This study aims to analyze the relationship between KM infrastructures, knowledge process capabilities, creative organizational learning, and organizational performance. The primary research focus is on the relationships between the KM infrastructure, which includes cultural, structural, management, and technology related factors, and the knowledge process capability by elaborating on the significance of knowledge processes as the determinants of organizational performance.
The unit of analysis is a company that has adopted a KMS. A mail survey was used to collect the data and an internet‐based survey was also used to provide more convenience in the response. The response sample included 120 responses. The structural relations among variables were tested using the partial least squares (PLS) method.
The results of this study indicate that collaboration, learning culture, top management support, and IT support affect the knowledge process capabilities. Knowledge process capabilities and creative organizational learning in turn mediate the relationship between KM infrastructure and organizational performance, which demonstrate the relevance of KM infrastructure for organizational performance.
Previous studies on KM have been fragmented in that they have explained some aspects of KM performance but have not provided a holistic view of a KM performance framework. Using a holistic view of the KM performance framework, this study has provided insights to KM for researchers because it explains the integrated aspects of KM performance by examining the relationships between the KM infrastructure, knowledge process capabilities, and organizational outcomes.
Lee, S., Gon Kim, B. and Kim, H. (2012), "An integrated view of knowledge management for performance", Journal of Knowledge Management, Vol. 16 No. 2, pp. 183-203. https://doi.org/10.1108/13673271211218807Download as .RIS
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