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Article
Publication date: 10 April 2007

Jen‐te Yang

The purpose of this study is to empirically investigate the extent to which knowledge sharing and organizational learning affect organizational effectiveness.

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Abstract

Purpose

The purpose of this study is to empirically investigate the extent to which knowledge sharing and organizational learning affect organizational effectiveness.

Design/methodology/approach

The research samples have been drawn from all levels of employees in the organizational hierarchy of international tourist hotels in Taiwan. The questionnaires were distributed to 1,200 participants across nine international tourist hotels in Taiwan. These hotels are globally managed or franchised by international groups of hotels and resorts.

Findings

Of 499 usable questionnaires, the results suggest that knowledge sharing would facilitate the transformation of collective individual knowledge to organizational knowledge without the existence of orphaned knowledge and knowledge depreciation. Furthermore, this would result in the advancement of organizational learning and eventually, the enrichment of organizational effectiveness.

Practical implications

The more individual intellectual capital is transferred to organizational assets, the greater the degree of strength of organizational capabilities will become. If organizations do not implant mechanisms for storing that all employees collectively learn, effects are not enduring. There would furthermore be a limited contribution to organizational learning.

Originality/value

This study contributes to KM literature that suffers from a paucity of research on the empirical examination of this subject.

Details

Journal of Knowledge Management, vol. 11 no. 2
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 14 September 2012

Mehdi Mahmoudsalehi, Roya Moradkhannejad and Khalil Safari

Identifying the impact of organizational structure on knowledge management (KM) is the aim of this study, as well as recognizing the importance of each variable indicator…

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5437

Abstract

Purpose

Identifying the impact of organizational structure on knowledge management (KM) is the aim of this study, as well as recognizing the importance of each variable indicator in creating, sharing and utility of knowledge.

Design/methodology/approach

For understanding relationships between the main variables (organizational structure‐KM), the authors used statistical analysis and a structural model. A questionnaire was designed based on a literature review. The correlation between variables was examined, then the effects of independent variables on dependent variable were recognized, and finally a structural equation approach was used to perform path analysis, and to examine the effect of exogenous variables on endogenous variables.

Findings

The results suggest that organizational structure is positively related to knowledge management. The findings extend theoretical implications for organizational factor effects on knowledge management. In general, if the characteristics of organizational structure were less centralized, less formalized, more complicated and more integrated, the levels of KM would be enhanced.

Research limitations/implications

A couple of limitations of this study should be noted. The first limitation is the sample size used. There was also inadequate access to scientific research and up to date papers.

Originality/value

The paper presents a clear relationship between organizational structure and knowledge management.

Details

The Learning Organization, vol. 19 no. 6
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 6 October 2021

Felipe Mendes Borini, Leandro Lima Santos, Muhammad Mustafa Raziq, Rafael Morais Pereira and Aldo José Brunhara

This paper underscores how organizational ambidexterity and organizational innovation play differentiated roles in the subsidiary reverse knowledge transfers (RKT). The…

Abstract

Purpose

This paper underscores how organizational ambidexterity and organizational innovation play differentiated roles in the subsidiary reverse knowledge transfers (RKT). The authors argue that both organizational ambidexterity and organizational innovation play a positive but differentiated role in the RKT process in that the former positively influences subsidiary knowledge creation, whereas the latter positively influences subsidiary knowledge transfers.

Design/methodology/approach

Data were collected from 289 foreign subsidiaries operating in Brazil. Hypotheses were developed and tested by applying partial least squares structural equation modeling.

Findings

The results supported the hypotheses and showed that organizational ambidexterity promotes knowledge creation, and that organizational innovation facilitates knowledge transfers.

Research limitations/implications

The paper offers implications with regard to drivers of subsidiary investments and actions of subsidiary managers vis-à-vis the subsidiary objectives of knowledge creation and/or transfers.

