Knowledge Management Culture Research Articles

The impact of organizational learning culture, workforce diversity and knowledge management on innovation and organization performance: A structural equation modeling approach

BACKGROUND: Innovation is founded as a strong contributor to the formulation of competitive strategy and enhance organizational performance. Different organizations dropped drastically from the competition by not innovating their products and services. PURPOSE: To analyze the relationship of an organizational learning culture, workforce diversity and knowledge management with innovation and organizational performance, this topic is also has become an important topic in the field of management. With a few exceptions, however, the literature has focused on different business and small and medium-size enterprise, but this study intends to bridge this gap by testing the framework in educational institutes. METHODS: A quantitative research method is used to test the conceptual framework. The data was collected from Malaysian, and Thailand private sector universities; a closed-ended questionnaire was administrated to collect the data. Data is analyzed through statistical software SMART-PLS RESULTS: Findings of the study reveal that the exogenous variables knowledge management, organization learning culture, and workforce diversity has a significant and positive relationship with endogenous variable innovation and further innovation has a significant and positive association with organization performance. CONCLUSION: This study reveals that workforce diversity, knowledge management and organizational learning culture play a vital role to bring the innovation which further enhances the organization performance. Due to current pandemic COVID-19, educational institutes required more innovative process of teaching and operation, a learning culture, knowledge management systems and diverse workforce can play a vital role in the educational institute innovation process.

A startup initiative on implementing electronic human resource management

Implementation of e-HRM includes different difficulties with its employee implications like extensive set-up expenses to help a vigorous tech-foundation and impediments in mapping all substantial HR forms into e-HRM process, concentrate on belittling courses of events in venture completing may make struggle between the procedure proprietorship by HR and IT divisions, and so forth. E-HRM assume the presence of an IT culture and additionally a culture of Knowledge management (KM), with the Human Resource as a procedure proprietor, being clear about the targets of e-HR and the execution design e.g. characterizing the developments for execution, choice of usage accomplices, a dedication which includes spending extend periods of time, preparing workers on the ideal utilization of the entrance, and so forth. The set-up costs and also upkeep appear to be one of the greatest difficulties of e-HRM. Costs have a tendency to berelative to necessities and the kind of association. The greater part of the bundles is of worldwide measures and in view of best practices. These bundles should be modified according to Indian Standards keeping in mind the end goal to make them easy to understand for Indian clients. This customization should be taken up in the correct viewpoint. Preparing the clients is numerous a periods an arduous procedure, the same number of individuals don't observe them to be easy touse. Ceaseless checking and input are basic for the achievement of any e-HRM exertion in an organization.

Effectiveness of knowledge culture-based organization management for education institutions

Knowledge management develops as an important and strategic part in managing HR in educational institutions. The rapid changes in all fields of life, due to the effects of globalization and the development of highly accelerated information technology. This condition clearly results in the need for new ways of addressing everything that happens to survive. The emphasis on the increasing importance of the quality of human resources (HR) is one of the responses in addressing these changes. In this connection the role of science becomes more prominent, because only with knowledge all changes that occur can be addressed appropriately. This means that education plays an important role in preparing quality and competitive human resources. Recognizing increasingly severe competition, it is necessary to change the cultural paradigm from the one originally relied on resouce-based to knowledge-based which relies on the analysis of the field of science. To be able to manage their knowledge management well. Then an organization must be able to understand the history of the development of knowledge management culture with both individuals, groups or organizations must be able to survive in an era full of uncertainty (chaos and complexcity). Learning organizations that contain individual learners who are supported by a strong infrastructure ranging from procurement of information to structured knowledge in a digital library, are then socialized to produce new values in the organization. Where new values change the perspective of each element of the organization to develop in a better direction.

Critical Success Factors and Knowledge Management Process in Indian Nationalised Bank

Knowledge management is now becoming the driving force for the success of any business. This paper presents the framework for understanding the critical success factor that impact the execution of knowledge management in a bank. We had entered the era where future will depend on the creation, acquisition, integration and application of knowledge at right time to innovate and take competitive edge. Knowledge can be used as asset, resource or strategy. The motivation of this study is to identify the impact of critical success factors on knowledge management process in Indian nationalised banks. The construct identified as critical success factors such as information technologies, leadership in knowledge management, knowledge management culture, and measurement of knowledge management were tested using structural equation model. 236 response were collected from the respondent employed in Indian nationalised bank in Gorakhpur with the help of questionnaire as a data gathering instrument. The finding of the study reveals that all the critical success factors used in the proposed model significantly influence the knowledge management process. Leadership in knowledge management is identified as most important predictor among the critical success factor.

