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1 – 10 of over 7000Hani Arbabi, Mohammad-Javad Salehi-Taleshi and Kian Ghods
Knowledge management (KM) is regarded as an essential factor in project-based organizations (PBOs), leading to organizational learning across projects. Over recent years, most…
Abstract
Purpose
Knowledge management (KM) is regarded as an essential factor in project-based organizations (PBOs), leading to organizational learning across projects. Over recent years, most PBOs have inserted project management offices (PMOs) into their hierarchical charts to manage their projects much more coherently. These offices can correspondingly provide KM facilities in PBOs. Thus, this study aimed to analyze the relationship between PMO functions and KM infrastructure, as KM enablers in organizations, in Iranian oil and gas upstream PBOs.
Design/methodology/approach
A two-phase quantitative survey strategy was exercised in this research. The first phase was to investigate the relationship between PMOs and KM infrastructure and to prioritize PMO functions and KM infrastructure based on their existing implementation/establishment status in Iranian oil and gas upstream PBOs. The research participants, identified through the website of the National Iran Oil Company (NIOC), were comprised of 46 oil and gas upstream PBOs which applied for exploration and production (E&P) certificate in Iran in 2016 and 2017. Accordingly, a total number of 46 questionnaires were submitted to the aforementioned companies with a return rate of 41 cases. The second phase was fulfilled questioning 19 Iranian oil and gas industry experts to determine the one-to-one effect of PMO functions on KM infrastructure and to verify the first-phase results.
Findings
The results indicated a strong relationship between PMO functions and KM infrastructure. This relationship was significant with regard to “practice management” and “technical support”, having the most considerable connections with KM infrastructure. According to the first-phase results, the main functions of PMOs in Iranian oil and gas industry were “practice management” and “technical support”. Considering KM infrastructure, “structure” showed the lowest mean value while “culture”, “human resources” and “processes and procedures” obtained the highest scores. The results also demonstrated that PMO functions could lead to more improvements in “processes and procedures”, as a sub-component of KM infrastructure, compared with other sub-components. Furthermore, the oil and gas industry experts believed that “organizational culture” in KM could be shaped by most of PMO functions.
Originality/value
This study fulfilled the need for exploring the relationship between PMO functions and KM since academic literature lacked a thorough investigation, to the best of authors' knowledge, pertaining to the effects of PMO functions on KM development in oil and gas PBOs.
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Birinder Singh Sandhawalia and Darren Dalcher
Knowledge management (KM) needs a systematic approach to develop capabilities which accelerate the evolution of knowledge into a key organizational resource. This paper aims to…
Abstract
Purpose
Knowledge management (KM) needs a systematic approach to develop capabilities which accelerate the evolution of knowledge into a key organizational resource. This paper aims to address this issue.
Design/methodology/approach
This paper reports the empirical findings of a case study offering insights into the infrastructure and process capabilities required to provide knowledge support for organizational routines and activities.
Findings
It also presents a four‐stage framework that helps to make sense of the development of capabilities during the implementation of KM initiatives.
Practical implications
The research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth.
Originality/value
As above, the research moves KM capability development from being a mere concept to being a clearly articulated set of stages, which underpin organizational growth.
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Esmaei Shaabani, Heidar Ahmadi and HamidReza Yazdani
The purpose of this paper is to evaluate the effects of infrastructure and strategy of knowledge management on acquisition of core competencies through knowledge management…
Abstract
Purpose
The purpose of this paper is to evaluate the effects of infrastructure and strategy of knowledge management on acquisition of core competencies through knowledge management process in the Iranian automotive industry.
Design/methodology/approach
For collecting primary data a questionnaire was distributed among 1,100 experts in ten companies of the Iranian automotive industry. Then, structural equation modeling was used to measure the relationship among elements of knowledge management and core competencies.
Findings
Findings indicate that knowledge management strategy is directly related to core competencies and there is no significant relationship between knowledge management infrastructure and core competencies. Nevertheless, knowledge management process as a mediator variable affects the relationship between strategy and infrastructure of knowledge management and core competencies indirectly.
Research limitations/implications:
The paper is limited to the Iranian automotive industry. Hence, future studies of the relationship among knowledge management elements and core competencies should be conducted in different countries and industries.
Originality/value
Findings of this research will increase the practical information about a relatively unexplored relationship among strategy and capabilities of knowledge management and core competencies. These findings are valuable for both researchers and managers.
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Halil Zaim, Ekrem Tatoglu and Selim Zaim
The main purpose of this paper is to investigate the effects of knowledge management (KM) infrastructure and KM processes on the performance of KM practices.
