Drivers Of Knowledge Management Research Articles

Knowledge management drivers and its results: a quantitative study in a public higher education institution

PurposeThe purpose of this study was to evaluate the influence of knowledge management (KM) drivers on perceived KM results in a public higher education institution. A structured theoretical model based on leadership, people, processes, knowledge processes, technology, learning and KM results was developed and tested.Design/methodology/approachA survey was conducted with the employees of a public higher education institution where an administrative reform was initiated. A valid sample of 257 respondents was obtained. The data were obtained from the application of a structured questionnaire based on the KM drivers and their results. A five-point Likert-type scale was used to measure respondents' answers. The main data analysis technique was structural equation modeling.FindingsThe results indicate knowledge processes, leadership and people factors have a positive and significant impact on KM results. On the other hand, organizational processes, technology and learning factors were not significant. However, the service length of servants in the institution influences the perception of knowledge drivers.Practical implicationsPublic institutions should be attentive to people with more time of service because they may have difficulties with technological advances, reorganization of processes and adaptation to new ways of sharing knowledge.Originality/valueThis study advances on the analysis of KM results in the public sector and tests the moderation effect of time of service.

Knowledge Management and Organizational Performance - Employee Perception: A Research on Commercial Banks in Rangamati

Competitions are escalating day by day forcing businesses to use knowledge management to increase organizational effectiveness. To collect primary data, the study used a survey approach with a questionnaire. The study's target populations were the staff members of a few particular banks in Rangamati, Bangladesh. Using the multiple regressions approach, two hypotheses were created and evaluated. The study's results show that knowledge management has a positive effect on organizational performance. According to the study, knowledge management significantly affects organizational performance. In the study, a substantial positive relationship between knowledge management drivers and knowledge management performance was found. It is advised that banks and other companies use knowledge management to successfully accomplish corporate goals and make sure that staff members are welltrained and developed to acquire the necessary information to successfully handle modern issues.

Knowledge Management Practices and Performance of Academic Libraries: A Case of Mount Kenya University, Kigali Campus Library

This research sought to determine, assess and evaluate the knowledge management practices and performance in academic libraries. The researcher chose the case study of Mount Kenya University, Kigali Campus library. The general objective of this study was to understand the knowledge management practices used in enhancing the performance of academic libraries. Specifically, the researcher identified major drivers of Knowledge Management (KM) practices in academic libraries; analyzed the KM activities needed to enhance the academic library for proper KM practice; and determined the challenges that might face the academic librarians in implementing KM. The study population included all the library staff in the university. The researcher used census to sample the total population of all the university library staff. Data was collected using questionnaires and data analysis procedures involved editing to verify the coherent of respondents in answering the questionnaires, coding to summarize and simplify the work of processing data and finally graphical representation to make statistical frequency distributions.

Functional Boundaries as a Tacit Knowledge Sharing Factor and Its Effect on Public Sector Performance in Kenya

Knowledge is a crucial component in the growth of any organization and it forms a significant fraction of all the resources required for organizational growth. Out of the renowned factors of production namely land, labor, capital, entrepreneur and management, three out of the five factors (60%) are human factors (resource) which are actually the main drivers of knowledge management and tacit knowledge sharing. The world revolution has seen economies come from reliance on land ownership (the agricultural age), where the backbone of the economy is purely agriculture, through to the industrial age (reliance on industrialization) and now is the knowledge focus (reliance on knowledge gathering, acquisition and storage as a competitive advantage) which is the third wave of human socio-economic development. In a knowledge society, the basic economic resource is no longer capital, or natural resources or even labour, but knowledge. Knowledge is now recognized as a resource that is at par with other economic resources. It is noted that in the knowledge age, 2% of the working population will work on the land (agriculture), 10% will work in the industry (industrialization) and the rest will be in knowledge (tacit). In the Kenyan civil service, there seems to be ignorance in the amount of knowledge that flows through the Kenyan civil service every day. Chief among the reasons for this scenario is strong hierarchical (functional boundaries or strict demarcations), and bureaucracies that impede generation, distribution and sharing of knowledge and information. The performance of the Kenya public sector had failed to meet the stipulated targets as was indicated by the performance of the economic, social and other sectors in the year 2012 and 2013. In addition, empirical evidence reveals that there is a lacuna in the studies associated with tacit knowledge sharing and performance of the public sector in Kenya. The study therefore focuses on the influence of functional boundaries as a factor of tacit knowledge sharing and how they affect public sector performance in Kenya.

Drivers of organizational knowledge management

Most of knowledge management documents use a single dimension or individual case study as the foundation to carry out studies into management performance and the studies into how knowledge management performance influence knowledge management driver are very few. Consequently, this study integrated the theories from different studies to propose three individual drivers of knowledge management, and the knowledge management performance of organizations was the dependent variable. Through questionnaires, the mutual relationship between the three individual drivers of knowledge management would be discussed, and then the relationship between the drivers of knowledge management and the knowledge management performance in the organization would be discussed too. Two-step approach of Anderson and Gerbing (1988) was the main study method of this study, and SPSS statistical software was used to carry out reliability test and exploratory factor analysis, and assessment of validity and measuring model were then carried out. LISREL8.51 statistical software was used to carry out verification for the measuring model. The study result showed that the more popular the application of relevant information system of knowledge management, the better the performance of organization’s knowledge management. Positive participation of the leaders and creation of knowledge management culture are important factors of the optimal knowledge management performance in the organization. On the other hand, appropriate use of information technology allows the formation of knowledge management culture. This culture could guide or stimulate the organization too. Leader’s behavior is the significant factor of creating excellent knowledge management culture. This study attempted to urge the enterprises to check on its organization and operation, and correct their major problems during the preparation of implementing knowledge management, so as to promote the probability of being successful when the enterprises implement knowledge management. Key words: Drivers of knowledge management, knowledge management performance, knowledge -based economy, operation performance.

The relationship between archives and knowledge management: some evidence from Australia

This paper emerged from an earlier survey of developments in knowledge management within the Australian Public Service (APS). The earlier study pointed to future research possibilities in an emerging relationship between knowledge management and archives and records. The resultant case-based research reported here shows that this relationship operates most strongly in the context of key drivers of knowledge management within government agencies and departments, and in linkages between the work of the National Archives of Australia (NAA) and that of other Commonwealth organisations. Knowledge management also emerges as an important strategic issue for the National Archives of Australia. Eleven issues emerging as common in the previous study were discussed at the NAA: Perceptions, Approaches, Drivers, Links to core business, Obstacles, Enablers, Structures, Frameworks, Metrics, Champions and inter-agency networks. In overall terms the NAA emerged as an organisation that was at the development stage for knowledge management and one that was taking conscious strides in this direction.