scholarly journals The Impact of Knowledge Management Practice on Lean Six Sigma Implementation: The Moderating Role of Human Capital in Health Service Organisations

2021 ◽  
Vol 27 (3) ◽  
pp. 267
Author(s):  
Sahoum Aljazzazen ◽  
Roland Schmuck
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Health Service ◽  
Six Sigma ◽  
Management Practice ◽  
Lean Six Sigma ◽  
Knowledge Management Practice ◽  
The Impact ◽  
Moderating Role

scholarly journals Reviewing the Role Criticality of Culture and Technology in Knowledge Management Practice: From Practitioners’ Viewpoint

Metamorphosis ◽  
2019 ◽  
Vol 18 (1) ◽  
pp. 20-35
Author(s):  
Himanshu Dutt ◽  
Reni Diah Kusumawati
Keyword(s):  
Knowledge Management ◽  
Management Practice ◽  
Past Research ◽  
Knowledge Management Practice ◽  
Cultural Approach ◽  
The Past ◽  
The Difference ◽  
The Impact ◽  
Made In

This article is targeting at examining the difference between the impact of culture and technology on the knowledge management (KM) practices. It holds two points: first is why the existing research relies heavily on cultural approach to KM and the second one is why technology view of KM is neglected in the past research. Most scholars have rated organizational culture highly over tech-nology (IT). This premise has been largely made in context of knowledge sharing, with technology enabling this transfer. As KM matured from sharing to creating knowledge, scholarly views, however, have remained unchanged. This stubborn viewpoint—culture precedes technology—weighs behaviours and attitudes, collectively called culture, compared to the technology thus, limiting its scope. This research attempts to find out if KM practitioners agree to this notion. Whose contribution they value more—culture or technology? Our research assessed the role of culture and technology, individually, for their impact/contribution to overall KM practice. We found practitioners testifying against the above hypothesis, giving credit largely to technology for KM success in their organizations, over culture. Our research further outlines the reasons why culture has taken the backseat and what contribution technology has been making to successful KM practice.

scholarly journals Role of Knowledge Management on Organizational Performance, Case of Jimma University in Ethiopia

2021 ◽  
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Management Practice ◽  
Academic Staff ◽  
Team Work ◽  
Knowledge Management Practice ◽  
Ordinal Logistic Regression Analysis ◽  
Jimma University

This study explored role of knowledge management practice on the performance in higher education institute at Jimma University College of agriculture and Veterinary medicine in Ethiopia, considering academic staff perception. The study mainly employed quantitative descriptive research design using cross sectional design also used qualitative approach. For data collection, pre-tested self-administered structured questionnaire used. Considering 143 academic staff a population studied using census approach out of total 214 excluding those currently engaged in further study. Response rate was 81.8%. Descriptive and inferential statistics analysis employed utilizing STATA 14. Major finding includes: willingness of knowledge sharing and discovery was at high level. Knowledge sharing, capture, utilization as well as organizational and IT infrastructure support was at medium level. Chi-square (χ2) test indicated there is association between knowledge capture, sharing, utilization, organization support, IT support and performance. However ordinal logistic regression analysis revealed that only component knowledge utilization has positive and significant impact on performance. The study identified challenges in the practice of knowledge management such as inadequate fund, unsatisfactory documentation, inadequate support and cooperation consecutively. Thus college should spend more in knowledge management practice can improve innovation utilized in funding research, enhance team work, improving technology, motivate academic staff to retain and share knowledge. Keywords: knowledge management, knowledge share, Performance, Practice, Process

Lean Six Sigma in higher education institutes: an Irish case study

2019 ◽  
Vol 10 (4) ◽  
pp. 948-974 ◽  
Author(s):  
Seamus J. O’Reilly ◽  
Joe Healy ◽  
Tom Murphy ◽  
Rónán Ó’Dubhghaill
Keyword(s):  
Higher Education ◽  
Six Sigma ◽  
Single Case ◽  
Lean Six Sigma ◽  
Research Approach ◽  
Content Type ◽  
Training Programmes ◽  
The Impact

Purpose This paper aims to contribute to a developing literature on continuous improvement (CI), enabled by Lean Six Sigma (LSS), in higher education institutions (HEIs). It reports on the key learning points arising from the initial steps taken by an Irish university on its CI journey. Design/methodology/approach A case study strategy was adopted following a participatory research approach. This approach supports reflexivity and also provides access to all relevant documentation and staff within the case university. Thematic analysis was supported by data reduction and display techniques. Findings The introduction of a LSS approach rather than a reliance on lean alone introduced a structured methodology (DMAIC) that supported simplification of a number of administrative processes. A number of specific improvements were achieved including: Cycle time and cost reduction; customer or employee satisfaction; and rework and error reduction. The findings support the importance of the Readiness Factors as identified by Antony (2014), with particular insight into the role of senior and middle management, the impact of training and deployment of expertise. Research limitations/implications This paper is based on an ongoing, longitudinal, empirical study of a single case study in Ireland. Originality/value This paper tracks the development of CI in a HEI in a longitudinal manner and adds to the emerging the literature in this area. The paper evaluates the role of management at various levels, analyses the use of LSS tools and techniques and evaluated the role of training and capacity building. Implications for Management are shared including: design and role of training programmes, role of champions at various organisational levels, including key functional areas and sustaining momentum.

