Knowledge Management Leadership Research Articles

Model of knowledge management readiness and initiatives for improvement in government agencies

PurposeThe application of knowledge management (KM) in government agencies is one strategy to deal with government problems effectively and efficiently. This study aims to identify KM readiness critical success factors (CSFs), measure the level of readiness for KM implementation, identify improvement initiatives and develop KM readiness models for government agencies. This model plays a role in the implementation of KM successful.Design/methodology/approachThe level of readiness is obtained by calculating the factor weights of the opinions of experts using the entropy method. The readiness value is calculated from the results of the questionnaire with average descriptive statistics. The method for analysis of improvement initiatives adopts the Asian Productivity Organization framework. The model was developed based on a systems approach and expert validation.FindingsReliability testing with a Cronbach’s alpha value for entropy is 0.861 and the questionnaire is 0.920. The result of measuring KM readiness in government agencies is 75.29% which is at level 3 (ready/needs improvement). The improvement in the level of readiness is divided into two parts: increasing the value of factors that are still less than ready (75%) and increasing the value of all factors to level 4 (84%). The model consists of three main sections: input (KMCSFs), process (KM readiness) and output (KM implementation).Research limitations/implicationsThe first suggestion is that the sample of employees used in this study is still in limited quantities, that is, 50% of the total population. The second limitation is determining KMCSFs. According to experts, combining this study with factor search and correlation computations would make it more complete. The expert’s advice aims to obtain factors that can be truly tested both subjectively and objectively. Finally, regarding literature selection for future research, it is recommended to use a systematic literature review such as the preferred reporting items for systematic reviews and meta-analyses and Kitchenham procedures.Practical implicationsThe management must also prioritize KMCSF according to its level and make KMCSF a key performance indicator. For example, at the priority level, active leadership in KM is the leading performance indicator of a leader. Then at the second priority level, management can make a culture of sharing an indicator of employee performance through a gamification program. The last point that management must pay attention to in implementing all of these recommendations is to collaborate with relevant stakeholders, for example, those authorized to draft regulations and develop human resources.Originality/valueThis study proposes a novel comprehensive framework to measure and improve KM implementation readiness in government agencies. This study also proposes a KMCSF and novel KM readiness model with its improvement initiatives through this framework.

Rating of Knowledge Management Factors Affecting Construction Company Performance

Constructionindustry uses project-based activities where project participants are considered as knowledge sources. This makes knowledge management as important factors in project management performance. Thus, this study presents a quantitative study on identifying knowledge management factors affecting Turner construction company performance in UAE.The study identified 32 factors and classified into 4 knowledge management groups namely knowledge leadership, knowledge culture, knowledge process and knowledge technology. A question survey was conducted to the employees of the company requesting them to gauge the influence of each factor to company performance using Likert scale. A total of 350 questionnaire sets were distributed and only 291 valid responses were used for the analysis. The results of the analysis found that in knowledge management leadership group, the most influential factor is KML5 which is Has sufficient resources in project knowledge management activities. For knowledge management culture, the most influential factor is KMC3which is Rewards employees who create, share, store and use knowledge to perform projects. In knowledge process group, the most influential factor is KMP7 which is Believe insharing knowledge with others. For the final group that is knowledge technology, the most influential factor is KMT8 which is Responsible for creating project knowledge-sharing technology environment.The result also found that the most influential group is knowledge management leadership group has attained the highest score.For cross tabulation analysis, it was found that leadership and culture related to knowledge management are more pertinent to senior respondents who are holding higher position in thecompany. This is logic as they need to manage the resources of the company holistically as compare to junior respondents. While junior employees/respondents are more inclined to knowledge management related to processes and technology. These findings are benefitted to the construction company in prioritizing the application knowledge management aspect.

Revealing deeper relationships between knowledge management leadership and organisational performance: a meta-analytic study

ABSTRACT Many empirical studies have tried to investigate the relationship between knowledge management (KM) leadership and organisational performance; however, the findings of such studies have been inconsistent. In response to this, we apply a meta-analysis technique to systematically assess the existing pool of empirical research results and derive conclusions. We also examine the impacts of contextual moderators, such as national culture, economy, and industry, on the KM leadership–organisational performance relationships. The findings, stemming from 6,272 research subjects making up 22 studies, demonstrate that KM leadership is positively associated with the overall (financial and non-financial) performance of firms. Specifically, it was found that the KM leadership–non-financial performance relationship is strengthened in collective cultures, developing economies, and the manufacturing industry. This paper is the first meta-analytic study concerning KM leadership and organisational performance, producing new understanding of contextual factors in the KM field.

