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Article
Publication date: 1 September 2000

Catherine Bailey and Martin Clarke

Despite the ever‐burgeoning literature and growth of conceptual models and tools, hard‐pressed managers seem to find it difficult to appreciate the special significance that…

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Abstract

Despite the ever‐burgeoning literature and growth of conceptual models and tools, hard‐pressed managers seem to find it difficult to appreciate the special significance that knowledge management (KM) has for redefining their managerial work. In two complementary articles, this problem is investigated and ideas developed to help turn existing information about KM into “usable ideas”. In this first article, the importance of helping managers to relate knowledge management to what is organisationally important (currency), to what furthers an individual’s goals and interests (personal relevance), and to what is practical within an individual’s current capacity (actionable), is explained. Currency is explored using a managerial knowledge portfolio that identifies the knowledge to be managed in the critical areas of managerial focus, strategy, operational processes and change management. Actionability is explored using an organisational knowledge management activity matrix that describes KM activities in terms which are meaningful and provides a basis for a KM audit.

Details

Journal of Knowledge Management, vol. 4 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 27 April 2023

Umar Farooq Sahibzada and Ayesha Mumtaz

Constructed upon knowledge-based view theory, this study investigates the influence of internal marketing (IM) on knowledge management (KM) processes in higher educational…

Abstract

Purpose

Constructed upon knowledge-based view theory, this study investigates the influence of internal marketing (IM) on knowledge management (KM) processes in higher educational institutes (HEIs) in China and Pakistan. The study investigates the direct link between KM processes and organizational performance and indirect links via knowledge workers' productivity (KWP).

Design/methodology/approach

Data were collected from HEIs in China and Pakistan, and 784 survey responses were reported from academic and administrative staff (HEIs).

Findings

The result revealed that IM has a significant impact on KM processes, and KM processes impact organizational performance via the partial mediating effect of KWP in China, Pakistan and the overall sample. The multi-group analysis confirmed the substantial differential effect of KM processes on KWP in culturally different HEIs.

Originality/value

A lack of research establishes the inter-relationship between KM enabler (IM), KM processes, KWP and organizational performance in culturally diverse environments. This is one of the initial studies that examine the relationship between IM, KM processes, KWP and organizational performance in HEIs. Furthermore, this study contributes to the existing body of knowledge by conducting an in-depth empirical examination of IM, KM processes, KWP and OP in culturally diverse environments (i.e. China and Pakistan).

Key Points

  1. This research examines the influence of internal marketing (IM) on knowledge management (KM) processes by using knowledge workers' productivity (KWP) as a mediator between knowledge management (KM) and organizational performance.

  2. Through the partly mediating effect of KWP, it was discovered that IM considerably influenced knowledge management processes and organizational performance in China, Pakistan and throughout the sample.

  3. The multi-group analysis indicates that KMPs have a statistically significant influence on KWP.

This research examines the influence of internal marketing (IM) on knowledge management (KM) processes by using knowledge workers' productivity (KWP) as a mediator between knowledge management (KM) and organizational performance.

Through the partly mediating effect of KWP, it was discovered that IM considerably influenced knowledge management processes and organizational performance in China, Pakistan and throughout the sample.

The multi-group analysis indicates that KMPs have a statistically significant influence on KWP.

Details

Business Process Management Journal, vol. 29 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 9 October 2017

Henri Hussinki, Aino Kianto, Mika Vanhala and Paavo Ritala

This paper aims to contribute to the emerging discussion on the contextualization of knowledge-oriented research by examining the universality of knowledge management (KM

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Abstract

Purpose

This paper aims to contribute to the emerging discussion on the contextualization of knowledge-oriented research by examining the universality of knowledge management (KM) practices. Knowledge is a firm’s most valuable resource, and KM, or the ability to leverage knowledge resources, constitutes the base for the firm’s competitive advantages.

Design/methodology/approach

A theorized ten-fold conceptualization of KM practices is tested on a sample of 622 firms from four countries (Finland, Spain, China and Russia). Confirmatory factor analysis and principal component analysis are used to test the applicability of the concept in various country contexts.