Innovation as a mediator between Innovative Culture, Transformational Leadership, Knowledge Management, Learning Orientation, and Performance

It is believed that for small and medium-sized enterprises (SMEs), innovation is most important to deliver performance. Literature indicates that the most significant antecedents of innovation are learning orientation, transformational leadership, knowledge management, and innovative culture. Further, a research gap exists regarding the mediating effect of innovation for the relationships among these antecedents and SMEs performance in the Pakistan context. The scope of research is limited to SMEs and is novel and significant in this regard that it examines the mediatory role of innovation for the relationships between learning orientation, transformation leadership, knowledge management, innovative culture, and performance for Pakistani SMEs. This research employed quantitative research design and collected primary data from 150 SMEs (including retailers, hotels, restaurants, and boutiques) of Southern Punjab region. Area sampling technique was used wherein areas were selected randomly. Respondents were top managers/owners of SMEs. This research concludes that innovation does play a mediatory role. It contributes and strengthens transformational leadership theory, resource-based theory, theory of the growth of firms, and dynamic capabilities perspective. The study also contributes by providing practical implications and suggestions to the policy makers and managers of SMEs. It suggests that managers must develop an innovative culture to promote innovation and attain high performance. Further, effective knowledge management guarantees innovation and superior performance of the organization. Regarding, learning orientation, it suggests that information must be obtained from and communicated to all the employees for fostering innovation and high performance. Finally, the transformational leadership style must be used by leaders for enhancing the creativity of employees and improving SME performance.

Toward green computing practices: A Malaysian study of green belief and attitude among Information Technology professionals

The adoption of Green Information Technology (GIT) is important to ensure organizations’ environmental performance through sustainable production, consumption, utilization and disposal of Information Technology (IT) devices. However, research on the adoption of GIT practices has mostly addressed organizational factors and outcomes, with limited emphasis on the cognitive and attitudinal factors associated with behavioral change. Based on the Belief-Action-Outcome (BAO) framework, this research examined the effects of individual, social and organizational factors on GIT attitude among a sample of IT professionals in ISO 14001 certified IT companies in Malaysia and investigated the mediating effects of their beliefs about GIT. Further, this research investigated the relationship between GIT attitudes and behavioral change, as indicated through self-reported engagement in green computing practices. Survey methods were used to collect data from 333 respondents. The results support the direct effects of GIT knowledge, social influence and green management culture on GIT attitude. However, hypothesized indirect effects through the mediation of GIT beliefs were supported for GIT knowledge and social influence, but not for green management culture. The relationship between GIT attitude and engagement in green computing practices was supported. The implications of these results are discussed, and future research directions are suggested.

The role of knowledge management in organizational performance: case study of University of Malang, Indonesia

The present study puts forward a model that examines variables of human resources management practices, organizational culture, knowledge management and organizational performance. By this model, it intends to explore the effects of human resources management practices and organizational culture on organizational performance. Particularly, it intends to find out their relationship with knowledge management as a mediator. The research applies SmartPLS for data analysis, with 163 respondents by means of saturation sampling technique. The results display several facts. First, both HRD practices and organizational culture have significant effects on knowledge management. Second, while knowledge management and organizational culture have a significant effect on organizational performance, HRD practices do not significantly affect organizational performance. It makes knowledge management only serve a partial mediation between human resources management practices and organizational performance, and serve a full mediation between organizational culture and organizational performance.

The relationship between organisational culture and knowledge management culture

This study expect to explore the relationship between organisational culture, knowledge management (KM) culture, and an individual's KM intention in the KM process, and to clarify the relationship between the eight dimensions of organisational culture and KM culture, in order to understand the effect of KM culture on an individual's KM intention in the KM process. The contribution of this study for management is the insight, that to facilitate the KM culture in their organisation, they should encourage results-oriented, solidarity, sociability, and strong cultures, and discourage a job-oriented culture. At the same time, encouraging a strong culture and a KM culture will increase the employees' intention to directly manage their knowledge in the KM process; but plays a significantly negative moderate role between the KM cultures and an individual's KM intention.