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.

Do Leaders Really Matter in Knowledge Management Practices? Case of Serbian Companies

The purpose of this study is to explore whether the leadership change consequently imposes further changes in knowledge management (KM) practices, as well as to reveal which KM practices are affected by this strategic change. Namely, a theorized ten-fold conceptualization of KM practices has been tested on a sample of 101 Serbian companies employing more than 100 employees each. The main findings demonstrate that leadership changes affect some elements of KM leadership, HRM practices in recruitment, training and development, and compensation. Furthermore, findings depict that leadership changes have a profound influence on knowledge-friendly organizational culture and knowledge sharing between mid-level management and employees. Finally, the results show that the leadership change in Serbian companies affects sales growth rate. The companies that experienced this change had negative sales growth rate contrary to the companies without this strategic change.

The role of knowledge-oriented leadership in knowledge management and innovation

The role of knowledge-oriented leadership in knowledge management and innovation

Leading knowledge management in a secondary school

Leading knowledge management in a secondary school

Promoting Knowledge Management Components in the Palestinian Higher Education Institutions - A Comparative Study

This paper aims to measure knowledge management maturity in higher education institutions to determine the impact of knowledge management on high performance. Also the study aims to compare knowledge management maturity between universities and intermediate colleges. This study was applied on five higher education institutions in Gaza strip, Palestine. Asian productivity organization model was applied to measure Knowledge Management Maturity. Second dimension which assess high performance was developed by the authors. The controlled sample was (917). Several statistical tools were used for data analysis and hypotheses testing, including reliability correlation using Cronbach’s alpha, “ANOVA”, Simple Linear Regression and Step Wise Regression. The overall findings of the current study shows that maturity level is in the second level. Findings also support the main hypothesis and it is sub- hypotheses. The most important factors effecting high performance are: Processes, knowledge management leadership, People, knowledge management Outcomes. Furthermore the current study is unique by the virtue of its nature, scope and way of implied investigation, as it is the first comparative study between universities and intermediate colleges in Gaza Strip that explores the status of knowledge management maturity using the Asian productivity Model.

An Empirical Study of How the Knowledge Management Is a Driver of Innovation for Software Sector SMEs in MMxico

Purpose – Knowledge Management (KM) in Innovation process (INNOV), is a powerful engine that drives the company towards competitiveness (INSEAD, 2014; WEF, 2014); however, many small and media enterprises (SMEs) in Mexico, ignore it. So, the aim of the present study is to discover the key factors of KM that are involved in the INNOV, prevailing in the field of software sector SMEs in Guadalajara (SSG), Mexico.Design/methodology/approach – This research is a documental study about KM and how is related as driver on the INNOV; to achieve this, it was designed a questionnaire splitted in two parts: the first one, corresponding to KM that involved (5) factors: KM Leadership (KMLD); KM Capture and Acquisition (KMCA); KM Training and Mentoring (KMTM); KM Policies and Strategies (KMPS); KM Communications and Rewards (KMCR) with 23 total indicators as variables. The second one, INNOV that involved (6) factors: Innovation Value Added (IVADD); Innovation Input Items (IIIT); Innovation Process (INPROC); Innovation Output Items (IOIT); Innovation Performance (IPERF) and Innovation Feedback (IFEED) with 39 total indicators as variables. So, we designed a questionnaire (62 variables), as a measurement instrument based on Likert Scale (1 to 5 interval) in order to determine the degree of agreement with well Cronbach’s Alpha confidence (0.8432). We proceeded to do a survey to the total 200 CEOs belonging to the SMEs from SSG. The results were analysed using Structural Equations Modelling (SEM) to find validity and reliability of the structure to discover by the system equations, the underlying variables and their interrelationships. Finally, we found most representative KM variables to drive the INNOV, were: KMCA (0.9095); KMCR (0.8845); KMTM (0.8815); KMLD (0.8780); KMPS (0.8235). Finally we solved the (5) hypotheses finding the relationship between the KM factors and INNOV have significant positive effects.Originality/value – It lies in the design of a construct that identify the underlying KM factors and variables sized according an exploratory and multi-correlational study to drive 1814 the INNOV. All the factors and variables were collected from the principal theories about both subjects and jointed in a solid set by SEM to find their respective correlations.Practical implications – This study, shall serve to the SSG to identify what variables and factors from KM, are able to drive the INNOV and get a better place for competitiveness.

