scholarly journals Knowledge Management Enablers, Process and Organizational Performance: Evidence from Malaysian Enterprises

2011 ◽  
Vol 7 (8) ◽  
Author(s):  
Tan Thai Soon ◽  
Fakhrul Anwar Zainol
Keyword(s):  
Knowledge Management ◽  
Organizational Performance

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.

scholarly journals An investigation of the effect of knowledge management aspects on organizational performance (case study: sepah bank in Ardebil province)

2016 ◽  
Vol 4 (2) ◽  
pp. 33
Author(s):  
Daryoush Sahebnazar ◽  
Ebrahim Dadfar
Keyword(s):  
Knowledge Management ◽  
Data Collection ◽  
Organizational Performance ◽  
Research Results ◽  
Bank Branches ◽  
Performance Variable ◽  
Research Population

The purpose of this study is to investigate knowledge management aspects on organizational performance of Sepah Bank in Ardebil Province. Research population includes all the employees, deputies and managers of Sepah Bank branches in Ardebil Province, which according to the table of Morgan, includes a total number of 169 subjects. Standard questionnaires were used for data collection. Research results showed that knowledge management aspects (knowledge storage, sharing and using) had a positive and significant effect on organizational performance variable and in general 80 percent of variance determines the organizational performance of Sepah Bank in Ardebil.

“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.

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

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

Career Management in the Knowledge-Based Organizations

2017 ◽  
Vol 7 (2) ◽  
pp. 60-73 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Organizational Performance ◽  
Management Strategy ◽  
Career Management ◽  
Management Innovation ◽  
Knowledge Based ◽  
Career Opportunities ◽  
Strategic Goals ◽  
Organizational Career Management

This article analyzes the literature in the search for career management in the knowledge-based organizations (KBOs). The literature review covers the overview of career management strategy; organizational career management (OCM) and knowledge management (KM) in the KBOs; career management and career learning in the KBOs; career management innovation in the KBOs; and the significance of career management strategy in the interorganizational career transitions. Career management is the process that helps employees understand career opportunities and chart a career path within their organization. Encouraging career management in the KBOs has the potential to improve organizational performance and reach strategic goals in the modern workplace. The findings present valuable insights and further understanding of the way in which career management perspectives in the KBOs should be emphasized.

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