Linking Knowledge to Competitiveness

2011 ◽  
pp. 51-76 ◽  
Author(s):  
Clyde Holsapple ◽  
Kiku Jones ◽  
Meenu Singh
Keyword(s):  
Knowledge Management ◽  
Empirical Study ◽  
Organizational Performance ◽  
Empirical Support ◽  
Chain Model ◽  
Organization Performance ◽  
Theoretical Base ◽  
Knowledge Based ◽  
Knowledge Chain ◽  
Primary Finding

Knowledge management (KM) initiatives are undertaken in order to improve organizational performance. The goal of such improvement is to make an organization more competitive in delivering value to its customers, employers, and stakeholders. However, without a plan that links KM activities to organizational performance, the time, effort, and money devoted to a KM initiative may yield little benefit. Thus, understanding this linkage is crucial to competitiveness of knowledge-based organizations. This chapter uses the knowledge chain model as the theoretical base for an empirical study of the linkage between KM activities and approaches to competitiveness. It finds that every one of the nine knowledge chain activities can be performed in ways that improve organizational competitiveness in any of four ways: enhanced productivity, agility, innovation, and reputation. Aside from offering empirical support for the knowledge chain model, the primary finding of this research is that each knowledge chain activity deserves to be considered as a possible means for implementing each of these four approaches to improving organization performance.

Career Management in the Knowledge-Based Organizations

2017 ◽  
Vol 7 (2) ◽  
pp. 60-73 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Organizational Performance ◽  
Management Strategy ◽  
Career Management ◽  
Management Innovation ◽  
Knowledge Based ◽  
Career Opportunities ◽  
Strategic Goals ◽  
Organizational Career Management

This article analyzes the literature in the search for career management in the knowledge-based organizations (KBOs). The literature review covers the overview of career management strategy; organizational career management (OCM) and knowledge management (KM) in the KBOs; career management and career learning in the KBOs; career management innovation in the KBOs; and the significance of career management strategy in the interorganizational career transitions. Career management is the process that helps employees understand career opportunities and chart a career path within their organization. Encouraging career management in the KBOs has the potential to improve organizational performance and reach strategic goals in the modern workplace. The findings present valuable insights and further understanding of the way in which career management perspectives in the KBOs should be emphasized.

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.

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.

Knowledge Management Styles and Organizational Performance: An Empirical Study in a K-Space Framework

2004 ◽  
Vol 03 (04) ◽  
pp. 347-372 ◽  
Author(s):  
Maen Al-Hawari ◽  
Helen Hasan
Keyword(s):  
Knowledge Management ◽  
Empirical Study ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Extensive Study ◽  
Management Styles ◽  
Knowledge Space ◽  
Space Model ◽  
Manova Analysis

This paper addresses the relationships between certain attributes of knowledge, knowledge management styles and organizational performance. From an extensive study of the literature, an innovative knowledge space (K-Space) model of organizational knowledge was developed as the first stage of the research. This led to the identification of four knowledge management styles and a framework that relates these styles to knowledge creation and improved organizational performance. A survey instrument was developed to measure the constructs contributing to the relationships in this framework and mailed to 338 organizations in different Australian industries. The results confirm that an organization can improve its performance through better management of its knowledge capabilities. Using a MANOVA analysis, the four knowledge management styles were found to be deployed in significantly different ways by organizations in different industry types. There is, however, in all organizations a particular benefit from deploying a balance of knowledge management styles which combine the human and technology perspectives. The findings of the study also demonstrate that the K-Space model provides a basis for a new way of conceptualising knowledge creation processes within organizations.

scholarly journals The Role of Knowledge Management Process and Intellectual Capital as Intermediary Variables between Knowledge Management Infrastructure and Organization Performance

10.28945/4088 ◽  
2018 ◽  
Vol 13 ◽  
pp. 279-309 ◽  
Author(s):  
Shadi Abualoush ◽  
Ra'ed Masa'deh ◽  
Khaled Bataineh ◽  
Ala'aldin Alrowwad
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Industrial Sector ◽  
Future Research ◽  
Organization Performance ◽  
Management Process ◽  
Management Capability ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