Practical Guidelines for the Practice of Knowledge Management in Higher Education

The paper would propose, define and support, five guidelines for the practice of knowledge management in Higher Education drawn from the history of epistemological thought. The guidelines for the practice of knowledge management include to develop of Organizational Knowledge, to develop a Knowledge Management Culture, to development of a Knowledge Gap Analysis, to develop Knowledge Management Leadership and too develop of a Knowledge Management Model.

A STRUCTURAL APPROACH TO INTEGRATING TOTAL QUALITY MANAGEMENT AND KNOWLEDGE MANAGEMENT WITH SUPPLY CHAIN LEARNING

The aim of this study is to integrate total quality management (TQM) and knowledge management (KM) into a unified framework to study supply chain learning among partnering firms. The impacts of TQM practices (e.g. leadership, strategic planning, customer focus, information analysis, people management and process management) and KM practices including KM process, leadership in KM, KM culture, KM technology and KM measurement on supply chain learning were examined. In this study, mail questionnaire have been sent to the managers consists of the Malaysian manufacturing and service firms. A total of 202 firms participated in this study. While greater level of TQM practices tends to enhance KM practices, we found that both TQM and KM are significantly positively related to supply chain learning. The findings of this study empirically tested and confirmed the proposed integrated model. It is hoped that findings from this paper can provide greater understanding in the areas of quality and knowledge management, and illustrate how these practices can enrich the supply chain learning among partnering firms.

Reusing Knowledge in Online Forums: A Pilot Study

While universities generate knowledge, they may not often effectively reuse and share that knowledge. Academic colleagues sometimes reinvent the wheels to recreate the same or similar type of knowledge and intellectual work. As the forum is a popular online teaching tool, this research focuses on the examination of how knowledge, created by a learning and teaching community in forums within an online learning environment, can be reused when a subject is run again or handed over to a different colleague later. It is qualitative interpretive research. To investigate the sharing and reuse of knowledge amongst academics, a focus group was conducted with eight experienced subject coordinators who have used online forums in teaching. They were from three different university schools and different disciplines. The participants produced a plethora of rich information regarding potential knowledge reuse about subjects, focusing on subject contents, assignment help, class discussions, learning difficulties and experiences. This study suggests that the development of a knowledge-sharing culture, university policies, or knowledge management leadership can effectively encourage sharing and reuse of knowledge within a university environment. This is an empirical investigation of a theoretical hypothesis raising issues for further research. The paper is based on a full understanding of the existing state of knowledge in the field and is an original contribution to understanding of the issues. The treatment shows evidence of critical evaluation and conclusions appear relevant and soundly based.

Leadership role in making effective use of KM

PurposeThe challenge facing knowledge management (KM) professionals is how to leverage knowledge for improving organizational performance. From a management perspective, it is important to utilize KM systems for improving communication, and collaboration to enhance employee skills with a focus on improving productivity. From a leadership perspective, it is critical to ensure that KM investments result in promoting collaborative culture both at individual and organizational levels to encourage knowledge sharing for better decision making and innovation. Ultimately, the purpose of KM is to leverage knowledge in order to improve organizational performance internally and externally. This paper aims to address these challenges from leadership perspective.Design/methodology/approachThis research addressed the following questions: how does an organization manage knowledge resources to gain and sustain competitive advantage? What is the role of KM leadership in making effective use of KM? A literature review was used to understand the role of leadership and the relation between KM and organizational performance. Further, two research studies, which employed interpretive structural modeling (ISM) were used to answer these two questions.FindingsThe study finds that selection of a competent leader is critical first step establishing an effective KM initiative as the leader plays an important role in obtaining top management and budgetary supports and in building technology infrastructure to accomplish KM goals. Further, KM leadership assumes greater importance during its initial implementation phase.Practical implicationsEffective KM leadership is a prerequisite to implementing a KM initiative and organizations will experience better results if they choose a leader before a detailed plan for KM initiative is developed and implemented.Originality/valueThis paper provides useful information on the effective KM leadership role.

