in Indonesia. Therefore, the units of observation in this study were composed of 47 middle managers, 81 line managers and 155 employees. Meanwhile, to determine the simultaneous or partial influence implementation of competency-based human resource management and knowledge management of organizational culture and its implications for organizational performance, directly or indirectly, it was analyzed by using the Structural Equation Model (SEM) based on the model variant with Partial Least Square (PLS), using Smart PLS software 2014.The results showed that (i) the implementation of competency-based human resource management, knowledge management, organizational culture and organizational performance has been achieved well, (ii) the simultaneous implementation of competency-based human resource management and knowledge management were very large effect of organizational culture, the partial implementation of competency-based HR management influential moderate of the organizational culture, the implementation of knowledge management moderately influence of the culture of the organization, and the implementation of competency-based human resource management had a very large positive relationship with the implementation of knowledge management, (iii) the simultaneous implementation of competency-based human resource management and knowledge management had a small effect  on the performance of the organization and so not significant, the partial implementation of competency-based human resource management had a medium effect  on the performance of organization and the implementation of knowledge management had a very small effect (3.02%) on the performance of the organization, (iv) the organizational culture had a medium influence on the performance of the organization, (v) the simultaneous implementation of competency-based human resource management and the knowledge management had a very large effect on the performance of the organization through organizational culture.

scholarly journals Sustainable Human Resource Management and Organisational Performance: An Integrating Theoretical Framework for Future Research

2020 ◽  
Vol 4 (2) ◽  
pp. e281
Author(s):  
Lucía Muñoz-Pascual ◽  
Jesús Galende
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Dynamic Capabilities ◽  
Future Research ◽  
Organisational Performance ◽  
Resource Based View ◽  
Knowledge Based

This paper identifies and analyses six relevant approaches for the analysis of Sustainable Human Resource Management and Organizational Performance: Resource-Based View, Dynamic Capabilities View, Knowledge-Based View, Behavioral Theory, Human Relations Theory, and Cooperative Systems and Ambidextrous Organizations. They are complementarity approaches. They can all be applied to the analysis of a specific resource or capability for sustainable human resource management (HRM) and, consequently, organisational performance. However, the contributions made by the Resource-Based View and the new approach of Ambidextrous Organizations seem to be the most comprehensive approaches for studying sustainable HRM from an internal perspective of firms that allows the long-term development of their organizational and society performance.

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