scholarly journals EFFECT OF KNOWLEDGE MANAGEMENT ON ORGANIZATION PERFORMANCE

2021 ◽  
Vol 2 (1) ◽  
pp. 14-26
Author(s):  
John Githii
Keyword(s):  
Knowledge Management ◽  
Organization Culture ◽  
Empirical Literature ◽  
Organization Performance ◽  
Knowledge Application ◽  
Knowledge Conversion ◽  
Types Of Knowledge ◽  
Knowledge Protection ◽  
Improved Performance ◽  
Learning Focused

Purpose: The underlying rationale for learning organizations is that in circumstances of quick change just those that are adaptable, versatile and gainful will exceed expectations. For this to happen, it is contended, associations need to find how to tap individuals' responsibility and ability to learn at all levels. The general objective of the study was to evaluate effect of knowledge management on organization performance. Methodology: The paper used a desk study review methodology where relevant empirical literature was reviewed to identify main themes and to extract knowledge gaps. Findings: The study concludes that knowledge protection had the greatest effect on the performance of microfinance organizations, followed by knowledge acquisition, then knowledge conversion while knowledge application had the least effect to the performance. The study found out that the organizations have impressed attributes of knowledge applications such as individuals, organization culture, and identity, policies and documents in their organization which had resulted in improved performance. However, routines and systems were found to have less influence on the performance of these organizations. Recommendations: There is a need for managers also need to take advantage of the technological capability to support knowledge application processes. In particular, organizations should use technology to map the location of specific types of knowledge, thereby facilitating the application and sharing of knowledge. Technology also should be connected to encourage individuals in different areas to take in as a gathering from a solitary or numerous assets and a single or various focuses in time. Thusly, social and specialized infrastructural components can supplement each other and meet up to improve learning focused procedures.  

scholarly journals Knowledge Management Process, Entrepreneurial Orientation, and Performance in SMEs: Evidence from an Emerging Economy

2021 ◽  
Vol 13 (17) ◽  
pp. 9791
Author(s):  
Shiaw Tong Ha ◽  
May Chiun Lo ◽  
Mohamad Kadim Suaidi ◽  
Abang Azlan Mohamad ◽  
Zaidi Bin Razak
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Entrepreneurial Orientation ◽  
Structural Equation ◽  
Equation Modeling ◽  
Knowledge Application ◽  
Knowledge Conversion ◽  
Knowledge Protection ◽  
And Performance ◽  
The Relationship

Knowledge management (KM), a process of acquiring, converting, applying, and protecting knowledge assets, is crucial for value creation. The purpose of this research is to empirically test the relationship between KM processes (knowledge acquisition, knowledge conversion, knowledge application, and knowledge protection), entrepreneurial orientation (EO), and firm performance. Data were collected from 159 small- and medium-sized enterprises (SMEs) in Malaysia using a cross-sectional survey. This research uses partial least squares structural equation modeling (PLS-SEM) and WarpPLS version 7.0 to test the model. The results show that three of four KM dimensions: knowledge acquisition, knowledge conversion, and knowledge protection are positively related to performance. Moreover, EO has been found to moderate the relationship between knowledge application and performance positively.

The Impact of Supporting Organizational Knowledge Management through a Corporate Portal on Employees and Business Processes

2010 ◽  
Vol 6 (3) ◽  
pp. 44-64 ◽  
Author(s):  
Kamla Ali Al-Busaidi
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Business Processes ◽  
Organizational Knowledge ◽  
Knowledge Application ◽  
Knowledge Conversion ◽  
Knowledge Protection ◽  
Effectiveness And Efficiency ◽  
The Impact

Due to corporate portal playing a major role on organizational knowledge management (KM), this study was conducted to assess the impact of supporting KM processes through a corporate portal on business processes and employees at an academic institution. This paper specifically assesses the impact of knowledge acquisition, knowledge conversion, knowledge application and knowledge protection on business processes’ effectiveness, efficiency and innovation, and employees’ learning, adaptability, and job satisfaction. Findings suggest that the ending KM process, knowledge application, produces the highest impact on business processes and employees. First, supporting knowledge application through a corporate portal was positively associated with business processes’ effectiveness and innovation and employees’ learning, adaptability, and job satisfaction. Second, supporting knowledge conversion was positively associated with business processes’ effectiveness and employees’ learning, whereas supporting knowledge protection was positively associated with business processes’ effectiveness and efficiency but negatively associated with employees’ learning. Finally, supporting knowledge acquisition was positively associated with only business processes’ innovation.