scholarly journals The impact of knowledge management practice on the hospital performance in Abu Dhabi

2020 ◽  
Vol 7 (1) ◽  
pp. 1827812
Author(s):  
Main Naser Alolayyan ◽  
Abdallah Hassan Alalawin ◽  
Mohammad S. Alyahya ◽  
Ahmad Qamar
Keyword(s):  
Knowledge Management ◽  
Management Practice ◽  
Hospital Performance ◽  
Abu Dhabi ◽  
Knowledge Management Practice ◽  
The Impact

Organizational search and business model innovation: the moderating role of knowledge inertia

2020 ◽  
Vol 24 (7) ◽  
pp. 1705-1718
Author(s):  
Bo Yu ◽  
Shengbin Hao ◽  
Yu Wang
Keyword(s):  
Knowledge Management ◽  
Local Search ◽  
Business Model ◽  
Boundary Spanning ◽  
Business Model Innovation ◽  
Content Type ◽  
Organizational Search ◽  
The Impact ◽  
Moderating Role

Purpose This study aims to explore the impact of organizational search (local and boundary-spanning search) on business model innovation (efficiency-centered/novelty-centered business model innovation) and the moderating role of knowledge inertia between them. Design/methodology/approach The relationships are examined through data provided by a sample of Chinese firms and by multiple hierarchical regressions. Findings Local search has a stronger effect on efficiency-centered business model innovation, whereas boundary-spanning search plays a stronger role in novelty-centered business model innovation. Knowledge inertia strengthens the effect of local search on efficiency-centered business model innovation but weakens the effect of boundary-spanning search on efficiency-centered business model innovation and the effect of local search on novelty-centered business model innovation. Practical implications The findings enable firms’ managers to understand the subtle ways in which organizational search interacts with knowledge inertia to affect business model innovation and may help them to make knowledge management efforts to harvest the full value of organizational search. Originality/value Previous studies have not examined the effect of different organizational search on different business model innovation from knowledge management perspective. With knowledge inertia as the moderator, the results reveal the contingent impact mechanism of organizational search on business model innovation, the findings provide fresh evidence that can bridge the gap between knowledge management and business model innovation.

scholarly journals Factors Affecting Knowledge Management and Its Effect on Organizational Performance: Mediating the Role of Human Capital

2021 ◽  
Vol 2021 ◽  
pp. 1-16
Author(s):  
Forouzan Rezaei ◽  
Mohammad Khalilzadeh ◽  
Paria Soleimani
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Steel Plant ◽  
Test Statistic ◽  
Factors Affecting ◽  
Positive Effects ◽  
The Impact

This study aims to investigate and identify the factors affecting the empowerment and implementation of knowledge management in organizations as well as the impact of knowledge management on organizational performance. This study also examines the mediating role of human capital in the relationship between knowledge management and performance of Kabul Steel Plant, which is the largest steel plant in Afghanistan. The research model was developed through the literature review. The initial data were collected through a questionnaire containing 48 questions. Participants were 108 managers and administrative staff of the company. The collected data were analyzed by using the SPSS and SmartPLS software. The hypotheses regarding the impact of strategy and technology on knowledge management were rejected by using correlation analysis and t-test statistic. Finally, the findings showed the positive effects of variables of structure, culture, leadership, and trust on knowledge management in an organization. Also, knowledge management influences the organizational performance, both directly and through the mediating variable of human capital. This research encourages the managers and employees of organizations to use the available organizational resources to implement knowledge management in organizations and improve knowledge management practices and human resources that are the most valuable resources of any organization in order to remain competitive in the markets.

The Impact of Culture on Innovation: the moderating role of Human Capital

2014 ◽  
Vol 1 (1) ◽  
pp. 607 ◽  
Author(s):  
Muhammad Adil Jan ◽  
Syed Muhammad Amir Shah ◽  
Kashif Ullah Khan
Keyword(s):  
Human Capital ◽  
Product Innovation ◽  
High Performance ◽  
Organization Culture ◽  
Competitive Edge ◽  
Hierarchical Cultures ◽  
The Impact ◽  
Moderating Role

Innovation plays an important role in developing the economy, to expand and sustain the high performance of firms, to maintain competitive edge in industry and improved the standard living and in creating a better quality of life. In Adhocratic culture, openness provides to employees and no fear of doing faults or getting things wrong to be done, human capital are the creative peoples and if democratic organizational culture is provided to them the organization can be find more innovative. The focus of current study was on the link between organizational cultures and innovation. Although the literature suggests the relevance of culture in increasing innovation, there is a lack of empirical evidence supporting this relation, which this study has explored. Our findings provide support for this relation. Furthermore we found that the organization culture can enhance product innovation, but that it can also inhibit it depending on the values that culture fosters. In particular we found that product innovation is positively associated to adhocracy cultures and has a negative relation to the hierarchical cultures.

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