Knowledge management in social purpose organizations: a systematic literature review using SPAR-4-SLR process

PurposeConstructed upon knowledge-based view theory, this study investigates the influence of internal marketing (IM) on knowledge management (KM) processes in higher educational institutes (HEIs) in China and Pakistan. The study investigates the direct link between KM processes and organizational performance and indirect links via knowledge workers' productivity (KWP).Design/methodology/approachData were collected from HEIs in China and Pakistan, and 784 survey responses were reported from academic and administrative staff (HEIs).FindingsThe result revealed that IM has a significant impact on KM processes, and KM processes impact organizational performance via the partial mediating effect of KWP in China, Pakistan and the overall sample. The multi-group analysis confirmed the substantial differential effect of KM processes on KWP in culturally different HEIs.Originality/valueA lack of research establishes the inter-relationship between KM enabler (IM), KM processes, KWP and organizational performance in culturally diverse environments. This is one of the initial studies that examine the relationship between IM, KM processes, KWP and organizational performance in HEIs. Furthermore, this study contributes to the existing body of knowledge by conducting an in-depth empirical examination of IM, KM processes, KWP and OP in culturally diverse environments (i.e. China and Pakistan).Key PointsThis research examines the influence of internal marketing (IM) on knowledge management (KM) processes by using knowledge workers' productivity (KWP) as a mediator between knowledge management (KM) and organizational performance.Through the partly mediating effect of KWP, it was discovered that IM considerably influenced knowledge management processes and organizational performance in China, Pakistan and throughout the sample.The multi-group analysis indicates that KMPs have a statistically significant influence on KWP.

PurposeThis paper aims to examine the role of knowledge management (KM) processes in enhancing competitive strategies of differentiation and cost-effectiveness and its impact on innovativeness in knowledge-intensive service organizations (KISOs) in India.Design/methodology/approachThis study collected data from 293 employees working in Indian KISOs through a questionnaire survey. After checking for reliability and validity of data, this study tested the hypotheses by structural equation modeling using AMOS 26.FindingsThe results show that KM processes have a significant and positive relationship with competitive strategy and innovativeness. Competitive strategy partially mediates the relationship between KM processes and innovativeness. These KM processes promote differentiation and cost-effectiveness, which in turn enhances innovativeness. A differentiation strategy has a stronger positive relationship with KM processes and innovativeness than a cost-effective strategy.Research limitations/implicationsThis study's cross-sectional design limits its ability to establish a general cause–effect relationship. Even so, theoretically, the results corroborate the contingent view of KM in emerging economies such as India. The findings show the mediating role of competitive strategy on the relationship between KM and its processes with innovation and competitiveness – providing a better cost-effectiveness relationship and organizational differentiation capacity.Practical implicationsThis study suggests managers to adopt KM processes such as creation-sharing, acquisition and knowledge base enabling firms to be different and cost-effective than their competitors. This study provides evidence on how KISOs can leverage their innovativeness by using KM processes in congruence with its competitive strategy and gain competitive advantage.Social implicationsThis study emphasizes the development of KM processes in the management of KISOs, which contributes substantially to India’s economic growth via Gross domestic product and employment. On the social side, this study suggests to manage cultural issues in KM processes, arising because of presence of multi-cultural workforce and a high-power distance society.Originality/valueThis study bridges a research gap of previous studies providing empirical evidence regarding the mediating effect of competitive strategies in the relationship between KM processes and innovativeness. This study adds proof to the KM contingency view of firms, suggesting when KM processes are formulated to achieve competitive strategy; substantial benefits such as innovativeness can be realized. This study adds evidence from the emerging economy of India, where KISOs are increasingly creating value and employment.