The Impact of Supporting Organizational Knowledge Management through a Corporate Portal on Employees and Business Processes

2012 ◽  
pp. 208-229
Author(s):  
Kamla Ali Al-Busaidi
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Business Processes ◽  
Organizational Knowledge ◽  
Academic Institution ◽  
Knowledge Application ◽  
Knowledge Conversion ◽  
Knowledge Protection ◽  
The Impact

Due to corporate portal playing a major role on organizational knowledge management (KM), this study was conducted to assess the impact of supporting KM processes through a corporate portal on business processes and employees at an academic institution. This paper specifically assesses the impact of knowledge acquisition, knowledge conversion, knowledge application and knowledge protection on business processes’ effectiveness, efficiency and innovation, and employees’ learning, adaptability, and job satisfaction. Findings suggest that the ending KM process, knowledge application, produces the highest impact on business processes and employees. First, supporting knowledge application through a corporate portal was positively associated with business processes’ effectiveness and innovation and employees’ learning, adaptability, and job satisfaction. Second, supporting knowledge conversion was positively associated with business processes’ effectiveness and employees’ learning, whereas supporting knowledge protection was positively associated with business processes’ effectiveness and efficiency but negatively associated with employees’ learning. Finally, supporting knowledge acquisition was positively associated with only business processes’ innovation.

scholarly journals Influence of Knowledge Management Capabilities on the Performance of Mobile Telephone Firms in Kenya

2021 ◽  
pp. 28-46
Author(s):  
Joy Wachinga ◽  
Jared Deya
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Acquisition ◽  
Target Population ◽  
Mobile Telephone ◽  
Empirical Literature ◽  
Knowledge Application ◽  
Knowledge Protection ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

With intensifying rivalry in the mobile telephone industry, mobile telephone firms are finding knowledge management capabilities as vital resource for ensuring their performance. However, there is scanty empirical literature to help these firm associate knowledge management capabilities to their performance, hence this study which sought to ascertain the inspiration of knowledge management capabilities on the performance of mobile telephone firms in Kenya. it objectives were to; establish the influence of knowledge acquisition, find out the influence of knowledge application, determine the role of knowledge transfer, ascertain how knowledge protection influence, and stablish the joint effect of knowledge management capabilities (knowledge acquisition, knowledge application, knowledge transfer and knowledge protection) on the performance of the mobile telephone firms in Kenya. This study adopted descriptive survey design where it used a target population of the 63 heads of human resources, information marketing and finance from the 21 telephone firms operating in Kenya. Since the target population was easily manageable and readily accessible, census was used. The data which was collected data from primary sources using questionnaires was analysed using quantitative approach to produce descriptive and inferential statistics. In addition, the study tested for its hypothesis testing using; t-test,. F test and Analysis of Variance. The study found that each of; knowledge acquisition, knowledge application, knowledge transfer and knowledge protection have a positive significant effect of performance. The study concluded that on embracing knowledge management capabilities; knowledge acquisition; knowledge application; knowledge transfer; and knowledge protection, mobile telephone firms in Kenya experienced significant improved in performance and as they also gained competitive advantage over their competitors.

scholarly journals EFFECT OF KNOWLEDGE MANAGEMENT PRACTICES ON PERFORMANCE OF MOBILE TELEPHONE COMPANIES

2021 ◽  
Vol 2 (1) ◽  
pp. 54-66
Author(s):  
Elijah Kimani
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Mobile Telephone ◽  
Empirical Literature ◽  
Organization Performance ◽  
Telephone Companies ◽  
Knowledge Implementation ◽  
Efficiency Performance ◽  
Knowledge Management Practices ◽  
Effective Organization