Originality/value

Showing the different roles of organizational ambidexterity and organizational innovation, this paper reveals some underlying mechanisms of the RKT process and contributes by explaining the competitive heterogeneity of subsidiaries, with impacts on subsidiary management’s evolutionary and resource dependence perspective.

Details

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

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Article
Publication date: 25 August 2021

Sigi Goode and David Lacey

This paper aims to assert that knowledge of organisational weaknesses, vulnerabilities and compromise points (here termed “dark knowledge”), is just as critical to…

Abstract

Purpose

This paper aims to assert that knowledge of organisational weaknesses, vulnerabilities and compromise points (here termed “dark knowledge”), is just as critical to organisational integrity and hence, must also be managed in a conventional knowledge management sense. However, such dark knowledge is typically difficult to identify and accordingly, few studies have attempted to conceptualise this view.

Design/methodology/approach

Using a background of fraud diamond theory, the authors examine this dark knowledge using a case study analysis of fraud at a large Asia-Pacific telecommunications provider. Semi-structured interviews were also conducted with the firm’s fraud unit.

Findings

The authors identify six components of dark knowledge, being artefactual knowledge, consequential knowledge, knowledge of opportunity, knowledge of experimentality, knowledge of identity and action and knowledge of alternativity.

Originality/value

To the best of the authors’ knowledge, this is the first paper to identify a knowledge type based on organisational compromises and vulnerabilities. The paper shows that accounts of organisational weakness can yet provide knowledge insights.

Details

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

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Article
Publication date: 24 August 2021

Roberto Biloslavo and Rosa Lombardi

This paper aims to define knowledge transfer and small and medium enterprise’s (SME's) effectiveness. This research framework examines how employees understand, create and…

Abstract

Purpose

This paper aims to define knowledge transfer and small and medium enterprise’s (SME's) effectiveness. This research framework examines how employees understand, create and apply knowledge in a day-to-day working context, and how knowledge and other organisational factors influence knowledge transfer within the organisation.

Design/methodology/approach

A qualitative research approach was applied. The authors conducted semi-structured group interviews with the members of three departments of a small hi-tech company. All collected data were manually coded, using in vivo coding and discussed among the authors. As the continuation of the semi-structured group interview, the technique of cognitive maps was applied.

Findings

According to the results, the critical elements of knowledge transfer within small hi-tech companies seem (1) available slack time, (2) reciprocity and level of trust among employees, (3) social capital of employees and (4) practically oriented technical knowledge. It is also noted that the knowledge transfer is carried out to solve the problems identified by the employees, and these seek knowledge directly from the knowledge bearers who represent a kind of organisational memory.

Practical implications

Knowledge transfer in SMEs occurs almost exclusively face-by-face, and individuals involved pay attention to the time required by this process. The co-creation of an organisational space that allows and supports an open discussion within and between departments is therefore of fundamental importance in order not to preclude organisational learning. In addition, non-financial incentives must be established to help transfer tacit knowledge. This allows to overcome the difficulty of employees in recognising the organisational knowledge base that they see above all in themselves.

Originality/value

This paper throws additional light on understanding how knowledge transfer happens within small hi-tech companies. The applied qualitative research methods allow a better understanding of the “how” and “why” questions associated with the social processes surrounding knowledge transfer.

Details

Business Process Management Journal, vol. 27 no. 6
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 9 July 2021

Timothy Shea, Syed Aktharsha Usman, Sengottuvel Arivalagan and Satyanarayana Parayitam

The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance…

Abstract

Purpose

The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined.

Design/methodology/approach

A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses.

Findings

The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance.

Research limitations/implications

As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques.

Practical implications

This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations.

Originality/value

This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

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Article
Publication date: 28 July 2021

Claudia-Inés Sepúlveda-Rivillas, Joaquin Alegre and Victor Oltra

The purpose of this study is to empirically investigate how knowledge-based organizational support (KOS) influences organizational performance through project management.