This research addresses CV Fel & Co Company’s knowledge management challenges in achieving high product quality and uniqueness in the leather goods industry. This thesis focuses on Designing a Knowledge Management (KM) framework to address the knowledge-related challenges faced by CV Fel & Co International, a renowned fashion industry company specializing in producing high-quality leather-based fashion products under the brand name Kias Leather. A combination of primary and secondary data collection methods is employed to achieve this objective. The primary data collection method involves conducting interviews with the CEO and production manager of CV Fel & Co International, providing valuable insights into the specific knowledge-related issues faced by the company. The secondary data is obtained from reliable sources such as industry reports, scholarly articles, and websites, enabling a comprehensive understanding of the knowledge management landscape in the leather goods industry. This research adopts a goal-oriented analysis approach, focusing on the KM Process model, which encompasses People, Process, and Technology. The KM Process model provides a framework for effectively managing knowledge within the organization. By aligning people, processes, and technology, CV Fel & Co International can foster a culture of knowledge sharing and collaboration, facilitating the creation and utilization of valuable knowledge assets. Additionally, the SECI model is utilized to support the conversion of explicit knowledge into tacit knowledge, promoting continuous learning and innovation within the company, by conducting a comprehensive analysis of CV Fel & Co International’s issues from the company like the increasing number of competitors so the company needs a breakthrough to sustain a differentiation business strategy, human resources require special expertise and can be categorized as old and have knowledge needs and gaps, and lack of standard operating procedures (SOP). A KM Roadmap is developed as a comprehensive solution based on a thorough analysis of CV Fel & Co International’s challenges. The KM Roadmap outlines strategies and actions to effectively manage knowledge and bridge the identified knowledge gaps. It emphasizes the importance of aligning people, processes, and technology to support knowledge sharing and collaboration within the unique context of the leather goods industry. The KM Roadmap includes initiatives such as establishing communities of practice, implementing knowledge-sharing platforms, conducting regular knowledge transfer sessions, and fostering a learning culture through training and development programs. Furthermore, this thesis proposes integrating knowledge management practices into CV Fel & Co International’s business processes, specifically focusing on product design and execution and employee training and development. By embedding knowledge capture, dissemination, and utilization within the existing processes, CV Fel & Co International ensures that knowledge about design trends, branding strategies, and customer preferences is systematically incorporated into product development and production, enhancing the brand’s reputation and customer satisfaction. This integration enables the seamless flow of knowledge throughout the organization, improving product quality, increased innovation, and enhanced employee expertise. In conclusion, this research proposes a comprehensive KM framework, supported by the KM Roadmap and integrated business processes, to address the knowledge management challenges faced by CV Fel & Co International. By implementing these solutions, the company can enhance its knowledge management practices, bridge knowledge gaps, and sustain a differentiation business strategy in the competitive leather goods industry.

Purpose– The current study aims to investigate the existing relationship between knowledge management (KM) infrastructures, KM process capabilities, creative organizational learning (OL) and organizational performance.Design/methodology/approach– Statistical population includes executives of knowledge-based companies in Tehran Science and Technology Park of Iran. The 68 questionnaires were distributed among the census, of which 60 questionnaires were completed correctly. The research data were analyzed by SPSS and PLS software. The unit of analysis is a company that has adopted a knowledge management system (KMS). Target population of the research consisted of 85 top managers of knowledge-based companies in Tehran Science and Technology Park of Iran (N= 85). Random sampling method was applied in this study, and 71 top managers were considered as the statistical sample based on the “Morgan Table”. One standard five-point Likert questionnaire was adopted and distributed between top managers in the park; 62 questionnaires were returned, among which 60 were statistically investigated. The structural relations among variables were tested using the partial least squares method.Findings– This study shows that the KM processes can mediate between creative OL and factors in the KM infrastructure. The results of the study demonstrate that KM process capabilities have the most crucial role in creative OL. The results indicate a significant influence of the infrastructure capabilities on the process capabilities, also the impacts of KM process capabilities on creative OL and the impacts of creative OL on organizational performance was confirmed.Research limitations/implications– Using a holistic view of the KM performance framework, this study has provided insights to KM for researchers because it explains the integrated aspects of KM performance by examining the relationships between the KM infrastructure, knowledge process capabilities, and organizational outcomes. Previous studies on KM have been fragmented because they only consider some aspects of KM performance rather than using a holistic view of the KM performance framework: they have examined the relationship between one or two facets of KM enablers and process capability, or between KM process capabilities and organizational performance.Practical implications– In order to manage rapid change and global competition in business environments, knowledge workers should create new business opportunities and continuously question what and how they can contribute to these chances. Organizational KMS should support the learning processes of their knowledge workers.Social implications– The continuous learning and experiments are necessary in order to produce new ideas and products: it is critical to emphasize the importance of a KM infrastructure that supports and encourages learning in organizations. The creative learning in turn affects organizational performance indicating that without learning, organizations cannot overcome the boundary of old business practices and adjust to change in environments.Originality/value– Previous researches did not appraise the effect of KM and its capabilities on organizational performance, and the specific influence of creative OL was disregarded. The present study demonstrates the mechanism of KM effect on organizational performance and describes the comprehensive dimensions of KM performance.

