The purpose of this paper is to examine knowledge management resource inputs that affect organizational effectiveness in the restaurant industry.
The target population of this paper was restaurant employees. Data were collected using online surveys. Data analysis for this paper included frequency table, t‐test, one‐way ANOVA, and multiple regression analysis.
The paper finds knowledge management resource inputs influence organizational effectiveness in a restaurant. The results reveal that the significant knowledge management resource inputs that affected organizational effectiveness were information technology, incentive, and a knowledge sharing culture. Information technology turns out to be the most important input followed by incentive and a knowledge sharing culture to improve organizational effectiveness.
First, data collection from self‐repot surveys can threaten the validity of the paper. Second, this paper did not take into account the role of all possible resource factors relevant for organizational effectiveness. Future research should examine how other factors, such as leadership, influence organizational effectiveness.
The overall practical implication of the findings is that to achieve high‐organizational effectiveness, restaurant operators first need to establish distinctive strategies in how they use knowledge management resource inputs.
The paper contributes to the theoretical development of knowledge management by examining how inputs from knowledge management resources are being put to use in the restaurant industry.
Joong Kim, Y. and Hancer, M. (2010), "The effect of knowledge management resource inputs on organizational effectiveness in the restaurant industry", Journal of Hospitality and Tourism Technology, Vol. 1 No. 2, pp. 174-189. https://doi.org/10.1108/17579881011065065Download as .RIS
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