Purpose: Knowledge management practices in general were found to influence organization performance as there is increased awareness of information that is critical to achieving the organization’s mission. The general objective of the study was to establish the effect of knowledge management practices on performance of mobile telephone companies. Methodology: The paper used a desk study review methodology where relevant empirical literature was reviewed to identify main themes and to extract knowledge gaps. Findings: The study concludes that knowledge management practices in general influences organization performance in various ways including, knowledgeable employees, better decision making in the organization, improved service offering to client, reduced operational costs, improved organizational competitiveness. This is mainly so because there is increased awareness of information that is critical to achieving the organization’s mission. The order of significance of the effect of knowledge management practices on performance of mobile telephone companies in starting with the most significant to the least is; knowledge creation, knowledge sharing, knowledge acquisition, knowledge implementation and knowledge storage respectively. Recommendations: The study points out that for effective organization administration organizations need to create a central repository system to store and retrieve information on organization reports cards, feedback on student progression, coordination of organization schedules, organization suspension, finances and other professional development which will have an overall effect on organization performance. Organizations should also install internet services and computers in order to share knowledge and improve the organization’s efficiency, performance, and competitiveness

scholarly journals Towards an Understanding of Information Technology Strategy Development Based on Knowledge Management

2014 ◽  
pp. 139-155
Author(s):  
Paulo Henrique de Souza Bermejo ◽  
Adriano Olímpio Tonelli ◽  
Andre Luiz Zambalde ◽  
José Leomar Todesco
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Qualitative Case Study ◽  
Business Strategies ◽  
Strategy Development ◽  
Collaborative Process ◽  
Knowledge Conversion ◽  
Types Of Knowledge ◽  
Technological Tools

The formulation of IT strategies is increasingly seen as a collaborative process, where knowledge management (KM) and learning become central to building a shared view of how information technology (IT) can support and extend business strategies. This article presents three interrelated components that support the application of KM to IT strategy development (actors and types of knowledge, knowledge conversion modes, and technological tools and artifacts). Through a longitudinal, qualitative case study, we illustrate strategies for applying these components. Faced with the importance of knowledge and collaboration to IT strategies, the results provide recommendations so that organizations can apply concepts and practices of KM processes in formulating IT strategies. 

Achieving structured knowledge management with a novel online group decision support system

2020 ◽  
pp. 026666692096984
Author(s):  
Wesley Shu ◽  
Songquan Pang ◽  
Minder Chen
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Ad Hoc ◽  
Group Decision Support System ◽  
Face To Face ◽  
Knowledge Conversion ◽  
Group Problem Solving ◽  
The People ◽  
Mixed Factorial Design ◽  
Better Than

Knowledge management (KM) is a complicated process that involves socialization, externalization, combination, and internalization and requires close collaboration among the people involved. Although Nonaka proposed the SECI (Socialization, Externalization, Combination, Internalization) model and the concept of Ba, which provides a process-oriented view of knowledge creation and transfer, practicing it is rather ad hoc. COVID-19 has provided a chance for practitioners to find a new method for KM. In this study, we adapted a group problem-solving system called TeamSpirit and structured it as a Ba for the SECI model. We then compared TeamSpirit with two other implementations of Ba, email and face-to-face communication, to evaluate their effects on knowledge externalization, knowledge combination, and knowledge internalization. Then, we evaluated whether these knowledge-conversion processes could improve knowledge acquisition and intention to share knowledge. A 3 × 2 mixed factorial design experiment was conducted. The results show that (a) TeamSpirit was better than the others, and face-to-face was better than email for each of the three knowledge conversion processes (externalization, combination, and internalization) and (b) the better the team’s knowledge conversion process lead, the stronger its knowledge acquisition and knowledge-sharing intention.

scholarly journals Firm Level Strategy, Organization Culture and Performance of Food and Beverage Manufacturing Firms in Kenya