Abstract
Purpose
The main purpose of this paper is to investigate the effects of knowledge management (KM) infrastructure and KM processes on the performance of KM practices.
Design/methodology/approach
The paper is based on personal interviews, data were collected from 83 managers from a single case study of a Global System for Mobile Communications (GSM) operator in Turkey.
Findings
The paper finds that hypotheses were tested using structural equation modeling. Test of hypotheses revealed that both KM processes and KM infrastructure positively and significantly influenced the performance of KM practices. These findings tend to corroborate our conceptual model and are also in line with the existing literature. KM infrastructure was found to be more significantly affecting KM performance than KM processes, indicating that the context and background of KM is more important than the application aspects of KM.
Research limitations/implications
The findings in this paper cannot be generalized due to the case study approach. It may not be claimed that both KM processes and KM infrastructure solely determine the performance of KM practices. Instead, there are many other factors that may influence KM performance, which are somewhat beyond the scope of this research.
Practical implications
The paper shows that the evaluation of KM performance is expected to increase the effectiveness, efficiency and adaptability of KM efforts so as to add more value to the overall performance of the organization.
Originality/value
In this paper there is little or no empirical evidence investigating the influence of KM infrastructure and KM processes on KM performance. This paper rectifies this imbalance by clarifying the link between KM infrastructure, processes and performance.
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Sangjae Lee, Byung Gon Kim and Hoyal Kim
This study aims to analyze the relationship between KM infrastructures, knowledge process capabilities, creative organizational learning, and organizational performance. The…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Rouhollah Bagheri, Mohhamad Reza Hamidizadeh and Parisa Sabbagh
The current study aims to investigate the existing relationship between knowledge management (KM) infrastructures, KM process capabilities, creative organizational learning (OL…
Abstract
Purpose
The current study aims to investigate the existing relationship between knowledge management (KM) infrastructures, KM process capabilities, creative organizational learning (OL) and organizational performance.
Design/methodology/approach
Statistical population includes executives of knowledge-based companies in Tehran Science and Technology Park of Iran. The 68 questionnaires were distributed among the census, of which 60 questionnaires were completed correctly. The research data were analyzed by SPSS and PLS software. The unit of analysis is a company that has adopted a knowledge management system (KMS). Target population of the research consisted of 85 top managers of knowledge-based companies in Tehran Science and Technology Park of Iran (N = 85). Random sampling method was applied in this study, and 71 top managers were considered as the statistical sample based on the “Morgan Table”. One standard five-point Likert questionnaire was adopted and distributed between top managers in the park; 62 questionnaires were returned, among which 60 were statistically investigated. The structural relations among variables were tested using the partial least squares method.
Findings
This study shows that the KM processes can mediate between creative OL and factors in the KM infrastructure. The results of the study demonstrate that KM process capabilities have the most crucial role in creative OL. The results indicate a significant influence of the infrastructure capabilities on the process capabilities, also the impacts of KM process capabilities on creative OL and the impacts of creative OL on organizational performance was confirmed.
Research limitations/implications
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. Previous studies on KM have been fragmented because they only consider some aspects of KM performance rather than using a holistic view of the KM performance framework: they have examined the relationship between one or two facets of KM enablers and process capability, or between KM process capabilities and organizational performance.
Practical implications
In order to manage rapid change and global competition in business environments, knowledge workers should create new business opportunities and continuously question what and how they can contribute to these chances. Organizational KMS should support the learning processes of their knowledge workers.
Social implications
The continuous learning and experiments are necessary in order to produce new ideas and products: it is critical to emphasize the importance of a KM infrastructure that supports and encourages learning in organizations. The creative learning in turn affects organizational performance indicating that without learning, organizations cannot overcome the boundary of old business practices and adjust to change in environments.
Originality/value
Previous researches did not appraise the effect of KM and its capabilities on organizational performance, and the specific influence of creative OL was disregarded. The present study demonstrates the mechanism of KM effect on organizational performance and describes the comprehensive dimensions of KM performance.
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Thi Nguyet Que Nguyen, Liem Viet Ngo, Gavin Northey and Christopher Agyapong Siaw
Drawing upon the resource-based view of the firm, this paper aims to develop and empirically validate a model that examines the relationships between technical knowledge…
Abstract
Purpose
Drawing upon the resource-based view of the firm, this paper aims to develop and empirically validate a model that examines the relationships between technical knowledge management infrastructure (TKMI), social KM infrastructure (SKMI) and competitive advantage provided by KM (CAPKM). The authors argue that KM process capabilities account for the direct effects of TKMI and SKMI on CAPKM.
