Abstract
Since Knowledge Management (KM) is increasingly becoming an integral business function for lots of firms, as the latter recognize that competitiveness depends upon the effective management of intellectual resources, this paper aims to propose a theoretical model identifying the extent to which performing leadership development and its enablers in terms of developing training programs, possessing social capital skills, possessing human capital skills, settings goals, and deploying unique experiences; that are believed to enable knowledge management capability put into effect in the Jordanian public shareholding firms, and its impact on firm performance.
Highlights
Some studies examine the critical success factors for employing Knowledge Management (KM)
Since Knowledge Management (KM) is increasingly becoming an integral business function for lots of firms, as the latter recognize that competitiveness depends upon the effective management of intellectual resources, this paper aims to propose a theoretical model identifying the extent to which performing leadership development and its enablers in terms of developing training programs, possessing social capital skills, possessing human capital skills, settings goals, and deploying unique experiences; that are believed to enable knowledge management capability put into effect in the Jordanian public shareholding firms, and its impact on firm performance
By reviewing the literature, the researcher noticed that a consensus appears among the body of research concerned with the knowledge management phenomenon: the antecedents of knowledge management are recognized as necessary prerequisites for companies to realize benefits from their investments and their long term planning; besides the question of how and the extent to which firms utilize knowledge management to complement their learning orientations remains largely unexplored specially when taking into account the role of leadership development
Summary
As reviewed by Salimi et al (2012), some studies found various factors which were key success factor to KM (Skyrme & Amidon, 1997) These factors contain strong link to a business imperative, a compelling vision and architecture, knowledge leadership, a knowledge creating and sharing culture, continuous learning, a well-developed technology infrastructure, and systematic organizational knowledge processes. Davenport & Volpel (2001) found eight common success factors They were linking KM to economic performance or industry value, a clear purpose and language, a standard and flexible knowledge structure, multiple channels for knowledge transfer, a knowledge-friendly culture, a technical and organizational infrastructure, change in motivational practices, and senior management support. The major aim of this research is to investigate the antecedents and outcomes of knowledge management to achieve higher organizational performance
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