In the contemporary world, green innovation (GI) is the most discussed area to enhance corporate sustainable performance (CSP) in manufacturing firms. The knowledge management (KM) process is also a key determinant of GI. Existing literature is limited to KM and its impact on CSP. This study aims to determine the effect of the KM process on sustainable corporate performance with the association of GI and absorptive capacity. The survey method was used to collect data from 250 respondents of manufacturing firms in Pakistan. Structure equation modeling was applied to collected data to obtain the results. Results show that all three dimensions of KM have a significant impact on GI. Furthermore, GI also has a significant and positive impact on sustainable corporate performance. Results further show that GI partially mediates the relationship of the KM process and sustainable corporate performance, and absorptive capacity moderates the relationship of the KM process and GI, but there was no moderating effect of absorptive capacity between the relationship of the KM process and CSP. The findings of this study will provide useful insights for experts and manufacturers. It will help to understand the role of KM in their organizational behavior by being an eco‐innovative ecological, economic, and social organization.

Knowledge is widely acknowledged as a pivotal asset, and various perspectives underscore the significance of effectively marshaling, deploying, and sharing knowledge within an organization for achieving organizational success. The National Museum of Kenya (NMK) was established with the primary goal of enriching knowledge and facilitating sustainable utilization of research information resources by stakeholders. However, the increasing diversification of knowledge sources has rendered content creation and knowledge management processes complex and laborious. Consequently, this complexity has resulted in inefficiencies throughout the knowledge management process, leading to inadequacies and disorganization. Despite the adoption of knowledge management systems, the integration of mobile phone technology in research activities at the museum has been neglected. This study aimed to scrutinize knowledge management practices at the NMK through the use of mobile apps, examine the associated challenges, and propose viable solutions. The study’s objectives were to investigate the challenges faced by researchers in generating knowledge and recommend feasible mobile technological solutions to address these challenges. The study was guided by the Knowledge Management Process Model, and employed a qualitative case study approach. The target population comprised researchers, knowledge managers, and ICT staff at the museum. Since this study was purely qualitative, data collection was achieved through interviews, and analyzed using narrative methods. The findings indicated that the NMK has implemented web-based systems supporting knowledge management activities. However, mobile phone technology has not been incorporated into any aspect of the museum’s knowledge management support tools. The study highlighted challenges such as; delayed data acquisition, misplacement of specimens, time consuming processes, data inaccuracies, and inefficiencies in knowledge management processes. Further, it was established that relying solely on web-based systems limits the flexibility of researchers in adapting to dynamic field conditions. Thus, this study recommends integrating mobile technologies into the knowledge management process at the National Museum of Kenya as a solution to the highlighted challenges. Mobile apps, known for their effectiveness and reliability, particularly in remote areas, offer a practical solution. This integration empowers researchers with more accessible and versatile tools, fostering improved content creation and knowledge management while ensuring inclusivity and efficiency, even in resource-constrained environments.