Findings

The findings provide interesting evidence of variation in the managerial assessment of KM practices among countries. This shows that KM practices are socially embedded phenomena, affected by the managers’ institutional and cultural contexts.

Research limitations/implications

Researchers and managers are advised to be mindful of the differences in terms of KM practices between the studied countries and to display a certain cultural sensitivity when approaching KM.

Originality/value

The paper is the first to examine the managerially assessed structure of KM practices in a cross-country context with multi-firm datasets. The results will help to determine the similarity of KM practices in four economically and culturally distinct countries. It also adds to the discussion about the potential national peculiarities of KM and provides a novel concept of KM practices, which is tested in a cross-national context. Thus, this study provides an outline for future KM studies and increases managerial understanding about the variety of value-creating KM practices.

Details

Journal of Knowledge Management, vol. 21 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 1 October 2003

Ronald Maier and Ulrich Remus

Despite growing interest about a strategic perspective on knowledge management (KM), there is still a lack of a procedure and methods to guide the implementation of KM strategies…

6700

Abstract

Despite growing interest about a strategic perspective on knowledge management (KM), there is still a lack of a procedure and methods to guide the implementation of KM strategies. In this paper, we review the current state of practice of KM initiatives and identify four scenarios for potentially successful KM initiatives. The majority of organizations can be described as being a knowledge management starter. In order to improve these KM initiatives and link them to business strategy, we suggest a process‐oriented knowledge management approach as a step to bridge the gap between human‐ and technology‐oriented KM. This approach is outlined with the help of the four levels of intervention: (1) strategy, (2) KM organization and processes, (3) topics/content, and (4) instruments/systems. The definition and implementation of a process‐oriented KM strategy in a large transaction bank will serve as an example to illustrate the application of our approach.

Details

Journal of Knowledge Management, vol. 7 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 2 June 2020

Umar Farooq Sahibzada, Cai Jianfeng, Khawaja Fawad Latif and Hassam Farooq Sahibzada

Constructed upon knowledge-based view, the study examines the influence of internal marketing on knowledge management processes and the indirect association of knowledge management

Abstract

Purpose

Constructed upon knowledge-based view, the study examines the influence of internal marketing on knowledge management processes and the indirect association of knowledge management processes with organizational performance through mediating role of knowledge worker satisfaction.

Design/methodology/approach

This study used a sample frame of 536 academic and administrative employees from higher education institutions in China; structural equation modeling was performed using Smart PLS 3.2.8.

Findings

The outcome reveals that internal marketing has a significant impact on knowledge management processes. The results revealed a direct insignificant impact of knowledge management processes on organizational performance; the study found full mediation of knowledge worker satisfaction on the linkage between knowledge management processes and organizational performance.

Practical implications

Outcomes of this research strengthen the universities’ experience of knowledge management and recommend how academics and administrators of higher education institute can value knowledge worker satisfaction, which in turn improves organizational performance.

Originality/value

Although, there is an increased significance of knowledge management in higher education institutions, there is a lack of research that examines the enabling factors and outcomes of knowledge management practices. The present study is one of the first studies to ascertain the relationship of internal marketing, knowledge management processes, knowledge worker satisfaction and organizational performance. This is one of the initial research studies that not only empirically examines the interrelationships among these variables but also enlightens insights into the current literature by instantaneous investigation of the mediating role of knowledge worker satisfaction.

Details

Journal of Enterprise Information Management, vol. 33 no. 6
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 7 April 2014

Peter Rex Massingham and Rada K Massingham

The paper examines ways that Knowledge Management (KM) can demonstrate practical value for organizations. It begins by reviewing the claims made about KM, i.e. the benefits KM can

7357

Abstract

Purpose

The paper examines ways that Knowledge Management (KM) can demonstrate practical value for organizations. It begins by reviewing the claims made about KM, i.e. the benefits KM can provide to organizations. These claims are compared with traditional firm performance metrics to derive a criterion to measure the value of KM. Seven practical outcomes of KM are then presented as methods to persuade managers to invest in KM. These practical outcomes are then evaluated against the value criterion. The paper is based on empirical evidence from a five year longitudinal study.

