Search results

1 – 10 of over 25000
To view the access options for this content please click here
Article
Publication date: 10 August 2015

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…

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.

To view the access options for this content please click here
Article
Publication date: 26 October 2018

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.

To view the access options for this content please click here
Article
Publication date: 19 March 2021

Nosheen Rafi, Alia Ahmed, Imran Shafique and Masood Nawaz Kalyar

The aim of this current study is to investigate the effects of knowledge management capabilitiesknowledge infrastructure capability and knowledge processing capability

Abstract

Purpose

The aim of this current study is to investigate the effects of knowledge management capabilitiesknowledge infrastructure capability and knowledge processing capability – on organizational agility and business performance. This study also examines organizational agility as an underlying mechanism between knowledge management capabilities and business performance relationship.

Design/methodology/approach

The data were collected from one hundred and sixty-nine organizations. Partial least squared (PLS)–based structural equation modeling (SEM) technique was employed to test the study hypotheses. The analysis was performed in WarpPLS 6.0 software.

Findings

Results revealed that both dimensions of knowledge management capabilities positively influence organizational agility and business performance. In addition to the direct effect, knowledge management capabilities also have an indirect effect on business performance mediated through organizational agility.

Research limitations/implications

This study attempts to develop an integrated framework to conceptualize a capability–capacity–performance relationship, where it suggests that knowledge management capabilities are important organization-level capabilities which facilitate organizations to develop necessary capacities i.e. organizational agility to successfully perform business activities.

Practical implications

The findings help the managers to understand the contribution of knowledge management capabilities towards business performance. The findings imply that business performance can be enhanced by development of a culture - enabled by a knowledge-oriented structure and technology – that encourages knowledge sharing among employees because when employees are not sharing information, they are prone to repeating the same mistakes which they and other people have already committed. Likewise, strategies such as mentoring cross training, business process empowerment and technical training programs allow employees to gain business knowledge and foster organizational agility.

Originality/value

Novelty of this study is to develop and empirically test an integrated framework of a capability–capacity–performance relationship. It suggests that knowledge management capabilities (firm capability) enable organizations to develop organizational agility (firm capacity) which in turn enhances performance.

Details

South Asian Journal of Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-628X

Keywords

To view the access options for this content please click here
Article
Publication date: 2 April 2020

Muhammad Khalid Anser, Zahid Yousaf, Adnan Khan and Muhammad Usman

This study proposed a model based on knowledge management infrastructure capabilities (KMICs) to explore that how functional flexibility (FF) and knowledge sharing (KS…

Abstract

Purpose

This study proposed a model based on knowledge management infrastructure capabilities (KMICs) to explore that how functional flexibility (FF) and knowledge sharing (KS) plays a mediating role between KMIC and innovative work behavior (IWB) among production-line workers.

Design/methodology/approach

Data were collected from 894 workers through self-administered questionnaires from manufacturing businesses. The outcomes of the study revealed that KMIC has a significant and positive relationship with IWB. Second, FF and KS fully mediate between KMIC and IWB. Finally, the moderating role of KS between KMIC and FF was also supported by this study.

Findings

This study offers the empirical evidence on how to flourish the mechanism of FF and KS in manufacturing concerns. Additionally, some facts are also highlighted by this study that should be eloquent options for HR managers to understand the nexus of KMIC, KS and FF for enhancing the IWB among production-line workers. Moreover, this study contributed to noteworthy inferences for management by focusing on KMIC as a fundamental organizational level factor for IWB via KS and FF.

Originality/value

This is the first study in the which emphasis on KMIC for explaining IWB through employee FF and KS in settings such as manufacturing concern where the implementation of new working methods is necessary.

Details

European Journal of Innovation Management, vol. 24 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

To view the access options for this content please click here
Article
Publication date: 3 April 2018

Ahmed Attia and Ingy Salama

The purpose of this paper is to examine the effect of knowledge management capabilities (KMCs) on supply chain management practices (SCMP) and organizational performance…

Downloads
1126

Abstract

Purpose

The purpose of this paper is to examine the effect of knowledge management capabilities (KMCs) on supply chain management practices (SCMP) and organizational performance (OP) in firms, in addition to examining the effect of supply chain management on OP.