2018 ◽  
Vol 13 (8) ◽  
pp. 224 ◽  
Author(s):  
Zachary B. Awino ◽  
Dominic C. Muteshi ◽  
Reginah K. Kitiabi ◽  
Ganesh P. Pokhariyal
Keyword(s):  
Policy Formulation ◽  
Manufacturing Firms ◽  
Organization Culture ◽  
Hierarchical Regression ◽  
Firm Level ◽  
Food And Beverage ◽  
Improved Performance ◽  
And Performance ◽  
The Impact ◽  
The Relationship

The study tested the impact of organization culture on the on the relationship between firm-level strategy and performance of food and beverage manufacturing firms in Kenya. The opinion of the CEO/MDs from 125 firms in this sector was sought by application of a structured questionnaire; the collected data was analysed using hierarchical regression analysis. The paper stated hypothesis that organizational culture has a significant effect on the relationship between firm-level strategy and performance. The results supported the hypothesis. Therefore, firm development of strong organization culture to support firm-level strategy for higher performance is paramount. These findings will contribute to government policy formulation for sector’s expansion and competitiveness and management drives in building a positive organization culture to support firm-level strategy for improved performance.

Knowledge Management: FROM THEORY TO PRACTICE

2012 ◽  
Vol 01 (11) ◽  
pp. 22-30
Author(s):  
Kamran Nazari ◽  
Mostafa Emami
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Critical Points ◽  
Organization Performance ◽  
Management Process ◽  
Dynamic Learning ◽  
Collective Wisdom ◽  
Theory To Practice ◽  
Wide Range ◽  
Peter Drucker

Knowledge management is a process that helps organizations to find important information, select, organize and publish them; and it’s a proficiency that will be necessary for actions like solving problems, dynamic learning, decision making. Knowledge management can improve a wide range of organization performance properties by enabling company to more intelligent performance, but it’s not enough alone; because knowledge management to be useful needs undertaking staff to organization and their job, that accept the knowledge management process with spirit and heart and perform it (Wiig, 1999:14).Knowledge management is the leveraging of collective wisdom to increase responsiveness and innovation. It is important that you discern from this definition three critical points. This definition implies that three criteria must be met before information can be considered knowledge. » Knowledge is connected. It exists in a collection (collective wisdom) of multiple experiences and perspectives Knowledge management is a catalyst. It is an action – leveraging. Knowledge is always relevant to environmental conditions, and stimulates action in response to these conditions. Information that does not precipitate action of some kind is not knowledge. In the words of Peter Drucker, ‘‘Knowledge for the most part exists only in application.’’ » Knowledge is applicable in un-encountered environments. Information becomes knowledge when it is used to address novel situations for which no direct precedent exists. Information that is merely ‘‘plugged in’’ to a previously encountered model is not knowledge and lacks innovation.

Knowledge Acquisition, Knowledge Application, and Innovation Towards the Ability to Adapt to Change

2018 ◽  
Vol 14 (2) ◽  
pp. 1-15 ◽  
Author(s):  
Lejla Turulja ◽  
Nijaz Bajgorić
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Business Performance ◽  
Process Innovation ◽  
Mediating Effect ◽  
Knowledge Application ◽  
Complex Concept ◽  
Individual Knowledge ◽  
Product And Process Innovation ◽  
Product And Process

The objective of article is to provide important empirical evidence to support the role of individual knowledge management processes and separate innovation types within firms. Specifically, knowledge acquisition and knowledge application are analyzed and empirically tested in relation to product and process innovation as well as business performance. The results support the direct impact of product and process innovation on business performance. In addition, the results show the indirect effect of knowledge acquisition and knowledge application on firm business performance through product and process innovation. Although KM represents a complex concept of knowledge management in a firm and can contain more processes, this article confirms that KM processes individually contribute to the innovation and indirectly on business performance. Besides, it confirms mediating effect of innovation between both knowledge acquisition and knowledge application and organizational business performance. In addition, most of the similar studies have been focused on the developed Western countries.

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