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Article
Publication date: 23 October 2009

George N. Theriou and Prodromos D. Chatzoglou

This paper aims to empirically examine the linkages between best human resource (HRM) practices, knowledge management, organisational learning, organisational capabilities…

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6464

Abstract

Purpose

This paper aims to empirically examine the linkages between best human resource (HRM) practices, knowledge management, organisational learning, organisational capabilities and organisational performance. The proposed framework and findings intend to add to the understanding of the specific processes that mediate between best HRM practices and organisational performance.

Design/methodology/approach

To carry out this research a survey research strategy was followed. The sample frame for this study consisted of Greek firms that belong to the tertiary (services and commerce) sector, employing at least 50 employees. The final research sample consisted of 242 questionnaires. Descriptive statistics as well as structural equation modelling (SEM) techniques were used to analyse the data.

Findings

This paper proposes an answer to “how” best HRM practices can influence performance. Results indicate that service and commercial firms pursuing best HRM practices achieve better performance through the interaction of these practices with knowledge management and organisational learning capability and the creation of organisational capabilities.

Research limitations/implications

Possible limitations of the study include the relatively small sample size, the use of subjective performance indicators and the measurement of organisational capabilities.

Practical implications

The paper can help human resource practitioners and/or managers to understand better the importance of organisational learning and knowledge management processes and the way best HRM practices, through the integration of these two processes, lead to superior and sustainable performance.

Originality/value

This paper attempts to shed some light on the processes through which human resource management practices influence performance. Moreover, the value of the human factor in knowledge management and organisational learning initiatives, as well as on organisational capabilities, is explored. While this has already been underlined in the past, there is still no complete model simultaneously describing and testing all those relationships.

Details

Journal of Workplace Learning, vol. 21 no. 8
Type: Research Article
ISSN: 1366-5626

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Article
Publication date: 23 October 2009

Sara Cervai and Tauno Kekale

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373

Abstract

Details

Journal of Workplace Learning, vol. 21 no. 8
Type: Research Article
ISSN: 1366-5626

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Book part
Publication date: 20 October 2015

Michael Preece

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge…

Abstract

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.

Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.

The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.

Details

Sustaining Competitive Advantage Via Business Intelligence, Knowledge Management, and System Dynamics
Type: Book
ISBN: 978-1-78560-707-3

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Content available
Book part
Publication date: 6 August 2020

Mert Gürlek

Abstract

Details

Tech Development through HRM
Type: Book
ISBN: 978-1-80043-312-0

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Article
Publication date: 4 January 2021

Ashari Halisah, Sharmila Jayasingam, Thurasamy Ramayah and Simona Popa

Knowledge sharing culture and performance climate are organizational interventions used by organizations to influence and shape employees’ attitudes and behavior toward…

Abstract

Purpose

Knowledge sharing culture and performance climate are organizational interventions used by organizations to influence and shape employees’ attitudes and behavior toward knowledge sharing. While each strategy directly influences employees to respond accordingly, the interplay between the incongruent objectives of these two strategies could lead to social dilemmas in knowledge sharing. This study aims to understand social dilemmas in knowledge sharing due to the interaction between knowledge sharing culture and performance climate.

Design/methodology/approach

An experimental study using the vignette technique was performed on 240 working adults. ANOVA was conducted to examine the interplay effect between knowledge sharing culture and performance climate on knowledge sharing intention.

Findings

Results showed that performance climate moderates the effect of knowledge sharing culture on employees’ knowledge sharing intention. The findings highlight the importance of having goal congruence between knowledge sharing culture and performance climate to minimize the social dilemmas in knowledge sharing.

Originality/value

This study develops a moderation model based on the theory of social dilemma to investigate the interaction between knowledge sharing culture and performance climate and enhance the theoretical validity and exactness of the knowledge sharing literature. The findings from this study provide theoretical insights and practical implications for social dilemmas in knowledge sharing, as well as the foundation for continuous research into knowledge sharing and people management practices that may have a strong influence on employees’ knowledge sharing behavior, attitude and performance.

Details

Journal of Knowledge Management, vol. 25 no. 7
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 7 April 2020

Sheila Namagembe

The study examined the influence of relational capital on inter-cluster coordination and service delivery of humanitarian organisations; the mediating and moderating role…

Abstract

Purpose

The study examined the influence of relational capital on inter-cluster coordination and service delivery of humanitarian organisations; the mediating and moderating role of inter-cluster coordination on the relationship between relational capital and service delivery.

Design/methodology/approach

Data was collected from 60 humanitarian organisations. Potential respondents were five officers from each humanitarian organisation involved in delivering humanitarian assistance. Respondents from the different organisations were selected using purposive sampling. The SPSS software, SMART PLS and CB-SEM software were used to obtain results on the influence of relational capital on inter-cluster coordination and service delivery in humanitarian organisations; and the mediating and moderating role of inter-cluster coordination on the relationship between relational capital and service delivery.

Findings

Findings indicated that relational capital influences inter-cluster coordination and service delivery in humanitarian relief chains; inter-cluster coordination partially mediates the relationship between relational capital and service delivery in humanitarian relief chains; and no interactive effect was found when the moderation effect of inter-cluster coordination on the relationship between relational capital and service delivery in humanitarian organisations was examined.

Research limitations/implications

The study was mainly focused on humanitarian organisations excluding beneficiaries and the logistics suppliers. The research has implications to decision-makers in government and humanitarian organisations concerned with providing relief aid to beneficiaries.

Originality/value

The influence of relational capital on inter-cluster coordination and service delivery in humanitarian relief chains; the mediating role and moderating role of inter-cluster coordination on the relationship between relational capital and service in humanitarian relief chains are aspects that have not been given significant attention empirically.