Design/methodology/approach

To demonstrate the effect of KMCs on SCMP, and OP, different techniques such as factor analysis, correlation analysis, and structural equation modeling were used to verify the validity of the proposed conceptual model and to test the suggested hypotheses, using data collected from 165 companies in the Saudi food industry (representing a response rate of 74.9 percent).

Findings

According to the study’s findings, SCMP are positively affected by KMCs. Moreover, OP is directly affected by KMCs and SCMP.

Research limitations/implications

Due to the specific nature of the sample, the findings of the current research are applicable only to the food industry.

Originality/value

The current research introduced a conceptual model, which has been tested and verified in the Saudi food industry. The findings recommend that both KMCs as well as SCMP will contribute to improving the OP. In addition, KMCs will improve the SCMP.

Details

Business Process Management Journal, vol. 24 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

To view the access options for this content please click here
Article
Publication date: 31 May 2018

Ahmed Attia and Ingy Essam Eldin

The purpose of this paper is to examine the effect of knowledge management capabilities (KMCs) on organizational learning (OL) and supply chain management practices…

Downloads
1638

Abstract

Purpose

The purpose of this paper is to examine the effect of knowledge management capabilities (KMCs) on organizational learning (OL) and supply chain management practices (SCMPs). In addition, to study the effect of OL, KMC and supply chain management on organizational performance (OP).

Design/methodology/approach

To study the relationships between KMC, OL, SCMP and OP, different techniques such as factor analysis, correlation analysis and structural equation modeling were used to verify the validity of the proposed conceptual model, and to test the suggested hypotheses, data collected from 165 companies in the Saudi food industry (representing a response rate of 64.9 per cent) were used.

Findings

According to the study’s findings, SCMP and OL are positively affected by KMC. Moreover, OP is directly affected by KMC, OL and SCMP.

Research limitations/implications

Owing to the specific nature of the sample, the findings of the current research are applicable only to the food industry.

Originality/value

The current research introduced a conceptual model, which has been tested and verified in the Saudi food industry. The findings recommend that both KMC and OL as well as SCMP will contribute to improving the OP. In addition, KMC will improve the SCMP and OL.

Details

Journal of Knowledge Management, vol. 22 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Article
Publication date: 1 February 2021

Muhammad Umar, Mark Wilson and Jeff Heyl

This study aims to build on the extant literature of knowledge management (KM) capabilities, notably infrastructure and processes, and examine how these capabilities

Abstract

Purpose

This study aims to build on the extant literature of knowledge management (KM) capabilities, notably infrastructure and processes, and examine how these capabilities influence the resilience of supply chains that experience regular natural disasters.

Design/methodology/approach

A multiple case study approach has been adopted to investigate the role of KM within foods supply chains of two different South Asian regions. This context was selected as these regions are prone to regular natural disruptions and these food supply chains also play a crucial role in the relief process.

Findings

The data shows that supply chain resilience can be enhanced when supply chain members collaborate to generate, share and use knowledge. These KM processes are greatly facilitated by KM infrastructure capabilities. IT advancements, a cohesive collaborative culture and the presence of strong central hubs firms in the network facilitate knowledge generation, knowledge sharing and knowledge utilisation, thus building supply chain resilience. Given the abductive nature of this research, these findings form the most likely associations, but with a degree of uncertainty. Hence, the authors provide propositions for further detailed research in this important area.

Originality/value

This study is one of the few, as far as the authors can tell, that seeks to examine the influence of KM on the resilience of supply chains. Further, uncovering the sub-structure of KM in this context adds to this emerging body of literature.

