Knowledge Management Proponents or Opponents

2017 ◽  
Vol 13 (2) ◽  
pp. 35-48 ◽  
Author(s):  
Aries Heru Prasetyo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Competitive Advantage ◽  
Multiple Linear Regressions ◽  
Technology Infrastructure ◽  
The Impact ◽  
Linear Regressions ◽  
The Ideal

This study tried to explore hidden power of knowledge management in contributing to a better competitive advantage for society-based organization. Using Indonesia micro finance organization, the test deployed four major drivers: technology infrastructure, organizational structure, culture and people. By addressing multiple linear regressions on 184 questionnaires, the study succeeded in uncovering the impact of proper KM-technology, organizational culture and people to the creation of competitive advantage, thus valid proponents for micro finance sector. However, failures to prove the role of the second drivers showed potential obstacle while preserving knowledge. Elements such as leaderships, adaptability, communication and bureaucracy might become the ideal moderator for future agenda.

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

Factors Determining the Role and Tasks of HR Business Partnering in Enterprises

2021 ◽  
Vol 138-139 (1-2) ◽  
pp. 65-84
Author(s):  
Maria Wanda Kopertyńska ◽  
Natalia Dernowska
Keyword(s):  
Organizational Culture ◽  
Organizational Structure ◽  
Organizational Development ◽  
Business Strategy ◽  
Research Method ◽  
Structured Interview ◽  
The Other ◽  
Development Phase ◽  
The Impact

The article presents the results of research on the impact of selected factors, such as business strategy, organizational culture, the stage of organizational development, the location of HR in the organizational structure, the type of activity, and the sector to which the company belongs, on the role and scope of the tasks of HR Business Partnering (HR BP). The research method employed was an in–depth, partially structured interview conducted on a group of HR BPs from twenty companies belonging to various sectors. In the interview, the respondents rated the impact of each factor on a scale from 1 to 5, where 1 means definitely has no impact and 5 means there positively is an impact. On the basis of the research, it was shown that the company’s business strategy, organizational culture, and the location of HR in the organizational structure have the greatest impact on the shape and role of HR BP in the surveyed organizations. The organizational development phase is slightly less important. On the other hand, the type of activity of the organization as well as the sector to which the company belongs has only a slight impact on the role and scope of tasks of HR BP in the company.

scholarly journals Explaining the Mediating Role of Knowledge Management between Organisation’s Characteristics and Employee’s Performance: A Public Sector Perspective

2020 ◽  
Vol 15 (12) ◽  
pp. 132
Author(s):  
Adnan A. S. Al-Ali ◽  
Jarrah F. Al-Mansour
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Social Practice ◽  
Management Practices ◽  
Research Work ◽  
Integrative Framework ◽  
Mediating Role ◽  
Significant Research ◽  
The Impact

This paper aims to investigate the mediating role of knowledge management between organizational culture, structure, strategy, and employee and organisational performance. There is a significant research work on Knowledge Management (KM) globally; however, there is a dearth of research in contextualizing the concept in the Middle East. Therefore, adopting a multiple case-based approach, this paper conducted 478 surveys in five public organizations in Kuwait. The results suggested that KM could mediate the impact of organizational strategy and HRD structure. Surprisingly, organizational culture emerged as the only construct that remained uninfluenced by knowledge management practices. This research makes a vital contribution to the under-researched knowledge management concept in the region and the relevant cognitive understanding of social practice in relation to the HRD. It, therefore, proposes an integrative framework which specifies the conceptual linkages between organization characteristics and potential performance.

scholarly journals The Role of Knowledge Management in Creating Competitive Advantage in Small and Medium-size Enterprises inthe Republic of Iraq

2020 ◽  
Vol 16 (2) ◽  
pp. 17-25
Author(s):  
Ghayth Ali Jarad
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Quantitative Research ◽  
Optimal Level ◽  
Medium Size ◽  
Organizational Strategies ◽  
Quantitative Research Methods ◽  
Vital Component ◽  
The Impact

Knowledge management (KM) is a vital component of organizational strategies to increase competitiveness. This study identifies the impact of KM in creating a competitive advantage. The main purpose is to determine the level of appreciation of the concept among SME stakeholders in Iraq. Both qualitative and quantitative research methods were explored, 102 respondents were reached, and the results of the field survey were analyzed using SPSS for descriptive statistics analysis. The result shows that the application of KM is appreciated in Iraq, but its implementation is not yet at an optimal level. The research provides evidence from a developing country on the application of knowledge management in the management of small and medium-sized enterprises.

Enablers and processes for effective knowledge management

2014 ◽  
Vol 114 (5) ◽  
pp. 734-754 ◽  
Author(s):  
Chin-Fu Ho ◽  
Pei-Hsuan Hsieh ◽  
Wei-Hsi Hung
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Job Performance ◽  
Organizational Structure ◽  
Positive Impact ◽  
Individual Performance ◽  
Integrated Model ◽  
Equation Modeling ◽  
Content Type ◽  
The Impact

Purpose – The purpose of this paper is to attempt to assist firms in applying knowledge management (KM) through developing an integrated model which considers knowledge enablers, knowledge circulation processes (KCP), and job performance. Design/methodology/approach – This study utilizes a questionnaire technique to validate the proposed integrated model. Structural equation modeling also validated the model. Findings – All dimensions in the construct of organizational culture positively impact KCP. However, the formalized organizational structure appears to have a positive impact on KCP, while the autonomous organizational structure did not. This study also finds that KCP has a positive impact on both task outcomes and contextual job performance. Research limitations/implications – The integrated model, which served to examine the impact of KM enablers on KCP, from the standpoints of organizational culture and organizational structure, along with the impact of KCP on job performance, has improved understanding of the relationships among KM enablers, KCP, and job performance. Practical implications – Firms should carefully consider methods for adjusting internal structural designs or institute various mechanisms to promote the use of KM to maintain the organization's long-term competitive advantage. Originality/value – The model contributes to firms’ understanding the influence of knowledge enablers on KCP, and provides a KM performance index for assessment of individual performance. Research results can provide enterprises with guidance for implementing initiatives for KM initiatives.