The relationship between organisational culture and knowledge management culture

The relationship between organisational culture and knowledge management culture

The Role of Knowledge Management Infrastructure in Enhancing Job Satisfaction: A Developing Country Perspective

Aim/Purpose: This research aims to examine the role of Knowledge Management (KM) infrastructure (technological, structural, and cultural) in enhancing job satisfaction in the context of developing countries, as exemplified by Jordan. Background: Despite the presence of job satisfaction studies conducted in educational institutions across the world, knowledge management issues have not been taken into consideration as influencing factors. Methodology: A total of 168 responses to a questionnaire survey were collected from the academic staff at Zarqa University in Jordan. Multiple regression analysis was conducted to test the research hypotheses. Contribution: This study offers deeper understanding about the role that knowledge management infrastructure plays in enhancing job satisfaction from a developing country perspective. The proposed model is tested the first time in Jordan. Findings: Results of the current study revealed that there are significant positive impacts of technological and cultural KM infrastructures on job satisfaction, whereas structural KM infrastructure does not have a significant impact on job satisfaction. Also, the results revealed significant gender difference in perception of the impact of knowledge management infrastructure on job satisfaction. On the other hand, an ANOVA test found no significant difference in the impact of knowledge management infrastructure on job satisfaction among groups by age, experience, and academic rank. Recommendation for Researchers: Our findings can be used as a base of knowledge for further studies about knowledge management infrastructure and job satisfaction following different criteria and research procedures. Future Research: The current model can be applied and assessed further in other sectors, including public universities and other services sectors in developed and developing countries.

Quality management: a compulsory requirement to achieve effectiveness

Quality management (QM), knowledge management (KM), and organisational culture make up critical resources for sustained competitive advantage of the organisation. Individually, each contributes to perceived organisational effectiveness (POE). A review of the literature suggests that alignment between these factors is of paramount importance to increase the overall effectiveness of the organisation and that there might be several paths for the organisation to achieve this goal. Therefore, our research aims to determine which combinations of the following organisational resources and capabilities (QM, KM, Values, and Values Fit) should be included to achieve a better POE. To examine joint effects of several factors, configuration theory logic was adopted. The analysis was relying on complementarity between qualitative and quantitative data. A total of 73 cases were analysed by a qualitative comparative analysis (QCA). This analysis suggested that alignment between QM and KM, on the one hand; and among QM, values, and value fit, on the other hand, is key to improve POE. Our findings indicate that QM is a crucial condition of POE. These results offer interesting and useful implications for both academics and managers.

PENGARUH MANAJEMEN PENGETAHUAN, BUDAYA ORGANISASI TERHADAP KINERJA ORGANISASI

This study aims to examine and analyze the influence of knowledge management and organizational culture on organizational performance. This study uses theory of Resources Based View. The study conducted by the Agency for Assessment and Application of Technology (BPPT), with 62 respondents on engineering positions. Data collected using questionnaire method that is by giving list question or questionnaire which submitted directly to respondent and also by email. Data analysis techniques in this study using Partial Least Square (PLS) with WarpPLS 3.0. The results showed that knowledge management and organizational culture have positive and significant influence on organizational performance.
 Keywords : Knowledge Management, Organization Culture, Performance Organization

Organizational Culture And Knowledge Management: A Study Of Dangote Cement Manufacturing Firms, Obajana, Kogi State, Nigeria

The objective of the study was to ascertain the role of organizational culture in knowledge management with particular reference to Obajana Cement Manufacturing Firms, Kogi State. The study employed secondary data mainly through the reviewed literature Findings revealed that supportive culture and innovative culture significantly influence knowledge sharing and knowledge creation while bureaucratic culture at times affects knowledge acquisition to some extent. The bureaucratic culture at times affects knowledge acquisition to some extent. Bureaucratic culture can be effective depending on the situation and work environment. The study concluded that organizational culture (Bureaucratic, supportive and innovative culture) strongly determines the extent to which knowledge management is implemented in the organization. Organization culture is a strong predictor of knowledge management, its success or failure to enhance the organization's sustained competitive advantage toward better performance. The study finally recommended that organizations will endeavor to adopt a bureaucratic culture as it tends to create the expectation among organizational members and influence management to provide a clear vision of purpose for knowledge management before the employees will embark on the implementation of knowledge management activities. Although supportive culture and innovative culture help organizations to meet up the demands and needs of customers through knowledge creation, acquisition, and sharing. Organization members should be re-oriented based on the essence of new knowledge to facilitate their job performance

Retracted: The role of knowledge management in raising the efficiency of pilots' performance in the aviation industry: a comparative study

The aim of this study is to address and shed the light on the actual knowledge management implementation in the aviation industry as well as determining the obstacles and its impact on the pilots' performance. The researcher used descriptive methodology to solve the problem of this research by analyzing different studies in the knowledge management implementation and obstacles in many organizations based on the analytical method using SWOT analysis to determine the strengths and weaknesses of these studies, as well as identifying opportunities and threats. This study concluded with important results such as: there are relationship between knowledge management implementation and the pilots' performance. There are lag of higher management support. Finally, this study recommends very important points such as: higher management should provide the appropriate support, Build up knowledge management culture in the organization. Use of the latest technology in information systems and create an appropriate environment that achieve a culture of knowledge management. A strategic plan should be set for knowledge management implementation.

