IT Competency and Firm Performance: Mediating Effects of Knowledge Management Strategy and Dynamic Capabilities

2013 ◽  
Vol 8 (4) ◽  
pp. 440-447
Author(s):  
Jun You ◽  
Yi Li
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Management Strategy ◽  
Dynamic Capabilities ◽  
Mediating Effects ◽  
Knowledge Management Strategy

scholarly journals LEVERAGING FIRM PERFORMANCE THROUGH INFORMATION TECHNOLOGY STRATEGIC ALIGNMENT AND KNOWLEDGE MANAGEMENT STRATEGY: AN EMPIRICAL STUDY OF IT-BUSINESS VALUE

2020 ◽  
Vol 8 (10) ◽  
pp. 304-318
Author(s):  
Adilson Carlos Yoshikuni ◽  
Alberto Luiz Albertin
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Firm Performance ◽  
Management Strategy ◽  
Strategic Alignment ◽  
Business Value ◽  
Path Modeling ◽  
Knowledge Management Strategy ◽  
It Business Value ◽  
Positive Effects

A central question for researchers and practitioners is whether and how knowledge management strategy (KMS) and information technology (IT) strategy alignment can help attain a competitive advantage. To address this question, this study draws on information strategic alignment (ITSA), and empirically examines the relationship between a firm’s KMS and IT on competitive performance. The survey examined empirical data from 225 Brazilian companies using the partial least squares path modeling to test the hypotheses proposed herein. The findings demonstrated that KMS exert significant, positive effects on ITSA, benefits of IT use (BUTI), business process performance (BPP), and firm performance (FP). The results suggest that researchers and practitioners should look beyond the direct effects on FP,  and identify how KMS and ITSA can be leveraged to enable and support BPP, and thereby contributed to knowledge management strategy and IT business value literature.

scholarly journals Knowledge Management Strategy and Organizational Change in Commercial Banks in Kenya

2016 ◽  
Vol 1 (7) ◽  
Author(s):  
Jackson Maalu ◽  
Said MwachinaloDosho
Keyword(s):  
Organizational Change ◽  
Knowledge Management ◽  
Commercial Banks ◽  
Management Strategy ◽  
Dynamic Capabilities ◽  
Strong Association ◽  
Primary Data ◽  
Cross Sectional Survey ◽  
Knowledge Management Strategy ◽  
Cross Sectional

<p><em>This study attempts to establish the relationship between knowledge management strategy and organizational change in commercial banks in Kenya. Knowledge management strategy can assist a firm to induce individuals to offer their knowledge voluntarily for a firm’s use, achieve distinctive advantage through full exploitation of a firm’s knowledge base, build institutional memory and protect it from prying competitors. It can influence amongst others a successful organizational change. The study employed a descriptive cross sectional survey. A total of 39 commercial banks in operation (not under statutory management) were surveyed. Primary data was collected from the respondents using a questionnaire.Analysis utilized largely the median and mode as measures of central tendency while the inter-quartile range was used as a measure of dispersion. Percentages and frequencies were also utilised to present part of the findings. Pseudo R square statistics were used as a measure of association between knowledge management strategy (independent variable) and organizational change (dependent variable). The study found that commercial banks in Kenya primarily employ proactive and moderate knowledge management strategies. Both strategies had a strong association with the organizational changes that the commercial banks have undergone. The most popular form of organizational change was found to be a mix of both revolutionary and evolutionary change. The findings of this study are consistent with theory in that knowledge management strategy was found to have given banks dynamic capabilities in pursuit of a firm’s goals such as organizational change.</em></p>

Environmental Hostility Contingencies on the Relationship between Knowledge Management Strategy and Firm Performance

2015 ◽  
Vol 73 (5) ◽  
Author(s):  
Alizar Hasan ◽  
Abdul Hakim Mohammed ◽  
Wardi Wardi ◽  
Nursyaifi Yulius ◽  
Heldi Heldi ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Management Strategy ◽  
Management Strategies ◽  
Two Dimensions ◽  
Future Research ◽  
Knowledge Management Strategy ◽  
Manufacturing Firm ◽  
The Relationship ◽  
Environmental Hostility

This study aims to investigate the environmental hostility contingencies on the relationship between knowledge management strategy and firm performance. Knowledge management strategies are classified into two dimensions: Codification and Personalization. These studies cover the 192 completed and usable questionnaires were received from respondents which comprises of large size Indonesian manufacturing firms. The result via smartPLS revealed that knowledge management strategies positively and significantly influence the Indonesian manufacturing firm’s performance. Other findings display that environmental turbulences has only the contingency effect (the moderating effect) on the relationship between knowledge management strategy and manufacturing firm performance. Based on findings, the implications and future research also be discussed in this paper. 

A Tour of a Successful Knowledge Management Strategy

2002 ◽  
Vol 54 (11) ◽  
pp. 33-34 ◽  
Author(s):  
Michael Behounek ◽  
Mary Rose Martinez
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Knowledge Management Strategy

scholarly journals Developing an intranet towards knowledge sharing: A practitioner-based inquiry

2008 ◽  
Vol 10 (1) ◽  
Author(s):  
U. R. Averweg
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Mixed Methodology ◽  
Knowledge Management Strategy ◽  
Technology Infrastructure ◽  
Large Organization ◽  
Use Of Knowledge ◽  
Selection Of

The intranet is a common feature in many organizations. With the increasing use of a technology infrastructure in organizations, there is a continued challenge for employees in an organization to contribute their knowledge willingly and to make use of knowledge sharing with other employees. Intranets are well-suited for use as a strategic tool in knowledge sharing due to their ability to support the distribution, connectivity and publishing of data and information. Intranets should be seen as integral to an organization’s knowledge management strategy and should be tailored to suit and enhance an organization’s knowledge-sharing activities. The question arises: To what extent does an organization’s existing intranet facilitate knowledge sharing? From a practitioner-based inquiry perspective, this question was explored by the selection of a large organization – eThekwini Municipality, Durban, South Africa – as the field of application. Derived from a mixed methodology approach, the results of a survey are presented. It is suggested that encouragement be given for more practitioner-based inquiry research.

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