scholarly journals The impact of knowledge management on competitive advantage considering the mediating role of organizational agility Case study: the hospitality industry in Isfahan

2014 ◽  
Vol 9 (1) ◽  
pp. 1513-1519
Author(s):  
Iraj Soltani ◽  
Ali Lavafan
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Hospitality Industry ◽  
Organizational Agility ◽  
Mediating Role ◽  
Standard Questionnaire ◽  
Software Packages ◽  
The Impact

Competitive advantage, as aset of unique abilities in an organization, allows it to enter new markets and overcome competition. This paper aims to determine the impact of agility and knowledge management on competitive advantage. According to the available literature and research background, three hypotheses are formed and tested. The data for the study are collected using a standard questionnaire and analyzed by SPSS V.18.0 and AMOS V.20.0 software packages. The results indicate that knowledge management affects the ability to gain competitive advantage both directly and indirectly through organizational agility.

The Design of Firms: Part 2 - Competitive Advantage

Design Issues ◽  
2021 ◽  
Vol 37 (3) ◽  
pp. 59-77
Author(s):  
Andy Dong ◽  
Maaike Kleinsmann ◽  
Dirk Snelders
Keyword(s):  
Organizational Structure ◽  
Competitive Advantage ◽  
Design Strategy ◽  
Product Portfolio ◽  
Firm Profitability ◽  
Design Perspective ◽  
Degree Of Heterogeneity ◽  
The Ideal

Abstract One of the essential aspects of a company's design is its source of competitive advantage. Extrapolating from Raymond Loewy's famous design strategy acronym, MAYA—the Most Advanced Yet Acceptable Principle—and treating the firm as the object of design, this article explains the competitive advantage of firms from a design perspective. Our design-based recommendation for the competitive advantage of firms is to focus on shaping heterogeneity-based advantages of the firm in ways its paying customers would deem valuable. The novelty and conventionality dynamics of its industry will influence the degree of heterogeneity of the firm. Firms can shape their heterogeneity-based advantages through policies relating to organizational structure, routines, and product portfolio to name a few. Going beyond the role of a design in creating rents above and beyond what other firms can imagine, our claim focuses on the ways in which heterogeneity is a fundamental driver of its competitive advantage. If correct, the design-based view suggests that the ideal level of heterogeneity of the firm relative to current competitive conditions and evolution paths adopted by the firm and its competitors is more fundamental to firm profitability than its resources.

scholarly journals ABILITY TO MANAGE THE KNOWLEDGE AND COMPETITIVE ADVANTAGE: Applied to ICT Companies in the Gaza Strip affiliated with the Palestinian Information Systems Association (PITA): قدرة إدارة المعرفة والميزة التنافسية: بالتطبيق على شركات تكنولوجيا المعلومات والاتصالات في قطاع غزة المنضمة لاتحاد نظم المعلومات الفلسطينية (PITA)

2019 ◽  
Vol 3 (13) ◽  
Author(s):  
Rima Mustafa Mahahy
Keyword(s):  
Knowledge Management ◽  
Organizational Structure ◽  
Competitive Advantage ◽  
Gaza Strip ◽  
Electronic Questionnaire ◽  
Variable Capacity ◽  
Descriptive Approach ◽  
The Gaza Strip ◽  
The Impact ◽  
Ict Companies

  The study aims to determine the impact of knowledge management on the competitive advantage of the sector companies by clarifying the impact of different components of ability to manage the knowledge and competitive advantage by applying to the ICT companies in the Gaza Strip of the Palestinian Information Technology Association ( PITA). The research problem was the main question: What is the impact of knowledge management on the competitive advantage of sector companies?. The main objective of the research was to identify the impact of knowledge management on the competitive advantage of sector companies. The researcher used the analytical descriptive approach. To achieve the objectives of the study, an electronic questionnaire made up of two parts: The first part includes the data of the study sample. The second part includes 9 main themes. The data were processed through the application of the Statistical Package for Social Sciences(SPSS). The researcher used the analytical descriptive approach, which tries to describe, assess and interpret the reality of "the impact of knowledge management on the competitive advantage of the sector companies. The study community is composed of officials at various administrative levels (top, middle and low) in ICT companies in the Gaza Strip(PITA), The researcher used an electronic questionnaire was sent to the companies through the e-mail of these companies made up of two parts: The first part includes the data of the study. One of the most important findings of the researcher There is a statistically significant impact of the variable capacity of the social infrastructure to knowledge management (organizational structure, organizational culture, individuals) on the competitive advantage. There is a significant impact of the variable capacity of knowledge management processes (acquisition, conversion, application, protection) on the competitive advantage of the companies subject of study. There is a statistically significant impact of the ability of the IT infrastructure to knowledge management on competitive advantage the most important recommendations recommended by the study. The focus was on the top management of all companies wishing to maintain their competitive advantage adopting the method of knowledge management building Administrations or departments specializing in this field have an active player position in the organizational structure of the company, The need to pay attention in the knowledge; held by the employees and motivate them to retain knowledge. The need for the company to pay attention to knowledge in its environment. Moreover, the need to pay attention to the rules of knowledge and apply these rules to achieve a competitive advantage.

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