scholarly journals Implementation of Knowledge Management in Building the Organization Dealing Effectiveness of Dynamic Environment in the Disruptive Era

2021 ◽  
Vol 04 (07) ◽  
Author(s):  
Muhammad Harri ◽  
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Organizational Effectiveness ◽  
Environmental Changes ◽  
External Environment ◽  
Dynamic Environment ◽  
Narrative Approach ◽  
Daily Work ◽  
The Right ◽  
Very High

The focus of this study is the implementation of knowledge management, organizational effectiveness, and disruptive which uses a descriptive narrative approach to describe knowledge management as a multi-disciplinary approach. The method used is the descriptive qualitative analytic approach. Data collected through literature studies and fieldwork using interviews, observation and documentation study. The results showed that knowledge management is the organization's activities in managing knowledge as assets in which the various strategies are the proper distribution of knowledge to the right people and in the period of rapid so that they are can be interacting, share knowledge and apply it in their daily work to improve organizational performance. The results of this study are expected in the era of globalization where changes in environmental changes occur very rapidly, the uncertainty of the environment and the level of competition is very high often cause a leader should be able to have a strategy in making organizational decisions, errors in reading the situation and overreact to changes in the dynamically changing environment will fail. The organization will survive forward if managers can make the right decisions and quickly following the development of the internal and external environment.

scholarly journals Knowledge Management di Perguruan Tinggi

2010 ◽  
Vol 1 (2) ◽  
pp. 407 ◽  
Author(s):  
Harjanto Prabowo
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Sustainable Competitive Advantage ◽  
Daily Work ◽  
The Right

Conceptually, Knowledge Management is the organization's activities in managing knowledge as an asset, it is necessary that knowledge is properly distributed to the right people and in swift time, until they can interact, share knowledge and apply it in their daily work in order to improve organizational performance. In the study of higher education, in addition to being an element forming a sustainable competitive advantage, knowledge is also the value created by the college to be conveyed to consumers. This research discusses the understanding of knowledge management that is implemented in universities. 

scholarly journals KNOWLEDGE MANAGEMENT DAN PENGARUHNYA DALAM PENGAMBILAN KEPUTUSAN PADA BADAN PEMBENTUKAN PERATURAN DAERAH DEWAN PERWAKILAN RAKYAT DAERAH KABUPATEN TAKALAR

2020 ◽  
Vol 2 (2) ◽  
pp. 121-127
Author(s):  
Muh. Said ◽  
Fatmawati Fatmawati ◽  
Lukman Hakim
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Quantitative Methods ◽  
Explicit Knowledge ◽  
Decision Making Process ◽  
Fast Time ◽  
Daily Work ◽  
Future Challenges ◽  
The One ◽  
The Right

Changes in the environment experienced by organizations require organizations to make adjustments to answer all future challenges. The strength that must be possessed by the organization is to realize the concrete concept that becomes a tool to make changes. One of them is knowledge management, because knowledge management is an organizational activity that manages knowledge as an asset, wherein various strategies there is the right distribution of knowledge to the right people in a fast time until they interact with each other from various knowledge and apply it in daily work for performance improvement. Knowledge Management integration in the decision-making process can be interpreted as a structured and systematic process in acquiring, distributing, and utilizing knowledge to support the decision-making process. The position of knowledge management in decision making is between two poles of knowledge, namely tacit knowledge on the one hand and the utilization of explicit knowledge in decision making on the other. Explicit knowledge emphasizes the implicit role of knowledge management in influencing actors involved in decision making. Research design using quantitative methods. The instruments used in this study were questionnaires. The results showed that the implementation of Knowledge management has a positive effect on decision making in the Regional Development Agency of Takalar regency.

