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Massimo B, Nora A. Barriers to organizational learning and sustainability: The case of a consumer cooperative. JOURNAL OF CO-OPERATIVE ORGANIZATION AND MANAGEMENT 2022. [DOI: 10.1016/j.jcom.2022.100182] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/17/2022]
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Ishak NA, Naqshbandi MM, Islam MZ, Haji Sumardi WA. The role of organisational commitment and leader-member exchange in knowledge application during the COVID-19 pandemic. VINE JOURNAL OF INFORMATION AND KNOWLEDGE MANAGEMENT SYSTEMS 2022. [DOI: 10.1108/vjikms-04-2022-0106] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This study aims to examine the role of organisational commitment (affective, normative, continuance) in influencing employees’ knowledge application behaviour during the COVID-19 pandemic. This study also probes the moderating role of leader–member exchange (LMX) in the association between organisational commitment and knowledge application.
Design/methodology/approach
This study used a sample of 206 employees working in various private sector organisations in Brunei Darussalam. Structural equation modelling using Smart-PLS was used to test the hypothesised relationships.
Findings
The findings show that affective and normative organisational commitment spurred employees’ knowledge application behaviour significantly during the COVID-19 crisis. However, the moderating effect of LMX could not be established in this study.
Practical implications
The findings provide managers with insights into the crucial role organisational commitment can play in encouraging knowledge application in an organisation.
Originality/value
Studies exploring the enabling factors of knowledge application are scarce, especially in the context of a global crisis such as the COVID-19 pandemic. This study develops a model and empirically validates the importance of organisational commitment for knowledge application amidst the COVID-19 pandemic. This study also provides insights for managers into how LMX can affect knowledge application outcomes, particularly during uncertain times.
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Wen P, Wang R. Does knowledge structure matter? Key factors influencing formal and informal knowledge sharing in manufacturing. JOURNAL OF KNOWLEDGE MANAGEMENT 2021. [DOI: 10.1108/jkm-06-2021-0478] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/22/2023]
Abstract
Purpose
This study aims to investigate the factors from four dimensions that have an effect both on formal and informal knowledge sharing (FKS and IKS) and the relationship between knowledge sharing (KS) and task performance in Chinese manufacturing.
Design/methodology/approach
The structural equation modeling approach was applied to hypothesis testing according to the data collected from employees of manufacturing companies through the online questionnaire. A total of 530 valid responses were obtained.
Findings
The results indicate that level of knowledge structure, self-efficacy, leadership support and KS culture all have a significant positive effect on both FKS and IKS while trust only positively affects FKS and information technology support positively affects IKS. Both FKS and IKS positively contribute to the task performance of manufacturing companies.
Research limitations/implications
This study merely considered the impact of six factors on KS from four perspectives. Consequently, the relationship between some important other factors and KS is not revealed. In addition, the results of this study indicate that there might be a more complicated relationship between these factors and KS than the model constructed by this study. Therefore, in future research, more influencing factors could be considered in the research framework, and a multilevel model, such as a model considering the mediation effect, could be further explored.
Practical implications
According to the results, both FKS and IKS play a significant role in promoting organizational task performance, which is worthy of attention by the managers of manufacturing companies. In addition, the relationship between the different factors and the FKS and IKS found in this study provides specific guidance for improving the organizational KS practice.
Originality/value
First, previous studies considered the construction of explicit KS and tacit KS models based on the content of KS while this study considered FKS and IKS from the perspective of the process and approach of KS. Second, this research has clearly defined the level of knowledge structure from the perspective of knowledge ontology and verifies the positive effect of this factor on KS, providing a new theoretical perspective for exploring KS factors.
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Cheng EC. Knowledge transfer strategies and practices for higher education institutions. VINE JOURNAL OF INFORMATION AND KNOWLEDGE MANAGEMENT SYSTEMS 2021. [DOI: 10.1108/vjikms-11-2019-0184] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This study aims to identify effective strategies and practices for higher education institutions (HEIs) to enhance their knowledge recipients’ knowledge absorptive capacity.
Design/methodology/approach
Questionnaire surveys and interviews were conducted to examine the effectiveness of a knowledge transfer (KT) project and these were administered by HEIs in Hong Kong. Pre- and post-test questionnaire surveys with t-tests were used to evaluate changes in the knowledge absorptive capacity of 1,014 participants from 20 schools. Qualitative interviews were conducted to investigate school leaders’ perception of the effectiveness of the KT strategies.
Findings
Results revealed significant differences between the pre- and post-tests in all the elements of absorptive capacity. The processes of knowledge acquisition, contextualisation, internalisation and externalisation in a closed-loop mechanism were identified as effective KT strategies. Conducting training programmes, workshops, consultations, work-based studies and presentation seminars were found to be effective KT practices to support the recipients in acquiring, contextualising, internalising and externalising knowledge.