Design/methodology/approach
The study used partial least squares —structural equating modelling (SEM) to empirically test the hypotheses using a sample of 251 firms from an emerging economy. The results were then confirmed using the bias-corrected bootstrap procedure. The study also conducted two robustness checks including examining a competing moderation model and performing fuzzy-set qualitative comparative analysis (fsQCA), a set–theoretic method that examines how causal conditions combine into all possible configurations of binary states to explain the desired outcome.
Findings
The findings show that TKMI and SKMI have positive effects on CAPKM. In addition, KM process capabilities mediate the direct effects of TKMI and SKMI on CAPKM.
Originality/value
This paper complements and advances previous research in several ways. Firstly, the paper develops a conceptual model that depicts the interrelationships between TKMI, SKMI, KM process capabilities and CAPKM. Secondly, this paper suggests the critical role of the “action” component (i.e. KM process capabilities) that capitalises on the KM resources in the creation of CAPKM.
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Emad Abu-Shanab and Issa Shehabat
This paper aims to examine the perceived influence of knowledge management (KM) practices on the success of e-government initiatives. This paper proposes a framework depicting the…
Abstract
Purpose
This paper aims to examine the perceived influence of knowledge management (KM) practices on the success of e-government initiatives. This paper proposes a framework depicting the overall perspective of the interactions between the environment and KM practices and associated processes in the context of e-government.
Design/methodology/approach
A conceptual framework was built to set the stage for empirical analysis, which included four major constituents: IT infrastructure, administrative issues, KM practices and e-government projects success. A sample of 181 civil servants completed a survey measuring the factors included in the research model. Structural equation modeling technique was used to test the model.
Findings
Results have identified IT infrastructure and administrative issues as significant predictors of e-government projects’ success, where the relationship was mediated by KM practices. The model explained 52.7 per cent of the variance in e-government success.
Research limitations/implications
Governments need to enforce policies to encourage KM practices and make available the needed infrastructure for such environment. The sample size and the new Arabic survey used in the study are the major limitations, where more research is encouraged to validate the instrument and generalize the findings to different environments.
Originality/value
This study is the first in Jordan, and one of the few that related e-government to KM practices by proposing a comprehensive model that sums the factors related to such relationship. Its value stems from its sample of public employees and the support of its proposed framework.
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This paper aims to explore knowledge management (KM) literature to understand further the inter-relationship among KM infrastructure (KMI), KM strategy (KMS), KM process (KMP) and…
Abstract
Purpose
This paper aims to explore knowledge management (KM) literature to understand further the inter-relationship among KM infrastructure (KMI), KM strategy (KMS), KM process (KMP) and individual competence (IC), which are considered very much essential for achieving a heightened competence at an individual level. In the present scenario, knowledge intensive organizations are striving highly to manage competitiveness for their survival in the market. The role of knowledge capability is very much pivotal in ensuring the success of knowledge process implementation.
Design/methodology/approach
A methodical review has been carried out of empirical and conceptual articles to justify the linkages among KMI, KMS, KMP and IC, particularly accessed through sources such as Pro Quest, EBSCO host, Google Scholar and other e-databases. This review integrates a conceptual framework to explore the relationship among the aforesaid constructs.
Findings
This study provides valuable insight into the role of KMI and KMS in enabling various KM processes. It also contributes significantly to organizations by helping them to integrate KM processes so as to enhance IC.
Research limitations/implications
This paper provides helpful suggestions to drive the KMPs by facilitating suitable congruence of infrastructure capabilities and KMSs within organizations. Further, this study would also be helpful in enhancing IC along with organizational competence. Study limitations are also discussed.
Originality/value
This paper contributes to knowledge and competence management literature by adding the fact that KMI and KMS both precede KMP for better outcomes at an individual level.
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Satyendra C. Pandey, Andrew Dutta and Amar KJR Nayak
The aim of this paper is to understand the role of organizational capabilities in knowledge management (KM) success pattern and how KM initiatives can be designed for…
Abstract
Purpose
The aim of this paper is to understand the role of organizational capabilities in knowledge management (KM) success pattern and how KM initiatives can be designed for organizational success.
Design/methodology/approach
The authors adopted a qualitative, descriptive case study research design to study the complex contextual issue of organizational capabilities and its role in KM success of information technology companies.
Findings
Findings of the study indicate that success of KM is not only bound by its processes but also by key infrastructure which can either promote or inhibit KM. To realize KM success, infrastructure capabilities have to be supported by knowledge process capabilities and vice versa.
Research limitations/implications
Future research can continue to examine organizational capabilities from the perspective of teams or business units in contrast to the organization.
Originality/value
This paper adds valuable empirical insights from Indian standpoint to the existing KM literature concerning preconditions of success and failure of KM initiatives in companies.
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