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The purpose of this paper is to map out managers' understanding of effectiveness and to assess the application of knowledge of effectiveness in secondary healthcare management. Additionally, the study aims to assess the present situation of effectiveness research and the measures used in divisions of treatment.

The study was conducted by interviewing department directors, chief medical officers and directors of nursing (n=38) in the surgical, medical and psychiatric divisions of the five largest hospital districts in Finland.

The concept of effectiveness was complex, and difficult to concretise and understand uniformly. Knowledge of effectiveness supports both clinical and administrative management. Managers have different ways of applying knowledge of effectiveness depending on their managerial role. Effectiveness studies and measurement are still relatively rare in secondary healthcare and rarely identified as such by management.

The concept of effectiveness is not clear in management. Managers have an unclear understanding of knowledge of effectiveness and its application in secondary healthcare management.

The paper addresses the need for a discussion on effectiveness in secondary health care. In addition, managers need knowledge and support for implementing the policy of effectiveness on all levels of management.

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.

Training alone is not sufficient to enhance organizational effectiveness to a greater level because not all knowledge obtained from the training is properly transferred and applied to the organization. This study aims to investigate whether efforts invested by Malaysian manufacturers in employee training and knowledge transfer affect organizational effectiveness.

This study adopted a quantitative research design. The questionnaire developed for this study captured the training related to individual/managerial skills, the knowledge management process in place to capture and apply the knowledge obtained through training, and the organizational effectiveness. A closed‐ended online survey was sent to 1,000 members of the Federation of Malaysian Manufacturers (FMM) throughout Malaysia and 88 manufacturers responded. The unit of analysis was an organization.

The study found the following: training employees to acquire individual/managerial skills and process skills helps in improving organizational effectiveness; knowledge application and knowledge protection interact with individual/managerial skills training to improve organizational effectiveness; and knowledge acquisition, knowledge application and knowledge protection interact with process skills training to enhance organizational effectiveness.

Organizations are urged to devise training modules depending on the needs of individual employees, create an environment that will encourage the trained employees to apply their skills (knowledge), and develop policies to retain these employees.

This paper addresses an important and not so well researched issue. It analyzes the interactions between the dimensions of knowledge management practices and type of training in improving the organizational effectiveness of manufacturing firms in Malaysia.

The present paper aims to identify factors and variables affecting designing and assimilating technology in knowledge-based centers and aerospace industries, to study their relations and, ultimately, to provide a model based on research data.

Structural equation modeling (SEM) using AMOS software was used to study the relations among latent variables. Initially, the right structure of devised measure is assured and, then, by introducing a concept called “invariance”, it is shown that the devised measure structure in both aerospace industries and knowledge-based centers measures the same traits. Finally, the relations among latent variables in both knowledge-based centers and aerospace industries are studied and compared through SEM.

Findings indicate that there is a significant and positive relationship between knowledge management and successful technology transfer effectiveness. Further relational and organizational capabilities as key factors and facilitators play a mediating role between knowledge management and technology transfer effectiveness.

According to the direct impact of knowledge management on successful technology transfer, it is appropriate that domestic managers in research centers and aerospace industries pay more attention to technology transfer and pave the ground for executing its processes and mechanisms.

In the model provided in the theoretical literature, the sequence of technology transfer is addressed more, while the capabilities of technology sender (university), technology receptor (industry), knowledge management and its influence role in technology transfer from university to industry are not considered.

This paper aims to propose a conceptual model for understanding the influence of change readiness on knowledge management processes and knowledge management effectiveness. It is suggested that change readiness should be assessed as a multidimensional construct consisting of psychological and structural facets. Furthermore, as the process of managing organizational knowledge requires interaction among members of the organization, a holistic view of readiness at individual and organizational levels is presented.

A comprehensive literature review results in the development of the conceptual model that depicts potential relationships between change readiness and knowledge management processes. It also postulates the effects of different knowledge management processes on effective knowledge management implementation.

Potential implications of change readiness from both psychological and structural dimensions for knowledge acquisition, creation and sharing processes are put forward. Further, it offers possible fruitful areas for continuous research of knowledge management effectiveness from a change perspective.

This article puts forward a number of potential relationships among the construct that are empirically testable to further understanding of multidimensional change readiness influences on the various types of knowledge management processes and its effective implementation.

Through a conceptualisation of the relationships between change readiness, knowledge management processes and knowledge management effectiveness, this paper offers a number of practical guidelines for the development of knowledge management policy and a road map from a change management perspective.

Previous literature on knowledge management focuses on understanding organizational readiness to promote successful knowledge management implementation in terms of the structural dimension. This paper proposes understanding of change readiness from a more comprehensive perspective comprising both psychological and structural readiness and its influences on knowledge management processes, which could affect overall effectiveness of knowledge management implementation.

The purpose of this paper is to explore the relationship between effective knowledge management and corporate performance, to explore the dynamic symbiosis phenomenon of effective knowledge management based on organizational ecology with multinational companies (MNCs) and non-multinational companies (non-MNCs) and to explore the symbiosis strategy of knowledge management between multinational and non-multinational companies (non-MNCs) in China.

To measure effective knowledge management, this paper first uses structural equation model to measure knowledge management, based on the evolution dynamics equation in organizational ecology to measure the effectiveness of knowledge management, and studies the symbiosis of effective knowledge management between MNCs and non-MNCs based on ecological perspective.

