Linking Business Strategy and Knowledge Management Capabilities for Organizational Effectiveness

2010 ◽  
Vol 6 (3) ◽  
pp. 22-43 ◽  
Author(s):  
Trevor A. Smith ◽  
Annette M. Mills ◽  
Paul Dion
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Business Strategy ◽  
Future Research ◽  
Knowledge Process ◽  
Knowledge Resources ◽  
Managerial Implications ◽  
Improved Performance ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

The effective management of knowledge resources is a key imperative for firms that want to leverage their knowledge assets for competitive advantage and improved performance. However, most firms do not attain the required performance levels even when programs are in place for managing knowledge resources. Research suggests this shortcoming can be addressed by linking knowledge management to business strategy. This study examines a model that links business strategy to knowledge management capabilities and organizational effectiveness. Using data collected from 189 managers, the results suggest that business strategy is a key driver of knowledge capabilities, and that both business strategy and knowledge capabilities impact organizational effectiveness. Additionally, the authors’ findings indicate that knowledge infrastructure capability is a key imperative for effective knowledge process capability. Managerial implications, limitations and opportunities for future research are also discussed.

Linking Business Strategy and Knowledge Management Capabilities for Organizational Effectiveness

2012 ◽  
pp. 186-207
Author(s):  
Trevor A. Smith ◽  
Annette M. Mills ◽  
Paul Dion
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Business Strategy ◽  
Future Research ◽  
Knowledge Process ◽  
Knowledge Resources ◽  
Improved Performance ◽  
Using Data ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

The effective management of knowledge resources is a key imperative for firms that want to leverage their knowledge assets for competitive advantage and improved performance. However, most firms do not attain the required performance levels even when programs are in place for managing knowledge resources. Research suggests this shortcoming can be addressed by linking knowledge management to business strategy. This study examines a model that links business strategy to knowledge management capabilities and organizational effectiveness. Using data collected from 189 managers, the results suggest that business strategy is a key driver of knowledge capabilities, and that both business strategy and knowledge capabilities impact organizational effectiveness. Additionally, the authors’ findings indicate that knowledge infrastructure capability is a key imperative for effective knowledge process capability. Managerial implications, limitations and opportunities for future research are also discussed.

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.

Knowledge management capabilities and organizational outcomes: contemporary literature and future directions

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Tehreem Fatima ◽  
Ambreen Sarwar ◽  
Shahid Amin
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Organizational Effectiveness ◽  
Value Creation ◽  
Organizational Outcomes ◽  
Content Type ◽  
And Performance ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

PurposeThe purpose of this systematic review is to summarize the possible organizational outcomes related to knowledge management capabilities (KMCs). It aims at offering the modern-day dynamic organizations a path, through which they can utilize KMC at hand for gaining competitive advantage and positive organizational outcomes. The review is based on previous studies in the field of knowledge management and explains how KMCs are associated with various organizational outcomes.Design/methodology/approachA systematic approach was utilized to collect, examine, interpret and synthesize researches regarding KMCs and their usefulness for various organizational outcomes. The meta-synthesis method was adopted to review 106 research papers after careful selection.FindingsIt was evident from this integrated review that KMCs help in promoting organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. Furthermore, the current review suggests research avenues and knowledge gaps in current literature to provide future researchers unique research opportunities.Originality/valueThe review revealed a profound opinion that organizations have to develop an optimal mix of KMCs to achieve better organizational outcomes. The study identified how KMCs set a basis and build positive support to enhance the key organizational outcomes such as organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. However, cooperation bias is one of the most considerable limitations in research studies included in this systematic literature review.