DOES PERCEPTUAL ACUITY MATTER? — AN INVESTIGATION OF ENTREPRENEURIAL ORIENTATION, PERCEPTUAL ACUITY, AND FIRM PERFORMANCE

2009 ◽  
Vol 17 (01) ◽  
pp. 79-102 ◽  
Author(s):  
ZHI TANG ◽  
SANDRA ROTHENBERG
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Organizational Effectiveness ◽  
Entrepreneurial Orientation ◽  
Environmental Changes ◽  
Management Research ◽  
Top Managers ◽  
Accurate Perception ◽  
Perceptual Mode ◽  
Perceptual Acuity

One critical proposition in normative strategic management research is that an accurate perception of the environment by top managers is a prerequisite to attaining better organizational performance. However, recent entrepreneurship studies suggest that entrepreneurs are often leading or even causing environmental changes, and thus they may perceive greater industrial instability than there actually is. In this project, we examine if an over-perception of industrial instability exists among entrepreneurs. If it does, which perceptual mode (accurate perception versus over-perception) will benefit firm performance? We conducted the study in a highly volatile environment — China — and found that entrepreneurial orientation (EO) had an inverse U-shape relationship with perceptual acuity of industrial instability, indicating that a greater level of EO indeed led to an over-perception of industrial instability. However, we found that although perceptual acuity of industrial instability improved firm sales, it was negatively associated with organizational effectiveness evaluated by top managers. Additional analyses were conducted and implications were provided in the end.

The effect of knowledge management capability and dynamic capability on organizational performance

2014 ◽  
Vol 27 (2) ◽  
pp. 158-179 ◽  
Author(s):  
Shu-Mei Tseng ◽  
Pei-Shan Lee
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Sampling Method ◽  
Management Practices ◽  
Dynamic Environment ◽  
Dynamic Capability ◽  
Future Research ◽  
Content Type ◽  
Main Research

Purpose – The current conventional strategic management model is incapable of dealing with various questions on organizational management in a dynamically discontinuous environment. Hence, how an enterprise can effectively apply its knowledge management (KM) capability and develop a uniquely dynamic capability in order to provide quick response to a dynamic environment has become an urgent need. The purpose of this paper is to discuss the above-mentioned issues. Design/methodology/approach – In order to gain best exploration on KM capability, dynamic capability, and organizational performance, the questionnaire and statistical analytical techniques were used. Findings – The results indicate that dynamic capability is an important intermediate organizational mechanism through which the benefits of KM capability are converted into performance effects at the corporate level. That is, KM capability enhances the dynamic capability of organizations. While dynamic capability, in turn, increases organizational performance and provides competitive advantages. Research limitations/implications – This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability. Practical implications – This research aims to investigate KM capability, dynamic capability, and organizational performance, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KM capabilities and dynamic capabilities to enhance organizational performance. Originality/value – There is still little related literature investigating the relationships among KM capability, dynamic capability, and organizational performance. Hence, this study applies questionnaire methods as the main research tools in order to conduct an in-depth investigation into the influence of KM capability and dynamic capability on organizational performance. Furthermore, this research is expected to provide enterprises with valuable suggestions for management practices.

The effective management approach: integration of business, quality management and knowledge management processes

2009 ◽  
Vol 38 (38) ◽  
pp. 131-141 ◽  
Author(s):  
Imandra Galandere-Zīle
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Organizational Performance ◽  
Dynamic Environment ◽  
Integrated Approach ◽  
Management Approach ◽  
Management Process ◽  
Effective Management ◽  
Management Processes ◽  
Knowledge Management Processes

The effective management approach: integration of business, quality management and knowledge management processesIn the nowadays' dynamic environment only those organizations can survive that are able quickly react to opportunities and threats from the environment and to produce innovation ideas and turn them into products and services at a quicker pace then the competition. Therefore organizations seek different ways how to get ahead competitors. As quality management and knowledge management have proved themselves as perspective fields author of the paper proposes the integrated approach of both areas in order organizations can gain the most possible benefit from applying them. This paper shows the deeper aspects of both of these fields from the point of view of the process approach. Here is discussed the interactions of quality management, knowledge management and business processes. An elaborated organizational business and quality management process chart shows how quality management processes support the organization's management by providing information about system effectiveness, process performance, customer satisfaction and requirements. This information can be successfully used as a basis for decision-making concerning the necessary improvements and organization future goals. An integrated organizational business, quality management and knowledge management process chart demonstrates how effective management of an organization's knowledge assets can help to improve the organization's tasks in the sense of organizational performance, effectiveness and innovations. This paper is a beginning of the research toward the development of knowledge management services for quality management.