Effective knowledge management can promote the financial performance of enterprises, but different degrees of effectiveness have different effects. In addition, the coupling and collaboration between knowledge management and corporate performance can reflect the value of effective knowledge management. The results show that effective knowledge management plays a positive moderating effect between knowledge management and corporate performance. Finally, the effective knowledge management system of MNCs (non-MNCs) has negative effect on non-MNCs (MNCs), showing the exclusive relationship between MNCs and non-MNCs in China.

The effectiveness of knowledge management is only based on the measurement of financial performance coupling. For other types of performance, it needs to be tested. The samples may not cover symbiosis relationship of effective knowledge management in other countries.

This paper provides practical and theoretical reference for confirming the symbiotic interaction and identifying the opportunities and challenges of knowledge management among different types of corporation groups.

The paper is one of the pioneering studies to explore the pattern of symbiotic evolution of effective knowledge management between MNCs and non-MNCs. From completely new perspectives, this study advances the research of knowledge management to a new and promising area.

This study aims to identify key knowledge enabling factors (KEFs) which can enable construction companies to improve various organizational effectiveness outcomes (OEOs).

Using a questionnaire, data are collected from construction companies in Vietnam. Mean score method is used to calculate the mean values of KEFs. In addition, regression analysis is used to identify KEFs which significantly affect OEOs.

A list of 32 KEFs, whose ranking orders of importance are provided according to different types of construction companies, is presented. In addition, different lists of specific KEFs which could significantly affect different OEOs are identified. Furthermore, seven key KEFs which could have a significant impact on many OEOs are highlighted.

The findings of this study could help construction companies to know the controllable KEFs, on which they should focus more. Hence, they could perform these KEFs properly to improve various aspects of organizational effectiveness.

This study identifies 32 KEFs and 10 OEOs specifically for knowledge management in construction companies. This study also provides construction companies with a better understanding of the impact of KEFs on various aspects of organizational effectiveness. Hence, they could develop effective KEFs-based management strategies to enhance various aspects of organizational effectiveness.

This study aims to investigate the impact that knowledge management (KM) capabilities have on school effectiveness in career and technical education (CTE) in Taiwan.

The study adopted a survey research. A total of 439 valid samples were obtained and subsequently verified with structural equation modeling.

The results indicated that KM capabilities consist of two main dimensions, namely, the KM enabler capabilities and the KM process capabilities. The former includes structures, cultures and information technology support, whereas the latter includes acquisitions, storage, sharing and applications. In terms of the relationships among the dimensions of the model structure, the KM enabler capabilities managed to effectively predict the KM process capabilities, and the KM process capabilities managed to effectively predict the perceived school effectiveness.

Based on the results, improvement of the KM enabler capabilities and process capabilities of higher education institutions of CTE is recommended so that their school effectiveness may be improved. Because the participants were not randomly selected, the generalizability of the results should be further examined.

This study encourages practitioners to focus their KM practices on KM enabler capabilities and the KM process capabilities.

The current study provided an insight into and further understanding of the model regarding the relationships among the KM enabler capabilities, the KM process capabilities and the school effectiveness.

This study aims to relate knowledge creation factors (KCFs) to construction organizations’ effectiveness, which can be measured by different effectiveness outcomes (EOs).

Data with regard to KCFs and EOs are collected from construction organizations in Vietnam using a survey questionnaire. Regression analysis is used to relate KCFs to EOs.

Various lists of specific KCFs that may significantly affect EOs are identified. Furthermore, several key KCFs that could play a vital role in enhancing different EOs are highlighted.

Owing to the use of data collected from construction organizations in Vietnam, the results of this study cannot be directly applied to other types of organization in other countries without using any other extra data.

Based on the results of relating KCFs to different EOs, construction organizations would know which specific KCFs are vital to their organizational effectiveness. Hence, they may enhance different organizational effectiveness aspects by focusing more on such KCFs.

In this study, 16 KCFs and 10 EOs which may be useful for organization-level knowledge management practices in construction are introduced. Furthermore, the specific controllable KCFs vital to different EOs are identified. Hence, construction organizations would establish KCFs-based strategies for their management activities to improve various organizational effectiveness aspects.

The purpose of this study is to investigate the relationship between leadership styles and organizational effectiveness in the oil and gas industry, with a particular focus on the moderating role of knowledge acquisition capacity (KAC).

Using a survey research design, data was collected from 322 respondents comprising faculty employees in the upstream, midstream and downstream of the oil and gas sector in Ghana. The data were analyzed by using the ordinary least squares approach to structural equation modelling with the use of SPSS and Amos software.

The findings contribute to the existing body of knowledge by confirming the positive associations between transformational and transactional leadership styles and organizational effectiveness. Moreover, the study highlights the significant moderating role of KAC, shedding light on the interaction between leadership styles and the ability to acquire and integrate external knowledge.

By investigating the influence of KAC, which represents a company’s ability to acquire and integrate external knowledge, this study provides a deeper understanding of how leadership styles interact with knowledge acquisition to shape organizational effectiveness. The study makes a contribution to the upper-echelon theory and a practice-knowledge contribution for managers in the oil and gas industry in Ghana.