KNOWLEDGE MANAGEMENT IN MALAYSIAN SMEs: AN EMPIRICAL EXAMINATION ON INFORMATION TECHNOLOGY (IT) SUPPORT AND STRATEGY AS PLAN

2011 ◽  
Vol 01 (04) ◽  
pp. 24-39
Author(s):  
Tan Thai Soon ◽  
Fakhrul Anwar Zainol
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Research Study ◽  
Empirical Examination ◽  
Creation Process ◽  
Organizational Creativity ◽  
It Support

This research study demonstrates the important of the knowledge creation process. It helps to demonstrate that knowledge management enablers, including IT-support and Strategy as Plan can promote organizational creativity and thus organizational performance. Further, the findings on the new factor, Strategy as Plan, show that it is positively related to knowledge creation. Strategy as Plan can therefore be regarded as an integral part of knowledge creation. This reaffirms Glueck’s (1980, p.9) views of strategy as “a unified, comprehensive, and integrated plan…. designed to ensure that the basic objectives of the enterprise are achieved”. Therefore it can be argued that the best path for Malaysian SMEs to achieve organizational performance is through organizational creativity achieved through a knowledge creation process that involves knowledge enablers.

The Effect of Knowledge Management Strategies and Enablers on Knowledge Creation Process and Organizational Performance by Using Partial Least Squares Regression Method

2012 ◽  
Vol 3 (4) ◽  
pp. 38-52 ◽  
Author(s):  
Cheng-Ping Shih ◽  
Hsin-Fu Chou
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Least Squares ◽  
Partial Least Squares ◽  
Knowledge Creation ◽  
Least Squares Method ◽  
Management Strategies ◽  
Integrative Model ◽  
Least Squares Regression ◽  
Creation Process

Under Knowledge-based economy, knowledge has been recognized as a form of capital for organizations and provides sustainable competitive advantages. knowledge is not only one of the few recyclable assets that continuously lends itself to new intellectual capital but also be integrated in many different ways in order to maximize its value. This paper has three research objectives. Firstly, measure the effect of Knowledge Management (KM) Strategies on KM Enablers; secondly, measure the effect of KM Enablers on the Knowledge Creation Process (KCP); thirdly, to measure the effect of KCP on the three aspects of Organizational Performance. A knowledge integrative model was built by using Partial Least Squares method, and the findings indicate that KM Strategies do have a significant effect on KM enablers, which in turn does have a significant effect on the KCP. KCP also has a significant effect on innovation, customer’s satisfaction and financial performance for Taiwan multinational company in Thailand.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

2021 ◽  
Vol 3 (1) ◽  
pp. 38-55
Author(s):  
Arshad Mahmood ◽  
Muhammad Yousuf Khan Marri ◽  
Hussain Ali ◽  
Shahid Nadeem
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Involvement ◽  
Major Influence ◽  
Leader Member Exchange ◽  
Empirical Examination ◽  
Member Exchange ◽  
Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

Enabling Intelligence in Web-Based Collaborative Knowledge Management System

2013 ◽  
pp. 63-82
Author(s):  
Krissada Maleewong ◽  
Chutiporn Anutariya ◽  
Vilas Wuwongse
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Management System ◽  
Knowledge Management System ◽  
Web Based ◽  
Creation Process ◽  
Relevant Term ◽  
Collaborative Knowledge Management ◽  
Knowledge Representation Language ◽  
Collaborative Knowledge

This paper presents an approach to enhance various intelligent services of a Web-based collaborative knowledge management system. The proposed approach applies the two widely-used argumentation technologies, namely IBIS and Toulmin’s argumentation schemes, to structurally capture the deliberation and collaboration occurred during the consensual knowledge creation process. It employs RDF and OWL as its underlying knowledge representation language with well-defined semantics and reasoning mechanisms. Users can easily create knowledge using a simple corresponding graphical notation with machine-processable semantics. Derivation of implicit knowledge, similar concept discovery, as well as semantic search, are also enabled. In addition, the proposed approach incorporates the term suggestion function for assisting users in the knowledge creation process by computing the relevance score for each relevant term, and presenting the most relevant terms to users for possible term reusing or equivalence concepts mapping. To ensure the knowledge consistency, a logical mechanism for validating conflicting arguments and contradicting concepts is also developed. Founded on the proposed approach, a Web-based system, namely ciSAM, is implemented and available for public usage.