Abstract

Purpose

The purpose of this study is to empirically investigate how knowledge-based organizational support (KOS) influences organizational performance through project management.

Design/methodology/approach

Data were obtained from a survey and from archival sources with a time lag for the dependent variable; structural equation modeling was used to analyze the data. The sample was made up of 106 organizations in Colombia, considering two key respondents from each organization: general manager and project manager.

Findings

Results show that KOS is an antecedent of project management and project performance. Furthermore, project management and project performance play a mediating role between KOS and organizational performance.

Research limitations/implications

Research limitations are the following: use of cross-sectional data with a time lag, one single unit of analysis, organizational performance analyzed only from a financial perspective. Despite these limitations, the paper puts forward relevant implications that bridge knowledge management and project management literature by clarifying the conditions under which knowledge organizational support generates a significant impact on organizational performance. Intellectual capital and knowledge management dynamic capabilities play a relevant role in this connection.

Practical implications

The findings have important practical implications: decision-makers are to allocate effectively hard and soft resources to configure a knowledge-based infrastructure, through the development of intellectual capital and knowledge management dynamic capabilities.

Social implications

The findings are generalizable to projects management in the context of non-government organizations or other social-oriented initiatives.

Originality/value

This study assumes and operationalizes organizational support from a knowledge-based perspective, represented by intellectual capital and knowledge management dynamic capabilities, providing empirical evidence of the way KOS influences organizational performance through project management and project performance.

Details

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

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Book part
Publication date: 14 July 2014

Alberto Monti and Giuseppe Soda

Knowledge is critical for employee and firm success. We show that being perceived as prototypical organizational members is a source of prominence in knowledge exchange…

Abstract

Knowledge is critical for employee and firm success. We show that being perceived as prototypical organizational members is a source of prominence in knowledge exchange that operates beyond preexisting communication or affective relationships. Self-categorization processes produce – through depersonalization – a positive attitude among the members which represents an autonomous mechanism of social attraction for knowledge exchange, while social network mechanisms are triggered by interpersonal attraction. Our findings also suggest that including perceived members’ prototypicality can avoid a potentially spurious relationship in assessing the role played by social identity and categorization theory in explaining attitude and behaviors.

Details

Contemporary Perspectives on Organizational Social Networks
Type: Book
ISBN: 978-1-78350-751-1

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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 capabilities – knowledge infrastructure capability and knowledge processing capability…

Abstract

Purpose

The aim of this current study is to investigate the effects of knowledge management capabilities – knowledge 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

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Article
Publication date: 5 March 2021

Jamini Ranjan Meher and Rohita Kumar Mishra

The current world of knowledge has a demand for intellectual capital to position or prosper any business. Organizations are constantly looking for developing a pool of…

Abstract

Purpose

The current world of knowledge has a demand for intellectual capital to position or prosper any business. Organizations are constantly looking for developing a pool of talent to gain a competitive advantage. The purpose of this study is to find out the contribution of knowledge sharing that enhances the performance of the employees. This study also exhibits a model for measuring the performance of the employee.

Design/methodology/approach

This study is based on the primary and secondary sources of data. This paper has collected 354 samples from the different information technology (IT) firms located in India. The data were analyzed through statistical package for the social sciences-23 and analysis of moment structures. Path analysis has been conducted to examine the independent and mediating effects on the dependent factor.

Findings

This study confirms the conceptual model with the data. The key contributors are organizational intelligence (OI), organizational learning and knowledge sharing and organizational culture. The performance of the employee is primarily based on organizational learning. OI, knowledge sharing and organizational culture are the major factors that create an environment for organizational learning.

Practical implications

The findings suggest that organizational learning stimulates the effect of knowledge management practices on employee performance. Apart from this OI affirms the learning culture for IT firms.

Originality/value

Drawing from the different theories, this is the first study where the role of OI, organizational culture and knowledge sharing simultaneously aligned and shows the effect on employee performance with the mediation role of organizational learning.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

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