Design/methodology/approach

This paper is based on a longitudinal change project for a large Australian Research Council (ARC) Linkage Project grant in the period 2008-2013. The Project was a transformational change program which aimed to help make the partner organisation a learning organisation. The partner organisation was a large Australian Government Department, which faced the threat of knowledge loss caused by its ageing workforce. The sample was 118 respondents, mainly engineering and technical workers. A total of 150 respondents were invited to participate in the study which involved an annual survey and attendance at regular training workshops and related activities, with a participation rate of 79 per cent.

Findings

This paper provides a checklist from which to evaluate KM in terms of financial and non-financial measures and seven practical outcomes from which to identify the organisational problem which may be addressed by KM. Lead and lag indicators – what needs to be done and what will result – are also provided. Managers may use this framework to identify the value proposition in any KM investment.

Research limitations/implications

The research is based on a single case study in a public sector organization. While the longitudinal nature of the study and the rich data collected offsets this issue, it also presents good opportunities for researchers and practitioners to test the ideas presented in this paper in other industry contexts. The seven practical outcomes also vary in the maturity of the empirical evidence supporting KM ' s impact. Strategic alignment, value management, and psychological contract, in particular, are still under-developed and could be areas for specific further research testing the ideas presented here.

Practical implications

This paper argues that investment decisions regarding KM may benefit from focusing on significant and on-going organisational problems, which will connect KM with firm performance and demonstrate financial and non-financial impact. The seven practical outcomes were evaluated against measurement criteria and against KM ' s claims. Overall, common themes were time and cost, as well as capability growth and performance improvements. Financial impact was mainly found in cost savings. Non-financial impact was found across the seven practical outcomes. It provides management with a checklist to make investment decisions regarding KM.

Originality/value

The decision whether to invest in KM begins with methods used to evaluate any organisational project. Managers must determine first whether necessary funds are available; and then whether the project is worthwhile. The standard method for evaluating a project ' s worth is return on investment (ROI). However, calculating ROI for KM investment is problematic. Unless KM can be proven to directly improve performance in financial terms, managers may struggle to see its ROI. The paper begins by reviewing the claims made about KM, i.e. the benefits KM can provide to organizations. These claims are compared with traditional firm performance metrics to derive a criterion to measure the value of KM.

Details

Journal of Knowledge Management, vol. 18 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 10 October 2016

Peter Heisig, Olunifesi Adekunle Suraj, Aino Kianto, Cosmas Kemboi, Gregorio Perez Arrau and Nasser Fathi Easa

This paper aims to examine the views of the global knowledge management (KM) community on the research area of KM and business performance and identify key future research themes.

5004

Abstract

Purpose

This paper aims to examine the views of the global knowledge management (KM) community on the research area of KM and business performance and identify key future research themes.

Design/methodology/approach

An interview study spanning 222 informants in 38 countries was launched to collect data on KM expert views concerning the future research needs of the KM field.

Findings

The value contribution of KM requires more research despite experts agreeing on the complexities involved in solving this challenge. Further research areas identified were related to the influence of KM to support business strategy, intellectual capital, decision-making, knowledge sharing, organizational learning, innovation performance, productivity and competitive advantage.

Research limitations/implications

The sample is dominated by European-based KM experts and the self-selecting sampling approach that was used by relying on the networks of each partner could have biased the structure of this sample.

Practical implications

The recognition of the complexity to demonstrate the value contribution of KM could prevent practitioners from using over-simplified approaches and encourage them to use more advanced measurement approaches.

Originality/value

The paper is unique, in that it reports on the views of 222 KM experts from 38 countries representing both academia and practice, on the issue of future research needs in terms of KM and business outcomes. As such it provides valuable guidance for future studies in the KM field and related subjects.

Details

Journal of Knowledge Management, vol. 20 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 1 October 2003

David Mason and David J. Pauleen

This paper reports on the results of a qualitative study of middle managers’ perceptions of knowledge management (KM) implementation in NZ organizations. Data were collected in a…

4929

Abstract

This paper reports on the results of a qualitative study of middle managers’ perceptions of knowledge management (KM) implementation in NZ organizations. Data were collected in a survey of 71 attendees of a KM presentation. The data were analyzed using qualitative coding principles. Two core issues were examined – barriers and drivers of KM. Subcategories under barriers were primarily concerned with factors internal to the organization such as organizational culture, leadership, and education. Drivers were mostly external to the organization and included competition, peer pressure, and the need for increased productivity. The results indicate that the way managers manage themselves and their organizations are perceived to be the biggest barriers to KM implementation.