Metodologia para la Gestión del Conocimiento en las Mipymes Proveedoras de Autopartes

¿Qué tipo de metodología se puede establecer para la adecuada Gestión del conocimiento en las Mipymes proveedoras de autopartes? Es la pregunta cuya proposición es “Una metodología cuya transferencia del conocimiento involucre los diferentes aspectos de la gestión del conocimiento y de la cultura organizacional, puede repercutir de manera importante en la competitividad de las MiPYMES proveedoras de autopartes”. El objetivo fue la realización de una propuesta para el fortalecimiento de la competitividad a través de la gestión del conocimiento de las Mipymes. Se utilizó el método cualitativo con estudio de caso y la fenomenología, a través de entrevistas semi-estructuradas, observación, análisis de documentos, y el uso del programa para análisis de datos cualitativos ATLAS. Ti. En los resultados se detectaron serias debilidades en la transferencia del conocimiento de las empresas, no existe una metodología definida para lograr el aprendizaje organizacional, no existen motivantes ni indicadores base de medición, para lo anterior se propone una metodología de transferencia del conocimiento que pretende aportar al fortalecimiento de la competitividad de la MiPYMES en la que intervienen además de la cultura interna, varios factores como son asociaciones industriales del sector automotriz, centros de investigación y universidades.

Relationship between Organizational Culture and Knowledge Management from the Perspective of Faculty Members

Introduction: Organizational culture and knowledge management will affect all aspects of the organization. Successful knowledge management is required to improve of organizational culture. In fact the organizational culture is the base of knowledge management. The context of appropriate organizational culture provides more effective application of knowledge or knowledge management and case the promotion and development of organization. So in this study investigated between two components of organizational culture and knowledge. Methods: Organizational culture and knowledge management were evaluated by pre-approved questionnaire. This study was examined on all faculty members of Research Centers Affiliate to University of Medical Sciences. After using Smirnoph Colomogroph test to determine data normality, Descriptive and analytical statistics was performed by SPSS software (version 21). Results: Current situation review of organizational culture and knowledge management of considrered centers were assessed as average (range, 3 to 4). Pearson correlation coefficient results was also showed a significant correlation between organizational culture and knowledge management (P= 0.926). Organizational collaboration and knowledge management relationship was not significant (P <0.001); also a significant relationship was found between organizational involvement, adaptability, consistency and Mission with Knowledge management (P <0.001). Conclusion: In order to achieve the goals of proper management of knowledge in promoting organizational culture in research centers it is essential to provide the necessary training and skills because there was a direct link between knowledge management and organizational culture.

The role of innovation in building competitive advantages: an empirical investigation

PurposeNowadays, innovation appears as one of the main driving forces of organisational success. Despite the above fact, its impact on the propensity of an organisation to develop and sustain a competitive advantage has not yet received sufficient empirical investigation. The purpose of this paper is to enhance the existing empirical literature by focusing on the antecedents of innovation and its impact on competitive advantage. It proposes a newly developed conceptual framework that adopts a three-step approach, highlighting areas that have rarely been simultaneously examined before.Design/methodology/approachThe examination of the proposed conceptual framework was performed with the use of a newly developed structured questionnaire that was distributed to a group of Greek manufacturing companies. The questionnaire has been successfully completed by chief executive officers (CEOs) from 189 different companies. CEOs were used as key respondents due to their knowledge and experience. The reliability and the validity of the questionnaire were thoroughly examined. Empirical data were analysed using the structural equation modelling technique. The study is empirical (based on primary data), explanatory (examines cause and effect relationships), deductive (tests research hypotheses) and quantitative (includes the analysis of quantitative data collected with the use of a structured questionnaire).FindingsResults indicate that knowledge management, intellectual capital, organisational capabilities and organisational culture have significant direct and indirect effects on innovation, underlining the importance of their simultaneous enhancement. Finally, the positive effect of innovation on the creation of competitive advantages is empirically validated, bridging the gap in the relevant literature and offering avenues for additional future research.Originality/valueThe causal relationship between innovation and competitive advantage, despite its significant theoretical support, has not been empirically validated. The present paper aspires to bridge this gap, investigating the impact of innovation on the development of competitive advantages. Moreover, the present study adopts a multidimensional approach that has never been explored in the existing innovation literature, making the examination of the proposed conceptual framework an interesting research topic.