Details

Journal of Knowledge Management, vol. 25 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Article
Publication date: 27 July 2021

Muhammad Kashif Imran, Tehreem Fatima, Ambreen Sarwar and Shahid Amin

The purpose of this systematic review is to summarize the possible organizational outcomes related to knowledge management capabilities (KMCs). It aims at offering the…

Abstract

Purpose

The purpose of this systematic review is to summarize the possible organizational outcomes related to knowledge management capabilities (KMCs). It aims at offering the modern-day dynamic organizations a path, through which they can utilize KMC at hand for gaining competitive advantage and positive organizational outcomes. The review is based on previous studies in the field of knowledge management and explains how KMCs are associated with various organizational outcomes.

Design/methodology/approach

A systematic approach was utilized to collect, examine, interpret and synthesize researches regarding KMCs and their usefulness for various organizational outcomes. The meta-synthesis method was adopted to review 106 research papers after careful selection.

Findings

It was evident from this integrated review that KMCs help in promoting organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. Furthermore, the current review suggests research avenues and knowledge gaps in current literature to provide future researchers unique research opportunities.

Originality/value

The review revealed a profound opinion that organizations have to develop an optimal mix of KMCs to achieve better organizational outcomes. The study identified how KMCs set a basis and build positive support to enhance the key organizational outcomes such as organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. However, cooperation bias is one of the most considerable limitations in research studies included in this systematic literature review.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

To view the access options for this content please click here
Article
Publication date: 4 February 2014

Shu-Mei Tseng and Pei-Shan Lee

The current conventional strategic management model is incapable of dealing with various questions on organizational management in a dynamically discontinuous environment…

Downloads
6080

Abstract

Purpose

The current conventional strategic management model is incapable of dealing with various questions on organizational management in a dynamically discontinuous environment. Hence, how an enterprise can effectively apply its knowledge management (KM) capability and develop a uniquely dynamic capability in order to provide quick response to a dynamic environment has become an urgent need. The purpose of this paper is to discuss the above-mentioned issues.

Design/methodology/approach

In order to gain best exploration on KM capability, dynamic capability, and organizational performance, the questionnaire and statistical analytical techniques were used.

Findings

The results indicate that dynamic capability is an important intermediate organizational mechanism through which the benefits of KM capability are converted into performance effects at the corporate level. That is, KM capability enhances the dynamic capability of organizations. While dynamic capability, in turn, increases organizational performance and provides competitive advantages.

Research limitations/implications

This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability.

Practical implications

This research aims to investigate KM capability, dynamic capability, and organizational performance, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KM capabilities and dynamic capabilities to enhance organizational performance.

Originality/value

There is still little related literature investigating the relationships among KM capability, dynamic capability, and organizational performance. Hence, this study applies questionnaire methods as the main research tools in order to conduct an in-depth investigation into the influence of KM capability and dynamic capability on organizational performance. Furthermore, this research is expected to provide enterprises with valuable suggestions for management practices.

Details

Journal of Enterprise Information Management, vol. 27 no. 2
Type: Research Article
ISSN: 1741-0398

Keywords

To view the access options for this content please click here
Article
Publication date: 1 December 2020

Muhammad Khalid Anser, Zahid Yousaf, Muhammad Yasir, Muhammad Sharif, Muhammad Hamid Nasir, Muhammad Imran Rasheed, Junaid Waheed, Hadi Hussain and Abdul Majid

This study aims to investigate the direct impact of knowledge sharing (KS) and functional flexibility (FF) on innovative work behavior (IWB) of small medium enterprises…

Abstract

Purpose

This study aims to investigate the direct impact of knowledge sharing (KS) and functional flexibility (FF) on innovative work behavior (IWB) of small medium enterprises (SME’s) employees. This study also observes the mediating role of FF in the connection between KS and IWB.

Design/methodology/approach

This study adapted a quantitative methodology and used the cross-sectional data. Data were collected from the 751 workers of SMEs to validate the mediation model.

Findings

Results reveal that KS and FF significantly affect IWB in SME’s workers. The findings also reveal that FF acts as a mediator between KS and IWB link.

Originality/value

The live experience of currently working employees shows that IWB is dependent of employees' KS and FF. Moreover, this study contributed to the streams of knowledge management and organizational innovation perspective by emphasizing upon the mediating mechanism of FF.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

1 – 10 of over 25000