scholarly journals Effect of Knowledge Management Practices on the Performance of Nepalese Financial Institutions

2018 ◽  
Vol 4 (1) ◽  
pp. 44-59 ◽  
Author(s):  
Lekhanath Khanal ◽  
Santosh Raj Paudyal
Keyword(s):  
Knowledge Management ◽  
Statistical Analysis ◽  
Organizational Performance ◽  
Organizational Effectiveness ◽  
Financial Institutions ◽  
Employee Satisfaction ◽  
Management Practices ◽  
Financial Institution ◽  
Different Types ◽  
Knowledge Management Practices

Knowledge Management (KM) is considered as a recent phenomenon prevailing in the management circle. Despite its growing concern, there are relatively few literatures showing clear linkage between knowledge management and organizational performance (OP) in financial sector. The main objective of this study is to measure the effect of knowledge management practices on the performance of financial institutions in Nepal. In this study, samples of 385 respondents were selected randomly from four different types of financial institutions of Kathmandu, Nepal. The statistical analysis was done to draw the conclusion. The results clearly showed that components of KM process (KM obtaining, KM organizing & KM applying) are positively correlated with the organizational performance measured in terms of Financial and Market Results, Organizational Effectiveness, Employee Satisfaction and Customer Satisfaction. Finally, this paper concludes that performance of any financial institution is significantly affected by various KM processes and practices adopted by these organizations.

scholarly journals PENGARUH KNOWLEDGE MANAGEMENT TERHADAP KINERJA ORGANISASI: DIMEDIASI OLEH INOVASI, DAN IMPLEMENTASI STRATEGI (Studi pada RS Lavalette Malang)

IQTISHODUNA ◽  
2016 ◽  
Vol 1 (1) ◽  
pp. 11-19
Author(s):  
Rofiaty Rofiaty ◽  
Try Noviyanti ◽  
Angga Dwi Mulyanto
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Environmental Changes ◽  
Implementation Strategies ◽  
Partial Least Square ◽  
Least Square ◽  
Survey Method ◽  
Direct Influence ◽  
Determinant Factor ◽  
Implementation Of The Strategy

Environmental changes in the era of globalization require companies to be able to increase the levelof competition. Some opinions assess that knowledge is seen as a determinant factor in improving theperformance of the company. The purpose of this study is to debate how the influence of knowledge managementon organizational performance through innovation, and implementation strategies. Lavalette Hospital Malangwas chosen as the object of this study. Questionnaires were distributed by using direct survey method witha total of 176 respondents, and 168 questionnaires returned. Based on the analysis of Partial Least Square(PLS smart 2.0) Research shown that knowledge management influence on innovation and implementation ofthe strategy, however innovation does not affect the performance of the organization. The interesting resultfrom this study is evidence that the innovation effect on organizational performance when in mediation by theimplementation of the strategy. Another finding in this study is the direct influence of knowledge managementon organizational performance is worth less than its impact on organizational performance is mediated by theimplementation of the strategy. These findings indicate that the implementation of the strategy has a crucialrole in optimizing the performance of the organization. These results also can be a proliferation of how acompany should realize the optimal organizational performance.