Aim/Purpose: The objective of this study was to assess the interrelationships among knowledge management infrastructure, knowledge management process, intellectual capital, and organization performance. Background: Although knowledge management capability is extensively used by organizations, reaching their maximum financial and non-financial performances has not been fully researched. Therefore, organizations need to optimize their performance by exploiting knowledge management capability through the accumulation of intellectual capital, where the new competitiveness is shifting from tangible to intangible resources. Methodology: This study adopted a positivist philosophy and deductive approach to accomplish the main goal of this research. Moreover, this research employed a quantitative approach since this study is concerned with causal relationship between variables. A questionnaire-based survey was designed to evaluate the research model using a convenience sample of 134 employees from the food industry sector in Jordan. Surveyed data was examined following the structural equation modeling procedures. Contribution: This study highlighted the potential benefits of applying the knowledge management capabilities, intellectual capital, and organizational performance to the food industrial sector in Jordan. Future research suggestions are also provided. Findings: Results indicated that knowledge management infrastructure had a positive effect on knowledge management process. In addition, knowledge management process impacted positively intellectual capital and organization performance and mediated the relationship between knowledge management infrastructure and intellectual capital. However, knowledge management infrastructure did not positively associate to organization performance. Recommendations for Practitioners: The current model is designed to help managers and decision makers to improve their management capabilities as well as their organization financial and non-financial performance through exploiting the organizational knowledge management infrastructure and intellectual capital approaches. Recommendation for Researchers: Our findings can be used as a base of knowledge to conduct further studies about knowledge management capabilities, intellectual capital, and organization performance following different criteria and research procedures. Impact on Society: The designed model highlights a significant organizational performance approach that can influence Jordanian food industrial sector positively. Future Research: The current designed research model can be applied and assessed further in other sectors including banking and industrial sectors across developed and developing countries. Also, we suggest that in addition to focusing on knowledge management process and intellectual capital as mediating variables, future research could test our findings in a longitudinal study and examine how to affect financial and non-financial performance.

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

ENTERPRISE KNOWLEDGE MODELLING: DOMAINS AND ASPECTS

2009 ◽  
Vol 15 (2) ◽  
pp. 281-293 ◽  
Author(s):  
Saulius Gudas
Keyword(s):  
Knowledge Management ◽  
Knowledge Base ◽  
Value Chain ◽  
Business Management ◽  
Chain Model ◽  
Knowledge Space ◽  
Knowledge Based ◽  
Knowledge Component ◽  
Management And Development ◽  
Analysis Of Knowledge

The paper presents the Knowledge‐based Enterprise framework aimed for the analysis of knowledge management and development of an Enterprise knowledge base. The approaches concerning the modelling of enterprise domains and aspects are presented and used for the development of the concept of Enterprise Knowledge Component. The Enterprise knowledge component (B, T, K) is defined as a composition of 3 obligatory parts: knowledge management methods (K), the knowledge about IT (T) services and tools, and business management knowledge (B). The formal modelling structure – the Enterprise Knowledge Space (B, T, K) is constructed for the refinement of the hierarchy of enterprise knowledge items. The Knowledge‐based Enterprise framework is represented as modified Value Chain Model including the knowledge management layer and IT component. The major knowledge subsets of the enterprise knowledge base are identified. Santrauka Pateiktas apibendrintas žiniomis grįstos veiklos modelis, skirtas žinių valdymui analizuoti ir kurti organizacijos (veiklos) žinių bazę. Aptarti veiklos domenų ir aspektų modeliavimo būdai, remiantis šia analize suformuluotas veiklos žinių komponento konceptas. Veiklos žinių komponentas (B, T, K) yra apibrėžtas kaip būtina trijų dalių visuma: žinių valdymo metodai (K), žinios apie IT paslaugas ir priemones (T) bei veiklos valdymo žinios (B). Sudaryta formali modeliavimo konstrukcija – organizacijos (veiklos) žinių erdvė (B, T, K), kuri atskleidžia veiklos žinių elementus. Apibendrintas žiniomis grįstos veiklos modelis pavaizduotas remiantis modifikuotos vertės grandinės modeliu, papildytu žinių valdymo sluoksniu ir IT komponentu. Identifikuoti pagrindiniai veiklos žinių bazės žinių poaibiai.

Towards Knowledge-Based Waqf Organizations

2020 ◽  
pp. 100-120 ◽  
Author(s):  
Abdelkader Laallam ◽  
Salina Kassim ◽  
Engku Rabiah Adawiah ◽  
Buerhan Saiti
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Potential Contribution ◽  
Comprehensive Understanding ◽  
Science Knowledge ◽  
Knowledge Based ◽  
Leading Role ◽  
The World

The world is changing at a great pace and acceleration. The role of science, knowledge, and learning has emerged, in developing and adopting appropriate methods to manage and transfer knowledge and experience within an organization and making it available for everyone to share and exchange easily, through knowledge fountains and databases. This chapter introduces the concept of knowledge management to waqf institutions and the potential contribution that can be provided by this in solving many problems and challenges confronting them, in the hope of achieving a qualitative leap in performance and restoring their leading role in societies. There is some evidence that researchers have addressed the issue of knowledge management in the context of waqf institutions. Consequently, this chapter draws attention to the importance of knowledge management for waqf institutions, with the intent of providing a comprehensive understanding of this topic and its association with the organizational performance enhancements, from different angles.

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