A New Model for the Impact of Knowledge Management on University Performance: Empirical Study Based on Student Opinions

Abstract

The research topic addressed in this study concern the application of knowledge management systems (KMSs) in higher education institutions. While, in the first part of this work, a theoretical model of KMS was proposed, in this second part an empirical study is conducted to test this model. The proposed model has three main elements: inputs (different types of knowledge), process (the four functions: acquire, capitalise, disseminate and use) and outputs (the three performance perspectives: customer satisfaction, operational excellence and direction of the product). On the basis of a functional analysis we propose hypotheses, which allow us to study the relations of cause and effect between knowledge management (KM) and the performance of the university. The model is tested by surveys to be carried out in some Algerian universities by the students. After, a complete analysis (descriptive, exploratory (EFA), confirmatory (CFA), correlation, regression and finally SEM) of the data obtained by the completed questionnaires, the results permit to provide empirical evidence for some of the proposed hypotheses and confirm that KM has a positive effect on performance. A high intensity of KM activities has a significant positive influence, directly or indirectly, on university performance. The results of this empirical study indicate that policies encouraging (1) interactions between different actors, and (2) student participation in decision-making for the development of new programs/courses would increase student satisfaction and ensure pedagogical, management and openness excellence that ultimately contribute to performance of the university. Furthermore, KM must be programmed as part of the holistic management process of the university, and the activities of KM should therefore be managed in the same way as other university processes.