Strategic Aspect of Knowledge Management

Abstract Background and Purpose: This paper analyses the strategic aspects of knowledge management in organizations in Serbia, from the theoretical and empirical point of view. In its theoretical part, the paper analyzes the latest literature in the fields of knowledge management, relations between communications strategyes and knowledge management, generations of knowledge management and organizational culture. Design/Methodology/Approach: In its empirical part, the paper deals with determining the level of knowledge management in Serbian organizations through diffrent generations of knowledge management, as well as the problem with explicit and tacit knowledge management. The hypotheses were tested using data colleted from organizatons in Serbia via questionnaire, which consisted of 50 questions to examine five key factors in knowledge management. Results: The results showed that out of 41 indicators, only eight are rated positively. Results of t-test indicate significant distinctions within factors affecting the quality of knowledge management, as well as differences in quality of explicit and tacit knowledge management, therefore they confirmed both hypotheses. Conclusion: The knowledge management projects in organizations in Serbia are initiated, as well as that belonging to the first generation of knowledge management can be defined.

A Study of the Effect of Knowledge Management on Organizational Culture and Organizational Effectiveness in Medicine and Health Sciences

The usage of medical resources can meet required overall medial quality via the implementation of knowledge managements. At the same time, it allows medical professionals to understand and recognize the management strategy of the hospital. They will stay with the hospital and assist it in keeping its competitiveness and the goal of sustainable operations. Therefore, it is an important topic for hospital managements nowadays to realize this goal. Based on this consideration, the objective of this study is to investigate the influence of knowledge management on organizational culture and organizational effectiveness. The sampled subjects in this study include doctors and medical professionals in the city-level Grade III Level I hospital in Shanghai City. A total of 376 questionnaire copies were dispatched and a total of 266 copies were returned with an effective rate of response as 71%. The results of this study indicated the following findings. 1. There is a significantly positive correlation between knowledge management and organizational culture. 2. There is significantly positive correlation between organizational culture and organizational performance. 3. There is a significantly positive correlation between knowledge management and organizational performance. 4. The organizational culture has a mediation effect between knowledge management and organizational effectiveness. At the final stage of this study, we proposed our recommendations for the health care industry with an expectation that these could serve as the direction for stipulating health care policies in the future and a reference for the design of medical professional’s works, personnel incentive managements, and in-service trainings. Embodied recommendations were also proposed for the health care industry to promote knowledge management and the practical implementation of strategies.

Looking beyond knowledge sharing: an integrative approach to knowledge management culture

PurposeThis study aims to identify the main knowledge processes associated with organizational knowledge culture. A diverse range of knowledge processes have been referred to in the extant literature, but little agreement exists on which knowledge processes are critical and should be supported by organizational culture.Design/methodology/approachUsing a systematic literature review methodology, this study examined the primary literature – peer-reviewed and scholarly articles published in the top seven knowledge management and intellectual capital (KM/IC)-related journals.FindingsThe core knowledge processes have been identified – knowledge sharing, knowledge creation and knowledge implementation. The paper suggests that a strategy for implementing successful organizational KM initiatives requires precise understanding and effective management of the core knowledge infrastructures and processes. Although technology infrastructure is an important aspect of any KM initiative, the integration of knowledge into management decisions and practices relies on the extent to which the organizational culture supports or hinders knowledge processes.Research limitations/implicationsThe focus of the study was on the articles published in the top seven KM/IC journals; important contributions in relevant publications in other KM journals, conference papers, books and professional reports may have been excluded.Practical implicationsPractitioners will benefit from a better understanding of knowledge processes involved in KM initiatives and investments. From a managerial perspective, the study offers an overview of the state of organizational knowledge culture research and suggests that for KM initiatives to be successful, the organization requires an integrated culture that is concerned with knowledge processes as a set of inextricably inter-related processes.Originality/valueFor the first time, a comprehensive list of diverse terms used in describing knowledge processes has been identified. The findings remove the conceptual ambiguity resulting from the inconsistent use of different terms for the same knowledge process by identifying the three major and overarching knowledge processes. Moreover, this study points to the need to attend to the inextricably interrelated nature of these three knowledge processes. Finally, this is the first time that a study provides evidence that shows the KM studies appear to be biased towards Knowledge sharing.