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Measuring the business benefits of knowledge management is difficult. Even more so for public sector agencies whose outcomes are social benefits, rather than simple profit. Describes an approach for measuring the performance of knowledge management strategies for a public sector agency in Victoria, Australia. Knowledge management is defined as those actions which support collaboration and integration. Two models are presented for measuring knowledge management performance and knowledge management behaviours: a performance framework based on the balanced scorecard approach, and a behaviour framework that identifies levels of practice demonstrated by individuals. The Knowledge Management Performance Scorecard maps the objectives for knowledge management across the balanced scorecard’s key result areas The Knowledge Management Behaviour Framework identifies seven levels of knowledge management skills for demonstrating collaborative behaviour. The framework also outlines what might be typical behaviours of managers and the roles they would assume in relation to individuals at each level.

The purpose of this study is to examine knowledge management (KM) infrastructure and processes on automobile manufacturing firm innovative performance through the mediating role of agile project management (APM) practice.

The data collection involved purposive and convenience sampling techniques to gather information from 692 employees employed in various public and private automobile manufacturing firms operating in Pakistan. To test the hypothesis, data analysis was conducted using Smart PLS software version 4, using the partial least squares and structural equation modeling technique.

The result revealed that knowledge management infrastructure and processes has a positive and significant effect on firm innovative performance. Moreover, agile project management practices positively and significantly mediate the relationship between knowledge management infrastructure and processes and firm innovative performance.

The performance of high-tech automobile manufacturing firms can be enhanced by implementing agile project management practices, especially when stimulated by external factors such as innovation. In an increasingly dynamic environment, innovation acts as a favorable factor that amplifies the positive impact of agile methodologies on firm performance.

Researchers can use these findings to identify knowledge gaps that need to be addressed in future studies and understand how strategies relate to processes within the KM-APM framework. This study provides practitioners with insights on applying KM practices in an APM context to enhance knowledge performance. Practitioners can use the framework to plan KM activities that support corporate strategy across all organizational layers, ensuring the appropriate knowledge is conveyed at each level.

This study aims to examine the mediating effect of self-efficacy on the knowledge sharing and management accountant performance relationship. In addition, it also investigates the moderating effect of initiating structure leadership (IS-leadership style) on the relationship between self-efficacy and management accountant performance. In the literature, there is a reciprocal relationship between environmental, cognitive and personal factors, making self-efficacy unable to be maintained without environmental support, which in this research is captured through the construct of leadership style.

This study uses a quantitative methodology with a self-administration survey. This research involved 100 management accountants in Indonesia. Regression Macro Process carried out data analysis.

The findings of this study indicate that knowledge sharing in cognitive psychology encourages increased self-efficacy, which has an impact on improving management accountant performance. Self-efficacy mediates the effect of knowledge sharing on management accountant performance. The existence of induced environmental factors in the form of IS-leadership style has the potential to weaken the impact of self-efficacy on management accountant performance.

This study provides recommendations to companies, especially the human resources division, to consider individual psychological factors in the recruitment process. Thus, companies can carry out preventive control to manage management accountant performance behavior.

This study provides new empirical evidence for reducing the overlap between knowledge sharing and performance by applying personal, organizational and environmental factors simultaneously. This study also enriches knowledge-sharing literature on performance from a social cognitive perspective.

The current study has a two-fold purpose. Firstly, it aims to analyze the extent to which knowledge management (KM) affects the performance of individuals (task and contextual) on the one hand and that of organizations (product or service, perceived and financial) on the other hand. Secondly, it proposes to investigate the mediating effect of motivation and innovation in the relationship between KM and individual and organizational performance.

Partial least squares structural equation modeling (PLS-SEM) was employed in this study, with mediation analysis performed using advanced PLS-SEM techniques. A total of 1,284 respondents from organizations in both the public and private sectors were included in the sample.

The findings emphasize that KM has a more significant direct effect on individual performance compared to organizational performance. Concurrently, in terms of indirect influence, it is found that KM, through motivation and innovation, has a positive and significant effect on both individual and organizational performances, with a higher influence on the organizational one.

The originality of the work can be noted in designing two different structural models to represent the proposed relationships at the individual and organizational levels. These findings could provide organizational decision makers with empirical evidence, helping them (1) internalize the significance of the KM process in organizations as well as its subsequent effects on individual and organizational performance and (2) identify factors that mediate variable relationships.

This article aims to explore the connections between tacit knowledge management and the capacity to create new products and services for stimulating organizational performance.

This research utilizes a questionnaire-based study and 378 questionnaires gathered from different provinces of China between August and October 2022. The SmartPLS technique was used to evaluate the regression and mediation analysis on lower-order and higher-order components of the research hypotheses behind the model.

This investigation's results indicate that the tacit knowledge management process (TKMP) significantly drives product and service innovation and impacts organizational performance (ORP). According to the results, TKMP did not directly influence ORP and product innovation to mediate between Tacit knowledge and organizational performance.

Future research should concentrate on different combinations of influences on innovation and other consequences of introducing innovation into businesses. Moreover, researchers may add moderators to innovation and organizational performance.

This study assists managers in how tacit knowledge management affects organisational performance by examining product/service innovation capabilities. Product innovation also mediates between tacit knowledge and organizational performance. Service innovation improves organizational performance, prioritizing knowledge creation, sharing and retention to increase innovation and organizational success.

This study contributes to the literature on tacit knowledge management, innovation capability and organizational performance by concentrating on the tacit knowledge process and using the resource-based view. This study gives a solid theoretical and practical basis for understanding the component interactions.

This study explored the relationship between employees' cognitive capabilities and firm performance by exploring the moderating role of decision-making style and the mediating effect of knowledge creation. Understanding the role of cognitive capabilities in value creation is crucial for human resource management to achieve the anticipated organizational performance.