PurposeThe main purpose of this paper is to investigate the effects of knowledge management (KM) infrastructure and KM processes on the performance of KM practices.Design/methodology/approachThe paper is based on personal interviews, data were collected from 83 managers from a single case study of a Global System for Mobile Communications (GSM) operator in Turkey.FindingsThe paper finds that hypotheses were tested using structural equation modeling. Test of hypotheses revealed that both KM processes and KM infrastructure positively and significantly influenced the performance of KM practices. These findings tend to corroborate our conceptual model and are also in line with the existing literature. KM infrastructure was found to be more significantly affecting KM performance than KM processes, indicating that the context and background of KM is more important than the application aspects of KM.Research limitations/implicationsThe findings in this paper cannot be generalized due to the case study approach. It may not be claimed that both KM processes and KM infrastructure solely determine the performance of KM practices. Instead, there are many other factors that may influence KM performance, which are somewhat beyond the scope of this research.Practical implicationsThe paper shows that the evaluation of KM performance is expected to increase the effectiveness, efficiency and adaptability of KM efforts so as to add more value to the overall performance of the organization.Originality/valueIn this paper there is little or no empirical evidence investigating the influence of KM infrastructure and KM processes on KM performance. This paper rectifies this imbalance by clarifying the link between KM infrastructure, processes and performance.

This paper explores the predictive relationship between knowledge management (KM) processes and school intellectual capital (SIC). SIC is at the core of what society deems to be the purpose and definition of successful schooling. KM aims to support organizations in creating a mechanism that measures, stores and transforms knowledge into intellectual capital. Developing SIC for creating values and capacity is an important KM processes in all organizations. A cross-sectional quantitative survey was applied to identify the KM processes that would enhance the SIC. The data were collected from 458 teachers of four secondary schools, four primary schools and one special school, which were selected randomly in Hong Kong. Factor analysis and a reliability test were applied to confirm the construct validity and reliability of the instrument. Results of the factor analysis showed that knowledge creation was excluded from the KM processes while internal capital was split into structural capital and routine capital. Results of the multiple regressions showed that knowledge retrieval and knowledge sharing are the predictors of all four components of SIC, while knowledge application predicts human capital alone. These findings reflect that schools in HK have adopted personalization KM processes to develop SIC. School leaders could consider cultivating community of practices in their schools for developing SIC for sustainable development.

A knowledge life cycle has several knowledge management (KM) processes that differ from one model to another. Exploration and utilization of these processes on high levels require mapping them to the core business processes in an organization. A business process architecture (BPA) identifies these core processes and highlights their relationships. Riva method is a BPA approach that allows characterizing these key processes using essential business entities (EBEs). It also proposes a few steps to develop an organization's overall business process architecture (BPA). Matching the appropriate knowledge management (KM) processes to these steps clarifies KM’s role in business process modeling. In addition, it contributes to discovering gaps and developing business process modeling (BPM). The Riva-based Knowledge Life Cycle (KLC) model has been suggested to map KM processes to Riva BPA steps. The model is divided into three phases, sequentially including the KM processes of exploration and identification, capturing and refinement, and creation and exploitation. The exploration and identification phase involves searching and discovering business scope resources (Riva step one). Capturing and refinement is the phase of extracting candidate EBEs, determining the EBEs, and filtering them into Units of Work (UOWs) (Riva steps two and three). Finally, creation and exploitation processes involve generating dynamic relationships among UOWs and transforming the UOWs diagram into the first and second-cut process architecture diagrams (Riva steps four, five, and six). A case study of a bank in Jordan will be applied to evaluate this model. A mixed-methods approach using structured and semi-structured interviews will be conducted with the bank financing team to measure KM processes’ involvement. Accordingly, the results are expected to identify which KM processes are more engaged to process architecture. It could also suggest using these KM processes as a benchmark to measure the achievement of each BPA step implementation in its domain.