Practical implications
HEIs should provide consultative support to recipients by conducting work-based studies and presentations to enhance their knowledge absorptive capacities.
Originality/value
This study contributes empirical evidence to validate the application of Liyanage et al.’s (2009) KT model to HEIs’ KT model for the purpose of designing KT activities and enhancing the absorption capacities of the recipients. This research contributes an empirical closed-loop KT model, effective KT strategies and practices for HEIs to support their knowledge recipients so that they can internalise the acquired knowledge.
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Zaim H, Ramadani V, Dinibutun SR, Gërguri-Rashiti S, Said DS. Knowledge management and human resources performance: evidence from Turkish family businesses. JOURNAL OF FAMILY BUSINESS MANAGEMENT 2021. [DOI: 10.1108/jfbm-11-2020-0108] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe purpose of this study is to evaluate the effects of knowledge management (KM) processes on human resource management’s (HRM’s) performance in family-owned organizations. Therefore, a model is proposed to explain the core processes of KM and their effects on HRM's performance.Design/methodology/approachA field study is conducted based on data collected from family-owned companies in Turkey. The survey instrument is a self-administered questionnaire composed of 36 questions in total. There are three demographic questions, 18 questions aim to investigate KM processes and 15 questions aim to investigate HRM practices.FindingsThe results show that KM processes have significant positive relationships with HRM performance. Among the processes of KM, knowledge generation (KG) is found to have the most significant effect. This study shows that KM processes are enhancing HRM performance in family-owned organizations.Research limitations/implicationsFirst of all, it is conducted on family-owned companies. Hence, the results may change based on types of organizations. Second, convenience sampling was used in data collection. The majority of data were collected through HRM departments who were available, reliable and easy to access. Despite many advantages of this sampling technique on major disadvantage is lacking clear generalizability. For this reason, it is presumed that HRM awareness is high in the selected participants. Different sampling methods may lead to different results. Thus, for future research, it would be useful to make cross-cultural and cross-sectorial studies to compare the business cultures and to find more accurate outcomes related to KM and HRM implementations.Originality/valueNowadays, most of the family-owned companies are well aware of the statement that both KM and HRM have significant positive impacts on organizational outcomes. This research's findings indicate that KM processes enhance HRM performance in family-owned organizations. Therefore, family-owned organizations should pay more attention on KM processes and the linkage between KM and HRM in order to obtain better HRM results.
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Razmi J, Mehrvar M, Hassani A. An Assessment Model of McKinsey 7S Model-Based Framework for Knowledge Management Maturity in Agility Promotion. JOURNAL OF INFORMATION & KNOWLEDGE MANAGEMENT 2020. [DOI: 10.1142/s0219649220500367] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
Abstract
In today’s knowledge-based advanced world, pioneer organisations emphasise more on knowledge orientation, being leaders in knowledge management (KM) implementation. The purpose of this paper is to identify the key factors influencing the successful implementation of each KM process in Iranian Oil and Gas Industry, specifically about operational projects which are classified based on the McKinsey 7S model as KM enablers, namely, strategy, structure, system, skill, style, staff and shared values. Then the paper assesses the KM maturity level to categorise and prioritise the KM enablers in each level. Moreover, a conceptual model is proposed to theorise the relationship between organisational agility and each KM process, namely, knowledge creation, storage, sharing and utilisation. Data analysis and statistical tests are concluded using structural equation model through the combination of confirmatory factor and path analysis. The results show the validity and fitness of the proposed model and verification of all the hypotheses, i.e. there are positive relationships between each KM process and agility.
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Affiliation(s)
- Jafar Razmi
- School of Industrial Engineering, College of Engineering, University of Tehran, Tehran, Iran
| | - Mahmood Mehrvar
- School of Industrial Engineering, College of Engineering, University of Tehran, Tehran, Iran
| | - Anis Hassani
- School of Industrial Engineering, College of Engineering, University of Tehran, Tehran, Iran
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Raudeliuniene J, Albats E, Kordab M. Impact of information technologies and social networks on knowledge management processes in Middle Eastern audit and consulting companies. JOURNAL OF KNOWLEDGE MANAGEMENT 2020. [DOI: 10.1108/jkm-03-2020-0168] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this study is to examine the impact of information technologies and technology-enabled social networks on the efficiency of knowledge management processes in the Middle Eastern audit and consulting companies.
Design/methodology/approach
Scientific literature analysis, structural equation modeling and expert evaluation (structured questionnaire) were used to develop the research model, collect data from the audit and consulting companies’ experts and test the research hypotheses.
