scholarly journals Modeling the Effects of Intellectual Capital on Decision Making - A Study of Interaction Moderation with Knowledge Management Process

2018 ◽  
Vol 180 (35) ◽  
pp. 37-50
Author(s):  
Rama Bhardwaj ◽  
Hardeep Singh
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Management Process

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.

KIIPF - An Integrated Inter-Operable Knowledge Management Process Framework for Healthcare

2020 ◽  
pp. 150-168
Author(s):  
Mohamad Fauzan Noordin ◽  
Arfan Arshad ◽  
Roslina Othman
Keyword(s):  
Decision Making ◽  
Developing Countries ◽  
Knowledge Management ◽  
Management Process ◽  
Healthcare Industry ◽  
Extensive Data ◽  
Related Information ◽  
Process Framework ◽  
New Knowledge ◽  
And Storage

Being complex systematically, Knowledge Management (KM) has always been challenging in the healthcare industry (HCI) of developing countries like Pakistan due to gap in acquiring and implementing KM processes. Despite the fact that extensive data and related information is available, the Pakistani HCI has been facing a major challenge due to the absence of a sound and solid KM process framework. Hence, the existing healthcare information systems in Pakistan lack the ability to control and cater the diversified nature of new knowledge creation and innovation. Consequentially, it results in inefficient and ineffective organization of knowledge along with inability to properly utilize important resources that are used for decision making activities. In this study, the researchers present and suggest an integrated and inter-operable KM process framework that helps to streamline and integrate a KM process in a phased comportment that identifies, defines, analyzes, collects and manages knowledge along with its innovation, dissemination, sharing and storage in an appropriate way.

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.

Model of a Knowledge Management Support system for Choosing Intellectual Capital Assessment Methods

2011 ◽  
pp. 336-359
Author(s):  
Agnieta B. Pretorius ◽  
F.P. (Petrie) Coetzee
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Data Collection ◽  
Support System ◽  
Intellectual Capital ◽  
Management Support ◽  
Body Of Knowledge ◽  
Combination Of Methods ◽  
Self Administered Questionnaire ◽  
Integration Of Methods

Existing literature propagates a variety of methods for assessment of intellectual capital (IC). This research argues that, due to complexities involved in selecting and customizing an appropriate method or combination of methods for assessing intellectual capital, mechanisms are needed for managing and applying the evolving body of knowledge concerning such assessment. The assumption of complexity is supported by the results obtained from a survey (employing a self-administered questionnaire as instrument for data collection). This research proceeds to develop a model, referred to as a conceptual design, for a system to (i) provide management support to the process of selecting and customizing an appropriate method (or combination of methods) for assessment of intellectual capital, (ii) utilize past knowledge and expertise to accelerate and improve decision-making, (iii) promote synergism through integration of methods, and (iv) manage the evolving body of knowledge concerning the assessment of IC.

KIIPF - An Integrated Inter-Operable Knowledge Management Process Framework for Healthcare

2017 ◽  
Vol 19 (3) ◽  
pp. 24-41
Author(s):  
Mohamad Fauzan Noordin ◽  
Arfan Arshad ◽  
Roslina Othman
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Management Process ◽  
Healthcare Industry ◽  
Healthcare Information Systems ◽  
Related Information ◽  
Process Framework ◽  
New Knowledge ◽  
And Storage

Being complex systematically, Knowledge Management (KM) has always been challenging in the healthcare industry (HCI) of developing countries like Pakistan due to gap in acquiring and implementing KM processes. Despite the fact that extensive data and related information is available, the Pakistani HCI has been facing a major challenge due to the absence of a sound and solid KM process framework. Hence, the existing healthcare information systems in Pakistan lack the ability to control and cater the diversified nature of new knowledge creation and innovation. Consequentially, it results in inefficient and ineffective organization of knowledge along with inability to properly utilize important resources that are used for decision making activities. In this study, the researchers present and suggest an integrated and inter-operable KM process framework that helps to streamline and integrate a KM process in a phased comportment that identifies, defines, analyzes, collects and manages knowledge along with its innovation, dissemination, sharing and storage in an appropriate way.

Integrating knowledge management with intellectual capital to drive strategy: a focus on Italian SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Daniele Giampaoli ◽  
Francesca Sgrò ◽  
Massimo Ciambotti ◽  
Nick Bontis
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Empirical Evidence ◽  
Intellectual Capital ◽  
Partial Least Square ◽  
Strategic Decision ◽  
Equation Modeling ◽  
Direct Impact ◽  
Content Type ◽  
Positive Direct

Purpose This study aims to provide empirical evidence on the linkage between knowledge management (KM), intellectual capital (IC), planning effectiveness (PE) and innovation performance in Italian small and medium-sized enterprises (SMEs). Design/methodology/approach Survey data from 172 Italian SMEs was collected through an online questionnaire and analyzed using structural equation modeling (partial least square). Findings Results show that KM practices have a positive direct impact on each IC component which influences PE. Finally, structural capital and PE have a positive direct impact a firm’s ability to innovate. Research limitations/implications For researchers, this paper fills an important gap in the academic literature by conceptualizing and empirically testing the link between IC and PE. The main practical implication of this study is that developing intangible resources is of particular importance for strategic decision-making in SMEs. The focus on Italian SMEs limits the generalizability of the results. Originality/value This study provides empirical evidence on how KM and IC interact and mutually drive PE. Second, results shed light on the importance of IC to enhance a firm’s ability to reach its goals. Finally, the focus on SMEs enriches the extant literature in the field confirming the vital role of KM and IC in managerial decision-making.

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