PurposeThis paper aims to review the knowledge management (KM) processes, knowledge conversion modes and critical success factors (CSFs) and contextualise them to the construction setting to guide effective KM implementation.Design/methodology/approachThis paper is conceptual in nature. It begins with a review of issues faced by construction organisations, which led them to consider implementing KM. This is followed by a comprehensive review of KM processes, knowledge conversion modes, KM CSFs and their application to the construction industry.FindingsBased on the socialisation, externalisation, combination and internalisation (SECI) model, the knowledge conversion modes are discussed, linking them to the KM processes of knowledge creation, sharing, storage and application. The KM CSFs identified from construction literature suggest that they can be categorised into two groups, namely, factors within organisational control (managerial influence, technological influence and resource influence) and factors beyond organisational control (social influence, political influence, environmental influence, economic influence, industry influence and construction technology influence). The resulting review is discussed in terms of how construction organisations can implement KM effectively to achieve the desired project performance outcomes in terms of time, cost and quality.Research limitations/implicationsAlthough this paper has made some theoretical contributions, a quantitative analysis will further reinforce its value both in theory and practice, particularly in terms of applying the KM processes and CSFs to different organisational, industry and country settings. A quantitative research is being carried out in the major construction sector in Sri Lanka to establish the relationships between the KM processes, knowledge conversion modes and KM CSFs with project performance outcomes, which will be reported in a subsequent publication.Practical implicationsAs the construction industry uses a considerable number of knowledge workers, implementing KM for project planning and execution is the key to sustaining the growth of construction organisations and industry, particularly when KM implementation is linked to project performance outcomes. Practical implications are provided in terms of what successful KM implementation entails.Social implicationsEffective KM implementation can serve as a conduit for construction organisations to build capacity and develop the ability to react quickly to social challenges brought about by different stakeholders, even before the project commences, so that the project performance outcomes will not be affected. Another social implication is the role played by project team members, in which efforts have to be put in place to facilitate the use of KM processes, so that teams can align project activities to the general good of their organisations.Originality/valueA comprehensive KM framework that guides the construction industry on KM implementation is long overdue. This research represents the first of such attempts to view KM from a wider perspective, both in terms of internal and external influences affecting construction organisations. Once the conceptual framework developed is validated, it is expected to bring enormous benefits to different stakeholders.

PurposeSupply chain resilience and knowledge management (KM) processes have received increasing attention from researchers and practitioners. Nevertheless, previous studies often treat the two streams of literature independently. Drawing on the knowledge-based theory, this study aims to reconcile these two different streams of literature and examine how and when KM processes influence supply chain resilience.Design/methodology/approachThis research develops a conceptual model to test a sample of data from 203 Chinese manufacturing firms using a structural equation modeling method. Specifically, the current study empirically examines how KM processes affect different forms of supply chain resilience (supply chain readiness, responsiveness and recovery) and examines the moderating effect of blockchain technology adaptation and organizational inertia on the relationship between KM processes and supply chain resilience.FindingsThe findings show that KM processes positively affect three dimensions of supply chain resilience, i.e., supply chain readiness, responsiveness and recovery. Besides, the study reveals that blockchain technology adoption positively moderates the relationships between KM processes and supply chain resilience, whereas organizational inertia negatively moderates these above relationships.Originality/valueThis research linked the two research areas of supply chain resilience and KM processes, further bridging the gap in the research exploration of KM in the supply chain field. Next, this study contributes to supply chain resilience research by investigating how KM systems positively impact supply chain readiness, responsiveness and recovery. In addition, this study found a moderating effect of blockchain technology adaption and organizational inertia on the relationship between KM processes and supply chain resilience. These findings provide a reference for Chinese manufacturing firms to strengthen supply chain resilience, achieve secure supply chain operations and gain a competitive advantage in the supply chain. This studys’findings advance the understanding of supply chain resilience and provide practical implications for supply chain managers.