Findings
The empirical results of this research supported the hypotheses stating that information technologies and social networks positively affect the knowledge management cycle, including five processes (acquisition, creation, storage, sharing and application) within the Middle Eastern audit and consulting companies.
Research limitations/implications
The research results were generated from the Middle Eastern audit and consulting companies, which form a limitation concerning the geographical area and the business sector.
Practical implications
From the results of this study, audit and consulting companies, as well as organizations and society broadly, would benefit via the positive effect of information technologies and technology-enabled social networks on the whole knowledge management cycle, which has a further impact on organizational performance. These practical implications are related to a more open, sharing culture that drives organizational performance to the members and stakeholders of organizations, which, in turn, benefits society.
Originality/value
This research analyzes information technologies and technology-enabled social networks’ impact on knowledge management processes, particularly in the context of the Middle Eastern audit and consulting companies. While the phenomena have received some attention in the prior scientific research, the studied context so far remained under-researched, where a gap is found in studying the knowledge management cycle as a whole.
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Karagoz Y, Whiteside N, Korthaus A. Context matters: enablers and barriers to knowledge sharing in Australian public sector ICT projects. JOURNAL OF KNOWLEDGE MANAGEMENT 2020. [DOI: 10.1108/jkm-12-2019-0691] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This paper aims to extend the theory relating to knowledge sharing barriers and enablers in the public sector information and communication technology (ICT) project context.
Design/methodology/approach
A case study method was used whereby project managers from each of the seven departments of the Victorian Public Sector in Australia were interviewed about their knowledge sharing practice. A semi-structured interview instrument based on Riege’s (2005) barrier framework was used to explore the barriers to knowledge sharing that they experienced as part of their work.
Findings
The study found that many of Riege’s (2005) barriers did not apply in the public sector ICT project environment, demonstrating that context matters. In addition, five enablers were identified, resulting in a new model of enablers and barriers to knowledge sharing in public sector ICT projects.
Research limitations/implications
This study focuses on a single case, the Victorian Public Sector, and consequently the results are not generalisable. Future research should explore the applicability of the model in other public sector ICT project contexts.
Practical implications
The study highlights the relationship between knowledge sharing and the project manager and the role it plays in project delivery. The model presented provides a starting point for public sector practitioners to develop their knowledge sharing practice, potentially enhancing project outcomes in the process.
Originality/value
This study examines barriers to knowledge sharing in an under-researched context, that of the public sector ICT project environment. It builds on current theory and provides insights for practitioners in the public sector.
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Zhang H, Zhang X, Song M. Does knowledge management enhance or impede innovation speed? JOURNAL OF KNOWLEDGE MANAGEMENT 2020. [DOI: 10.1108/jkm-08-2019-0460] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this study is to develop a theoretical model for examining how innovation speed mediates the relationship between knowledge management (KM) and performance and empirically tests the proposed model using data collected in the USA and China over three years.
Design/methodology/approach
To avoid common method bias and increase ability to draw causal effects of KM on performance, data were collected over three years. KM data were collected by survey; innovation speed data were collected in the following year; and sales growth and gross margin data were collected over the next three years. After merging the three data sets, the final empirical data used for this study contained data from 354 USA and 647 Chinese firms. Multiple regression analyses were used to test the research hypotheses. Sobel mediation tests were performed to test the mediating effects of innovation speed on the relationship between KM and performance.
Findings
Innovation speed has a U-shaped relationship with performance in both US and Chinese firms. Knowledge generation has an inverted U-shaped relationship with innovation speed in both US and Chinese firms. Knowledge dissemination increases innovation speed in US firms but not in Chinese firms. While knowledge application increases innovation speed in the US firms, it decreases innovation speed in Chinese firms.
Originality/value
This study is among the first to propose and empirically test the KM-innovation speed-performance relationship. This paper advances the KM literature by demonstrating that there is an inverted U-shaped relationship between knowledge generation and innovation speed and that there is a U-shaped relationship between innovation speed and performance. In addition, this study contributed to the cross-national study of KM.