Performance Management Transformation

2020 ◽  
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
High Performance ◽  
Best Practice ◽  
Call To Action ◽  
Daily Work ◽  
The Past ◽  
Great Debate ◽  
The Subject ◽  
New Research

No other talent process has been the subject of such great debate and emotion as performance management (PM). For decades, different strategies have been tried to improve PM processes, yielding an endless cycle of reform to capture the next “flavor-of-the-day” PM trend. The past 5 years, however, have brought novel thinking that is different from past trends. Companies are reducing their formal processes, driving performance-based cultures, and embedding effective PM behavior into daily work rather than relying on annual reviews to drive these. Through case studies provided from leading organizations, this book illustrates the range of PM processes that companies are using today. These show a shift away from adopting someone else’s best practice; instead, companies are designing bespoke PM processes that fit their specific strategy, climate, and needs. Leading PM thought leaders offer their views about the state of PM today, what we have learned and where we need to focus future efforts, including provocative new research that shows what matters most in driving high performance. This book is a call to action for talent management professionals to go beyond traditional best practice and provide thought leadership in designing PM processes and systems that will enhance both individual and organizational performance.

Islamic hedging for pilgrimage funds: case of Indonesia

2019 ◽  
Vol 11 (3) ◽  
pp. 328-341
Author(s):  
Rifki Ismal ◽  
Nurul Izzati Septiana
Keyword(s):  
Exchange Rate ◽  
The Other ◽  
Exchange Rate Risk ◽  
Content Type ◽  
Other Hand ◽  
Rate Risk ◽  
Risk Identify ◽  
Hajj Season ◽  
The Right ◽  
Very High

Purpose The demand for Saudi Arabian real (SAR) is very high in the pilgrimage (hajj) season while the authority, unfortunately, does not hedge the hajj funds. As such, the hajj funds are potentially exposed to exchange rate risk, which can impact the value of hajj funds and generate extra cost to the pilgrims. The purpose of this paper is to conduct simulations of Islamic hedging for pilgrimage funds to: mitigate and minimize exchange rate risk, identify and recommend the ideal time, amount and tenors of Islamic hedging for hajj funds, estimate cost saving by pursuing Islamic hedging and propose technical and general recommendations for the authority. Design/methodology/approach Forward transaction mechanism is adopted to compute Islamic forward between SAR and Rupiah (Indonesian currency) or IDR. Findings – based on simulations, the paper finds that: the longer the Islamic hedging tenors, the better is the result of Islamic hedging, the decreasing of IDR/USD is the right time to hedge the hajj funds and, on the other hand, the IDR/SAR appreciation is not the right time to hedge the hajj funds. Findings Based on simulations, the paper finds that: the longer the Islamic hedging tenors, the better is the result of Islamic hedging, the decreasing of IDR/USD is the right time to hedge the hajj funds and, on the other hand, the IDR/SAR appreciation is not the right time to hedge the hajj funds. Research limitations/implications The research suggests the authority to (and not to) hedge the hajj fund, depending on economic conditions and market indicators. Even though the assessment is for the Indonesian case, other countries maintaining hajj funds might also learn from this paper. Originality/value To the best of author’s knowledge, this is the first paper in Indonesia that attempts to simulate the optimal hedging of hajj funds.

scholarly journals The Importance of Business Continuity and Knowledge Management during the Pandemic Period

Proceedings ◽  
2021 ◽  
Vol 74 (1) ◽  
pp. 18
Author(s):  
Tuana İrkey ◽  
Aslıhan Tüfekci
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Organizational Performance ◽  
Performance Improvement ◽  
Systematic Literature Review ◽  
Gap Analysis ◽  
Global Scale ◽  
Business Continuity ◽  
Maturity Model ◽  
Management Project

Earlier in 2020 a knowledge management project was initiated with the aim of organizational performance improvement at a service company. A maturity model was applied for the gap analysis and a systematic literature review was conducted to shape the project. As the COVID-19 grew to a global scale, the aim of the project has shifted into ensuring the business continuity of the case company. Without major changes the project was carried out. At the end it was observed the company not only operated without being affected from the pandemic situation but also improved their organizational performance as aimed initially.

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