Role of leadership in knowledge management: a study

PurposeThe purpose of this paper is to investigate the relationship as well as the impact of leadership styles on knowledge management practices in a software firm in India.Design/methodology/approachThe research involved collection of quantitative data on leadership styles and knowledge management practices by using two psychometric instruments, namely organizational leadership questionnaire and knowledge management assessment tool. The survey consisted of 331 knowledge workers working for a software firm in India who had a minimum of one year of working experience in the organization. The data which were collected underwent statistical treatment to obtain the results for the stated objectives of the study.FindingsThe research findings indicate directive as well as supportive styles of leadership to be significantly and negatively associated with the art of knowledge management practices. It also depicts that consulting and delegating styles of leadership are positively and significantly related with managing knowledge in a software organization. Finally, only the delegating mode of leadership behaviors was found to be significantl in predicting creation as well as management of knowledge for competitive advantage in software firms in India.Research limitations/implicationsThere are a few limitations which may affect the scope of the study. First, the study was conducted in only one software firm situated in the national capital territory of India. Hence, blanket generalization of the findings of the study to each and every software firm in India should be done with caution. Second, it was leadership styles alone more than any other variable which was taken to study its impact on knowledge management processes and practices. Therefore, it is suggested that future research, if any, in the area of knowledge management should take note of these two important limitations for the benefits of the industry as a whole.Practical implicationsThe research investigation offers several recommendations/suggestions for helping knowledge workers as well as top management to design and implement knowledge management architecture for organizational excellence.Originality/valueThe paper offers unique empirical directions to manage knowledge in a software company in India. As there is a dearth of empirical research in the area of knowledge management in India, the empirical evidence obtained in this paper will be of use to organizations wanting to become knowledge management companies.

KM governance: investigating the case of a knowledge intensive research organisation

PurposeThe aim of the research is to identify the knowledge management (KM) governance configuration of an organisation and to investigate its impact on the development of knowledge management in the organisation.Design/methodology/approachCase research methodology has been adopted using data obtained from interviews with key personnel involved in the knowledge management of the organisation.FindingsFindings show the particular importance of the centralised structure of the KM function for the creation of synergies among the different KM aspects; and the importance of leadership, communication and coordination to integrate other functions and to promote KM aspects in the organisation.Research limitations/implicationsEven though data has been obtained from several interviewees and secondary data, additional interviews with other key players of the KM initiative might have provided additional insights. This study describes a single organisation operating in a particular industry, which limits generaliseability.Practical implicationsOf particular importance is the portfolio of functions integrated in the KM Group, the provision of KM leadership, and the communication and coordination processes employed to support the KM initiatives.Originality/valueResearch into KM governance and the way in which KM is structured and coordinated in organisations is still relatively new. Little research has looked at the structures and processes behind organisational KM

Organizational knowledge leadership: a grounded theory approach

PurposeLeadership theory and research has not addressed the role of leaders in knowledge management, despite its importance to organizations. Consequently, information and knowledge management as key leader functions have not been explored. This study is an attempt to generate a preliminary theory of the role of leaders in knowledge management through a grounded theory approach.Design/methodology/approachThis study builds a grounded theory of the role of leadership in knowledge management by comparatively analyzing 37 in‐depth interviews of CEOs. Combining deductive and inductive methods, this study establishes the key role of top executive leaders of organizations in knowledge management.FindingsThe data from the interviews suggest that leaders are acutely aware of the role of information and knowledge sharing and design knowledge networks that serve to maximize organizational effectiveness. Moreover, leaders use information technology and knowledge management to better focus on key internal and external customers. Thus, this grounded theory emphasizes both the leader behavior dimensions of information and knowledge sharing. More importantly, this study links the processes of knowledge management and customer‐focused knowledge management to leader and organizational effectiveness. Additionally, there seems to be evidence that such knowledge management activities implemented by leaders can positively impact organizational performance.Research limitations/implicationsThis grounded theory study has identified relationships/ processes of leadership that are inherently longitudinal. A key limitation, however, is that the end result is theory, which needs to be tested and refined through other conventional mechanisms.Originality/valueThis study makes significant contributions to both the leadership and knowledge management literatures.

Forintek’s value added pathfinder: a case study

The paper describes the development of a specialised bilingual online database providing hyperlinks to Internet and other resources for researchers. The project grew from the need to provide current information for a new business area coinciding with the wish of the library staff to demonstrate leadership in knowledge management, making information accessible, no matter what its format or geographic location. Steps in planning the project are laid out. International standards for cataloguing electronic resources were not finalised, so the team adopted the best available for their purpose, building in enough flexibility to allow future adaptation. Our experience demonstrates the urgent need for finalised standards and led us to conclude that although consensus building is often desirable, sometimes there is a need to move forward more quickly with defined standards to prevent development stalling or extensive rework being required. Database elements, based on the Dublin Core metadata structure, are detailed.