Details

Journal of Humanitarian Logistics and Supply Chain Management, vol. 10 no. 2
Type: Research Article
ISSN: 2042-6747

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Article
Publication date: 26 July 2021

Vijita Aggarwal and Madhavi Kapoor

The study proposes and evaluates a parsimonious research framework by integrating the major strategic theories related to an international firm's internal dynamics. This…

Abstract

Purpose

The study proposes and evaluates a parsimonious research framework by integrating the major strategic theories related to an international firm's internal dynamics. This research's essence lies in the proposition that organizational competencies, knowledge resources and processes, absorptive capacity and innovativeness form the underlying base for sustainable competitive advantage in this dynamic world.

Design/methodology/approach

A cross-sectional explanatory research design is adopted. Using the quantitative data obtained from the sample of Indian international joint ventures (IJVs), partial least squares structural equation modeling (PLS-SEM) is deployed to confirm the proposed relationships among the research constructs. Finally, qualitative interviews helped in triangulating the primary survey's results.

Findings

A well-established relationship between knowledge transfer and innovation is negated by the Indian IJVs' data, which is delved deeper with cross-industry qualitative analysis. The novel hierarchical model with multiple mediations has nurtured quite exciting results for the business world with some significant theoretical and managerial implications.

Research limitations/implications

This study has investigated the nexus between multi-dimensional organizational competencies, knowledge transfer, absorptive capacity and venture innovativeness in the context of Indian IJVs. It has emphasized the role of internal dynamics in cross-cultural joint ventures to attain sustainable competitiveness through strategic and technological efficiency.

Originality/value

The study has addressed the specific research gap of under-investigation of dynamic capabilities and sustainable competitiveness in international joint ventures. It has investigated a complex model of multiple mediations, yielding interesting quantitative results with qualitative insights; which is rare to match in literature.

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Article
Publication date: 7 August 2017

Bara’ Tareq Qasrawi, Soud Mohammad Almahamid and Shadi Tareq Qasrawi

The purpose of this paper is to investigate the impact of total quality management (TQM) practices in terms of leadership, strategic planning, customer focus, teamwork…

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1791

Abstract

Purpose

The purpose of this paper is to investigate the impact of total quality management (TQM) practices in terms of leadership, strategic planning, customer focus, teamwork, process management, information, and analysis on organizational performance in Jordanian telecommunications companies. In addition, the mediating effect of knowledge management (KM) processes is tested.

Design/methodology/approach

A survey instrument was used to gather empirical data, and it was distributed to all managerial and non-managerial employees. A total of 477 questionnaires were valid for analysis, resulting in a response rate of (97 percent). Factor analysis and multiple regression analyses were used to test the study’s hypotheses.

Findings

Customer focus and process management were found to have an insignificant impact on organizational performance, while teamwork had the strongest impact on KM processes. The results also revealed that only knowledge sharing and application processes had a significant impact on organizational performance. More importantly, KM processes fully mediated the impact of TQM practices on organizational performance, except for teamwork, which had a partial mediating effect.

Research limitations/implications

This study was limited to a survey of the headquarters of three telecommunication companies: Zain, Orange, and Umniah, in Amman City.

Originality/value

Originality of the paper lies in testing the influence of TQM practices on organizational performance in a novel context, where most TQM initiatives fail for one reason or another.

Details

International Journal of Quality & Reliability Management, vol. 34 no. 7
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 9 July 2018

Alima Aktar and Faizuniah Pangil

The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and…

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2282

Abstract

Purpose

The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and employee engagement among banking employees in the context of an emerging economy namely Bangladesh.

Design/methodology/approach

The survey data include 383 employees from 30 private commercial banks in Bangladesh. For analyzing the data, structural equation modeling is employed with the bootstrapping method.

Findings

This study finds that HRM practices such as career advancement, employee participation, job security, performance feedback, rewards and recognition, training and development are the significant predictors of employee engagement. Results also identify OC as a partial mediator on HRM practices and employee engagement relationship which suggest that direct relationship of predictors and criterion variables are stronger than indirect association. More interestingly, findings indicate that the mechanism of black-box stage is not always work on the relationship between HRM practices and employee performance.

Originality/value

Exploring the role of OC on the relationship between HRM practices and employees’ behavioral outcome, i.e. employee engagement, is appeared as an initial effort in the academic literature. Furthermore, empirical research that examines the association of different organizational factors with employee engagement through OC is rarely been investigated. Thus, the findings of this study act as a strategic tool for the bank managers to design their organizational policies in such a way that fosters their employee’ level of engagement.

Details

International Journal of Sociology and Social Policy, vol. 38 no. 7-8
Type: Research Article
ISSN: 0144-333X

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Article
Publication date: 9 May 2016

Muhammad Kashif Imran, Muhammad Ilyas, Usman Aslam and Ubaid-Ur-Rahman

The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an…

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6486

Abstract

Purpose

The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an organizational learning model through transformational leadership with indirect effect of knowledge management process capability and interactive role of knowledge-intensive culture.

Design/methodology/approach

Different statistical analyses were done to check the direct, indirect and interactive effects on 204 valid responses.

Findings

The results are clearly depicting that transformational leadership has significant positive impact on organizational learning and knowledge management process capability, and partially mediates the relationship between transformational leadership and organizational learning. Additionally, knowledge-intensive culture has strengthened the relationship between transformational leadership and knowledge management process capability.

Originality/value

This is an overarching and unique conceptual model. After examining the importance of organizational learning in the context of innovative ability, competitive advantage, creativity and organizational performance, management has to initiate steps to induct transformational leaders, develop knowledge-intensive culture and introduce knowledge management processes to boost learning environment in organizations.

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