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Calic G, Mosakowski E, Bontis N, Helie S. Is maximising creativity good? The importance of elaboration and internal confidence in producing creative ideas. KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE 2020. [DOI: 10.1080/14778238.2020.1730718] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
Affiliation(s)
- Goran Calic
- McMaster University DeGroote School of Business, Hamilton, Ontario, Canada
| | - Elaine Mosakowski
- Institute for Regional Development, University of Tasmania, Hobart, Australia
| | - Nick Bontis
- McMaster University DeGroote School of Business, Hamilton, Ontario, Canada
| | - Sebastien Helie
- Purdue University, Department of Psychological Sciences, West Lafayette, USA
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Norbert NS, Bischoff JE, Willy CJ. Barriers impeding knowledge management for hardware integration and engineering teams. KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE 2018. [DOI: 10.1080/14778238.2018.1514289] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/28/2022]
Affiliation(s)
- Nicholas S. Norbert
- Department of Engineering Management and Systems Engineering, George Washington University, Washington, DC, USA
| | - John E. Bischoff
- Department of Engineering Management and Systems Engineering, George Washington University, Washington, DC, USA
| | - Christopher J. Willy
- Department of Engineering Management and Systems Engineering, George Washington University, Washington, DC, USA
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An Exploratory Study on Knowledge Management Process Barriers in the Oil Industry. ENERGIES 2018. [DOI: 10.3390/en11081977] [Citation(s) in RCA: 15] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This paper identify and discuss barriers affecting knowledge management (KM) processes in the oil industry. Based on reviewing the literature on this topic, we used a conceptual model comprising the most important barriers, grouped in three categories–organizational, knowledge and people related–influencing four critical KM processes–creation, storage, share and application. Using factor analysis, we identified which barriers influence the most each of the KM process and what are the practical implications for companies operating in the oil industry. This study provides useful insights regarding knowledge processes barriers, enabling top executives to better cope with factors hindering successful implementation of KM initiatives.
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Lekhawipat W, Wei YH, Lin C. How internal attributions affect knowledge sharing behavior. JOURNAL OF KNOWLEDGE MANAGEMENT 2018. [DOI: 10.1108/jkm-02-2017-0081] [Citation(s) in RCA: 14] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to compare the effects of organizational and technological barriers to knowledge sharing between large and small firms through the lens of attribution theory.
Design/methodology/approach
The structural equation modeling approach was applied to estimate the conceptual model by using survey data from a list of Taiwan’s top 1,000 manufacturing and 500 service companies. A total of 229 valid questionnaires were collected.
Findings
The empirical results show that both organizational and technological barriers have relationships with an individual’s effort and ability with regard to knowledge sharing behavior. When organizational barriers occur, the perceived lack of effort has a direct effect on knowledge sharing behavior for large firms, while negative sharing behavior among employees of small firms is influenced by the perception of low ability through the perceived lack of effort.
Originality/value
A review of the literature reveals organizational and technological barriers that lead to the negative influences of internal attributions on knowledge sharing. This study, therefore, contributes to a comprehensive perspective on how to encourage knowledge sharing behavior at different sizes of firms.
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Dey T, Mukhopadhyay S. Linkage between contextual factors, knowledge-sharing mediums, and behaviour: Moderating effect of knowledge-sharing intentions. KNOWLEDGE AND PROCESS MANAGEMENT 2018. [DOI: 10.1002/kpm.1558] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/11/2022]
Affiliation(s)
- Toshali Dey
- Vinod Gupta School of Management; Indian Institute of Technology, Kharagpur; Kharagpur West Bengal India
| | - Susmita Mukhopadhyay
- Vinod Gupta School of Management; Indian Institute of Technology, Kharagpur; Kharagpur West Bengal India
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Conceptualising the lessons-learned process in project management: Towards a triple-loop learning framework. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2017. [DOI: 10.1016/j.ijproman.2017.05.006] [Citation(s) in RCA: 53] [Impact Index Per Article: 7.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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The impact of TQM practices and KM processes on organisational performance. INTERNATIONAL JOURNAL OF QUALITY & RELIABILITY MANAGEMENT 2017. [DOI: 10.1108/ijqrm-11-2015-0160] [Citation(s) in RCA: 44] [Impact Index Per Article: 6.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to investigate the impact of total quality management (TQM) practices in terms of leadership, strategic planning, customer focus, teamwork, process management, information, and analysis on organizational performance in Jordanian telecommunications companies. In addition, the mediating effect of knowledge management (KM) processes is tested.
Design/methodology/approach
A survey instrument was used to gather empirical data, and it was distributed to all managerial and non-managerial employees. A total of 477 questionnaires were valid for analysis, resulting in a response rate of (97 percent). Factor analysis and multiple regression analyses were used to test the study’s hypotheses.
Findings
Customer focus and process management were found to have an insignificant impact on organizational performance, while teamwork had the strongest impact on KM processes. The results also revealed that only knowledge sharing and application processes had a significant impact on organizational performance. More importantly, KM processes fully mediated the impact of TQM practices on organizational performance, except for teamwork, which had a partial mediating effect.
Research limitations/implications
This study was limited to a survey of the headquarters of three telecommunication companies: Zain, Orange, and Umniah, in Amman City.
Originality/value
Originality of the paper lies in testing the influence of TQM practices on organizational performance in a novel context, where most TQM initiatives fail for one reason or another.
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