The Roles of Information Technology and Knowledge Management in Project Management Metrics

2016 ◽  
pp. 229-259
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Information Technology ◽  
Information System ◽  
Knowledge Management ◽  
Project Management ◽  
Organizational Performance ◽  
Business Performance ◽  
Global Business ◽  
It Capability ◽  
The Social ◽  
Strategic Goals

This chapter reveals the roles of Information Technology (IT) and Knowledge Management (KM) in Project Management (PM) metrics, thus explaining the theoretical and practical concepts of IT, IT capability, Information System (IS) effectiveness, KM, and PM; the measures of IT, KM, and PM metrics; and the significance of IT and KM in PM metrics. The fulfillment of IT and KM is essential for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve constant success in global business. Therefore, it is crucial for modern organizations to explore their IT and KM applications, establish a strategic plan to routinely inspect their functional advancements, and promptly respond to the IT and KM needs of customers. The chapter argues that applying IT and KM in PM metrics has the potential to enhance organizational performance and achieve strategic goals in the social media age.

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

Knowledge Management Styles and Organizational Performance: An Empirical Study in a K-Space Framework

2004 ◽  
Vol 03 (04) ◽  
pp. 347-372 ◽  
Author(s):  
Maen Al-Hawari ◽  
Helen Hasan
Keyword(s):  
Knowledge Management ◽  
Empirical Study ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Extensive Study ◽  
Management Styles ◽  
Knowledge Space ◽  
Space Model ◽  
Manova Analysis

This paper addresses the relationships between certain attributes of knowledge, knowledge management styles and organizational performance. From an extensive study of the literature, an innovative knowledge space (K-Space) model of organizational knowledge was developed as the first stage of the research. This led to the identification of four knowledge management styles and a framework that relates these styles to knowledge creation and improved organizational performance. A survey instrument was developed to measure the constructs contributing to the relationships in this framework and mailed to 338 organizations in different Australian industries. The results confirm that an organization can improve its performance through better management of its knowledge capabilities. Using a MANOVA analysis, the four knowledge management styles were found to be deployed in significantly different ways by organizations in different industry types. There is, however, in all organizations a particular benefit from deploying a balance of knowledge management styles which combine the human and technology perspectives. The findings of the study also demonstrate that the K-Space model provides a basis for a new way of conceptualising knowledge creation processes within organizations.

The Role of Fit in Knowledge Management Systems

2008 ◽  
pp. 2157-2177
Author(s):  
Peter Baloh
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Design Science ◽  
Theoretical Background ◽  
Management Systems ◽  
Evolutionary Information ◽  
Knowledge Management Systems ◽  
Organizational Setting ◽  
Processing Theory ◽  
It Support

While most organizations have deployed knowledge management systems (KMS), only a handful have been able to leverage these investments. Existing knowledge management (KM) research offered valuable insights on how to introduce KMS in a sense of innovation-diffusion, yet little guidance has been offered to KMS developers who need to decide on functionalities of a tool they are to introduce in a particular organizational setting. The goal of this paper is to propose theoretical background for design of IS that successfully support and enable decision making, which is seen as the ultimate form of knowledge creation and utilization. By using principles of the design science, design profiles proposed build upon works from organization and IS sciences, primarily the evolutionary information-processing theory of knowledge creation (Li & Kettinger, 2006) and the task technology fit theory (Zigurs & Buckland, 1998), the latter being amended for particularities of the KM environment. Proposed fit profiles suggest that one-size-fits-all approaches do not work and that organizations must take, in contrast with suggestions of extant literature, a segmented approach to KM activities and fitting IT support.

Sign in / Sign up

Export Citation Format

Share Document