The Importance of Logistics Information Technologies and Knowledge Management Capabilities on Intermediaries' Performance

2017 ◽  
pp. 208-225
Author(s):  
Meltem Yavuz ◽  
Burak Deligönül
Keyword(s):  
Knowledge Management ◽  
Information Technologies ◽  
Point Of View ◽  
Organizational Capability ◽  
Knowledge Resources ◽  
The Core ◽  
Logistics Information ◽  
The Right ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

In the climbing conditions of competition, companies must take strategic steps in order to make profits. From this point of view, those companies which possess information in the right way and utilize it efficiently and timely will have more advantages in reaching their goals than their rivals. Along with technology which develops each day, information which forms the core of an effective logistics management has become a factor which enables companies to establish their logistics strategies competitively. As it is known, distinguish knowledge resources from the process of trying to manage them is become crucial issue for the companies. Logistics information technologies and knowledge management capabilities have been seen as a compelling organizational capability to enhance performance of intermediaries. This chapter aimes to explore the effects of Logistics Information Technologies (LIT) and Knowledge Management Capabilities (KMC) on intermediaries' performance.

The relationship between MNCs’ strategies and executive staffing

2017 ◽  
Vol 25 (2) ◽  
pp. 233-250 ◽  
Author(s):  
Sangeetha Lakshman ◽  
C. Lakshman ◽  
Christophe Estay
Keyword(s):  
International Business ◽  
Business Strategy ◽  
Global Strategy ◽  
Business Strategies ◽  
Future Research ◽  
Research Approach ◽  
Global Integration ◽  
Content Type ◽  
Managerial Implications ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship of business strategies with executive staffing of multinational companies (MNCs). Design/methodology/approach Based on in-depth interviews conducted with top executives of 22 MNCs’, the authors identify important connections between international business strategies and staffing orientation. The authors used the qualitative research approach of building theory from interviews; thus, creating theoretical propositions from empirical evidence. Findings The authors find that when the pressure for global integration is high, MNCs use more parent-country national (PCNs) (ethnocentric staffing) as against the use of host-country managers (HCNs) (polycentric staffing) when this pressure is low. Additionally, MNCs using a global strategy are more likely to use an ethnocentric staffing approach, those using a multi-domestic strategy use a polycentric approach and firms using transnational strategy adopt a mix of ethnocentric and polycentric approaches. Research limitations/implications Although the authors derive theoretical patterns based on rich qualitative data, their sample is relatively small and comprises mostly of French MNCs. Generalizability to a broader context is limited. However, the authors’ findings have critical implications for future research. Practical implications The authors’ findings provide critical managerial implications for MNCs in matching their HR strategies with business strategies. These are important for effective strategy implementation. Originality/value Although MNC staffing orientations have been studied for a long time, their relationship to international business strategies is still not clearly understood. The authors contribute to the literature by investigating the relationship between MNCs’ business strategy types with staffing orientations.

The creation and development of learning organizations: a review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohit Kumar ◽  
Justin Paul ◽  
Madhvendra Misra ◽  
Rubina Romanello
Keyword(s):  
Knowledge Management ◽  
Future Research ◽  
Business Organization ◽  
It Infrastructure ◽  
Content Type ◽  
Modern Business ◽  
Managerial Implications ◽  
Overall Performance ◽  
Stored Information ◽  
And Storage

Purpose In this paper, using the antecedents, decisions and outcomes (ADO) framework, the factors/key performance indicators (KPIs) most relevant for creating or building a learning organization (LO) are identified. This study aims to contribute to the field of knowledge management (KM) in terms of introducing KPIs to foster a business organization with a continuous learning process, mechanisms of knowledge creation and memorization. Design/methodology/approach In total, 57 papers were selected for this systematic literature review (SLR) from Web of Science and Scopus covering the period 1985–2019. Findings The 12 most relevant KPIs are identified based on the literature survey conducted in the field of LO. Research limitations/implications The managerial implications of this review paper will be an added advantage to the modern business organization worldwide that have adopted KM practices to foster knowledge management with information technology (IT) infrastructure. As IT infrastructure focuses on knowledge acquisition, dissemination and storage but the KPIs revealed through this review will help in transforming stored information as learning for the organization to improve its overall performance. Originality/value This review synthesizes prior studies and provides directions for future research.

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