Purpose– This paper aims to find and rank the barriers of the four knowledge management (KM) processes including generation, storage, distribution and application in the gas and petroleum sector.Design/methodology/approach– Reviewing the literature of KM and organizational learning, this paper extracted all of the barriers which impede KM processes. Then it designed a questionnaire for validating, ranking and categorizing barriers. Totally, 190 completed questionnaires were gathered from 26 gas and petroleum companies in Iran. Some statistical tests such asT, Friedman, Kruskal–Wallis and Mann–Whitney were used for analyzing data.Findings– Findings reviewed the current literature of KM barriers, validated and ranked the barriers of knowledge generation, storage, distribution and application separately. The importance of knowledge generation and knowledge application barriers were significantly different between gas and petroleum companies. Hence they were disjointedly ranked for gas and petroleum. Finally, KM barriers were ranked according to their contribution to KM processes and the average mean of their importance in KM processes.Practical implications– From the practical point of view, this paper suggests managers of gas and petroleum companies to emphasize solving high-priority barriers according to the KM process which they are focused on. Furthermore, the study provides a checklist that can be used as an assessment tool for evaluating KM processes considering barriers.Originality/value– This paper finds the importance of each barrier for each of the four KM processes and ranks the “critical barriers” according to their contribution to four KM processes in the gas and petroleum sector.

Purpose The purpose of this paper is to explore the dynamic relationships among the essential knowledge management (KM) constructs, i.e. strategy, enablers and processes, and to establish their links to organizational performance using a holistic integrated model. Design/methodology/approach The structural equation modeling approach was used in the research study. The primary data were collected from IT managers in Indian software firms. Findings The study successfully tested an integrated KM model in an Indian scenario. The study found that the KM strategy, enablers and processes had a significant positive relationship with the organizational performance. An appropriately designed KM strategy significantly influenced the KM enablers and KM process. KM enablers nurtured in an organization positively impacted the KM process. Furthermore, the KM process partially mediated the relationship between the KM strategy and organizational performance, and partially mediated the relationship between KM enablers and organizational performance. Originality/value This study is one of the few to empirically establish how the essential KM constructs of strategy, enablers and processes together impact organizational performance.

PurposeDrawing on the knowledge-based view (KBV), the purpose of the study is to examine the impact of collaborative culture (CC) on frugal innovation (FI). It also advances insight into the pathways for stimulating distinct aspects of innovation capacity by assessing the mediating effects of knowledge management (KM) processes and the moderating role of perceived organizational support (POS).Design/methodology/approachBased on the data gathered from 430 participants from 80 Pakistani manufacturing and service firms, this study used structural equation modeling to evaluate hypotheses in the established research model.FindingsThe findings reveal that CC positively fosters the KM processes and different aspects of FI. The results indicated the positive direct impact of KM processes on frugal functionality (FF) and frugal cost (FC) while insignificant on the frugal ecosystem (FE). This study found partial mediation of KM processes on the relationship among CC, FF and FC, but the KM process does not mediate the relationship between CC and FE. The results also demonstrated that POS moderation enhances the impacts of CC on KM processes and FF while notably weakening the impacts of CC on FC and FE.Research limitations/implicationsTo understand the crucial role of knowledge capital in companies’ innovation capability, future research should examine the mediating function of KM capability (knowledge process capability and knowledge infrastructure capability) and moderating role of environmental turbulence in the relationship between CC and different aspects of innovation capability.Practical implicationsThis study significantly advances a better understanding of the relationship between CC and specific facets of innovation capacity by emphasizing the importance of driving the KM process and improving POS.Originality/valueThis study has contributed to the theoretical and practical efforts on KBV, emphasizing the critical importance of CC in fostering a conducive environment for KM processes and innovation.

The impact of knowledge management processes on information systems: A systematic review