Structural equation modeling, cognitive skills theory, cognitive skills acquisition theory and a knowledge creation framework were applied.

The first finding suggests that only A-shaped skills predict higher knowledge creation, while T-shaped skills do not. Second, knowledge creation predicts higher financial performance and a lower level of financial uncertainty. Third, T-shaped skills have no indirect effect on financial performance or financial uncertainty. Fourth, A-shaped skills exerted significant indirect effects on financial performance and uncertainty. Fifth, the rational decision-making style did not moderate the link between knowledge creation and financial performance, as opposed to the intuitive decision-making style.

A review of existing research indicates a lack of studies examining the effect of cognitive skills on organizational outcomes and contingencies under which cognitive skills lead to superior outcomes. This study advances research on T-shaped and A-shaped skills and knowledge creation by empirically exploring their interrelationships with financial performance. Managerial implications and suggestions for future research are also highlighted.

The purpose of this study is to explore the impact of asymmetric trust on construction project management performance in China's construction industry. Moreover, the authors explore the mediating role of two types of knowledge sharing (explicit knowledge sharing and tacit knowledge sharing) in explaining the association between asymmetric trust and project management performance.

A theoretical model based on the research hypotheses proposed in this study was developed and a questionnaire survey was conducted with 271 professionals. The data collected was analyzed by the structural equation modeling (SEM) technique.

The results of this study indicate that there is a significant and negative association between asymmetric trust and project management performance. Moreover, two types of knowledge sharing (explicit knowledge sharing and tacit knowledge sharing) have different degrees of impact on improving project management performance. In addition, tacit knowledge sharing is a mediator between asymmetric trust and project management performance.

The data used in this study is from Chinese scenarios, so the research conclusions and application effects based on this are bound to have certain regional limitations. Besides, there are many factors that affect project management performance improving, and the relationships among them are so complex. The theoretical model proposed in this study may not be fully considered. Therefore, follow-up researchers can consider bringing more suitable variables into their researches, so that the theoretical researches can be more in line with the actual project management practice, and the specific mechanism for improving project management performance can be explained more deeply.

This research's value is as follows: Firstly, this paper contributes to the trust and relational governance literature by expanding the research perspective of mutual trust to asymmetric trust. Specially, this research designs a measurement scale for asymmetric trust and then reveals the impact mechanism of it on project management performance, which will certainly promote research paradigm change of trust. Secondly, this research is beneficial to knowledge sharing literature in the construction management field by expanding the research scope of knowledge sharing from a cross-organizational perspective.

This study aims to analyze the trends manifested in literature from the area of knowledge management and performance, with emphasis on bibliometric analysis.

To explore the studies focused on the area under investigation, the authors performed a search in ISI Web of Science and Scopus using the combination of keywords such as “Knowledge management” AND “Performance.” Generally, this study covered a period of 33 years, from 1988 to 2021 because the first study was published in 1970 and the databases have not covered all the journals and studies which date back to the early 1970s or 1980s. The final data set comprised 1,583 publications with 40 articles removed during the screening and eligibility process.

The results of the bibliometric analysis indicate that the interest in the area of knowledge management and performance has significantly increased, especially from 2000 to 2021. The application of bibliometric analysis on the relationship between knowledge management and performance uncovered various themes, productive authors and widely cited documents. The study highlighted how the knowledge management–performance relationship has evolved over the years and how the interplay between knowledge management and performance may help the firms in gaining the sustainable competitive advantage.

To the best of the author’s knowledge, this study is the first of its kind to conduct the bibliometric analysis on knowledge management and performance. This study can be a starting point for scholars interested in understanding how knowledge management is related to performance.

This paper aims to develop a user‐satisfaction‐based knowledge management performance measurement model, including identifying the assessment criteria sourced from user‐satisfaction‐based core values, critical success factors and phases of knowledge management process. With the aid of the developed measurement model, organisations could assess the strength and weakness of their own knowledge management system and practice and then identify areas for improvement.

User‐satisfaction‐based core values, critical success factors and five‐phase knowledge management process are identified through literature review and analysis, and expert interviews, with the aid of system‐modelling techniques.

The seven user‐satisfaction‐based core values, eight critical success factors and five‐phase knowledge management process are identified as the basis of the assessment criteria. These assessment criteria provide academics and practitioners with a new insight into the research landscape for knowledge management performance measurement.

The user‐satisfaction‐based approach provides direct measurement of knowledge management performances in organisations. The developed user‐satisfaction‐based knowledge management performance measurement model covers comprehensive assessment criteria, which are crucial to enable organisations to measure their knowledge management practices and identify improvement areas. It also provides a platform to benchmark performances among companies and even industries, and in turn continually improve knowledge management performances.

Nowadays, faced with increasingly dynamic and fierce competition, knowledge is considered to be the core to survive and maintain competitive advantages in both managerial practices and academia. Against this background, this study analyzed the influence of technological capabilities (TC) and technology management (TM) on corporate economic performance in the contexts of corporate internal governance mechanisms and external institutional environment from the institutional perspective.

This study collected data on Chinese publicly listed manufacturing firms in Shenzhen and Shanghai stock markets from 2008 to 2017 and the final data included 3,679 firm-year observations. Ordinary least square regression was used in both regression analysis and robustness tests.

The empirical results showed that the interaction between TC and TM was positively related to corporate economic performance and both corporate incentives and monitoring mechanisms strengthened this positive relationship; the positive moderating effects of corporate governance were stronger under a more developed corporate external institutional environment.

This research provides a better understanding of the economic effect of TC and TM from the perspective of knowledge integration by indicating that the interaction between TC and TM can enhance corporate economic performance and delimiting the boundaries of this relationship from the institutional perspective.