Details

Journal of Knowledge Management, vol. 7 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 1 February 2024

Muhammad Ashraf Fauzi, Biswajeet Pradhan, Noraina Mazuin Sapuan and Ratih Dyah Kusumastuti

The purpose of this study is to review the role of knowledge management (KM) in disaster management and crisis. Disaster causes many detrimental impacts on human lives through…

Abstract

Purpose

The purpose of this study is to review the role of knowledge management (KM) in disaster management and crisis. Disaster causes many detrimental impacts on human lives through loss of life and damage to properties. KM has been shown to dampen the impact of the disaster on the utilization of knowledge among agencies involved and the local communities impacted by disasters.

Design/methodology/approach

Through a bibliometric methodology (co-citation, bibliographic coupling and co-word analysis), this study presents significant themes in the past, current and future predictions on the role of KM in disaster management. In this review paper, 437 publications were retrieved from the Web of Science and analyzed through VOSviewer software to visualize and explore the knowledge map on the subject domain.

Findings

Findings suggest that the significant themes derived are centralized to disaster preparedness during disaster and disaster postrecovery. This review presents a state-of-art bibliometric analysis of the crucial role of KM in building networks and interconnection among relevant players and stakeholders involved in disaster management.

Research limitations/implications

The main implication of this study is how the authorities, stakeholders and local community can integrate the KM system within the three stages of disasters and the crucial role of technologies and social media in facilitating disaster management.

Originality/value

To the best of the authors’ knowledge, this is the first study to present a bibliometric analysis in mapping KM’s past, present and future trends in disaster management.

Details

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

Keywords

Book part
Publication date: 7 February 2024

Tory H. Hogan, Larry R. Hearld, Ganisher Davlyatov, Akbar Ghiasi, Jeff Szychowski and Robert Weech-Maldonado

High-quality nursing home (NH) care has long been a challenge within the United States. For decades, policymakers at the state and federal levels have adopted and implemented…

Abstract

High-quality nursing home (NH) care has long been a challenge within the United States. For decades, policymakers at the state and federal levels have adopted and implemented regulations to target critical components of NH care outcomes. Simultaneously, our delivery system continues to change the role of NHs in patient care. For example, more acute patients are cared for in NHs, and the Center for Medicare and Medicaid Services (CMS) has implemented value payment programs targeting NH settings. As a part of these growing pressures from the broader healthcare delivery system, the culture-change movement has emerged among NHs over the past two decades, prompting NHs to embody more person-centered care as well as promote settings which resemble someone's home, as opposed to institutionalized healthcare settings.

Researchers have linked culture change to high-quality outcomes and the ability to adapt and respond to the ever-changing pressures brought on by changes in our regulatory and delivery system. Making enduring culture change within organizations has long been a challenge and focus in NHs. Despite research suggesting that culture-change initiatives that promote greater resident-centered care are associated with several desirable patient outcomes, their adoption and implementation by NHs are resource intensive, and research has shown that NHs with high percentages of low-income residents are especially challenged to adopt these initiatives.

This chapter takes a novel approach to examine factors that impact the adoption of culture-change initiatives by assessing knowledge management and the role of knowledge management activities in promoting the adoption of innovative care delivery models among under-resourced NHs throughout the United States. Using primary data from a survey of NH administrators, we conducted logistic regression models to assess the relationship between knowledge management and the adoption of a culture-change initiative as well as whether these relationships were moderated by leadership and staffing stability. Our study found that NHs were more likely to adopt a culture-change initiative when they had more robust knowledge management activities. Moreover, knowledge management activities were particularly effective at promoting adoption in NHs that struggle with leadership and nursing staff instability. Our findings support the notion that knowledge management activities can help NHs acquire and mobilize informational resources to support the adoption of care delivery innovations, thus highlighting opportunities to more effectively target efforts to stimulate the adoption and spread of these initiatives.

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