Knowledge Management Relationship Research Articles

Identify Building Contract Administration Knowledge for Graduate Architects to Enhance Work Performance

The fundamental roles and functions of graduate architects are witnessing a gradual shift in focus from designing buildings to supporting building contract administration. Construction project stakeholders are recognizing a growing need for graduate architects to improve their professional development within the industry for smooth project delivery. The purpose of this study is to identify the types of knowledge required by graduate architects to be competent when supporting the building contract administration work and to enable them to move a step closer to acquiring their professional qualifications. The study design follows a mixed methodology of quantitative and qualitative data collection and analysis. First, a literature review was conducted to form questions for the survey. After the questionnaire survey, semi-structured interviews were conducted with practitioners in the industry. A total of one hundred and eighty (180) questionnaires were distributed and one hundred and twenty-seven (127) questionnaires were returned. Data collected were analyzed using frequency distribution analysis and relative importance index (RII). Results from the questionnaire survey were triangulated with semi-structured interviews formed by twenty (20) practicing architects. Data collected from semi-structured interviews have been analyzed using thematic analysis. The result of the questionnaire survey and semi-structure interview both agreed that the most significant knowledge require is legal study knowledge. However, both methods have a different conclusion for least significant knowledge where the survey’s result showed communication and relationship management knowledge while semi-structured interviews’ result showed quality and assessment management less significant. The contribution of this study is perceived as essential for developing graduate architects’ competency in work performance and covers the limitations of the existing studies. Academics can use the outcome of this study as a reference in their teaching modules.

Bridging intellectual capital and knowledge management through knowledge: a review

The objective of this review study is to identify the role of knowledge in combining Intellectual Capital (IC) and Knowledge Management (KM) within an organization. Though the literature suggests a relationship between IC and KM, the recognition of the best bridge in building this relationship is yet to be discussed and hence the theoretical and conceptual relationship among knowledge, IC and KM is still a dilemma. Thus, this review attempts to identify the knowledge as the bridging source of IC and KM. According to the literature, different arguments were found on this phenomenon, and no evidence is found merely in reviewing how knowledge plays a role in linking IC and KM. Therefore, this study will fill this untouched literature gap by reviewing the previous research articles in the fields of IC and KM. This study adds new knowledge to the existing literature in solving the unsolved puzzle of the role of knowledge in combining IC and KM. This review study attempts to conclude the theoretical relationship of IC with knowledge and the theoretical relationship of KM with knowledge. For this review study, previous research articles were reviewed, and it is identified what kind of relationship exists among IC, KM and knowledge. It was found that knowledge exists in an organization in the form of stock as well as in terms of a flow. Most of the scholars in IC and KM arena argued that the two forms of knowledge, i.e., the form of stock, is the static form of knowledge, while the form of flow is the dynamic form of knowledge. The review further revealed that the static form of knowledge could be substituted with IC and the dynamic form of knowledge can be substituted with KM. Hence, it can be concluded that, based on the various arguments and opinions found from the review, IC is the knowledge stock in an organization, while the KM is the knowledge flow in the organization. Finally, the conclusion of this review study is, knowledge uses its two forms, i.e., stock and flow or static and dynamic to combine the concept of IC and concept of KM.

Sustainable organizational performance through blockchain technology adoption and knowledge management in China

Global competition encourages all industries to attain cutting-edge performance by continuously developing their goods and processes; knowledge is the most effective and powerful weapon for long-term sustainability and growth. Effective blockchain adoption (BCA) and better supply chain visibility (SCV) via organizational and production knowledge management (KM) have emerged as the most powerful instruments for improving sustainable organizational performance (SOP). Therefore, drawing on the resource-based view and technology acceptance model, this study seeks to underline the empirical relationships among KM, BCA, SCV, and SOP in a developing country context of Chinese manufacturing, as research in this sector is still nascent encompassing these constructs. Data were collected from 289 respondents (senior, middle, and junior) level staff members from manufacturing industries and analyzed by a novel approach; partial least square structural equation modeling (PLS-SEM). The empirical analyses indicated that KM significantly impacts BCA. BCA also positively affects SCV. Besides BCA, the KM also positively impacts SOP. The mediation effect analysis revealed the significant serial mediating impact of BCA and SCV on the relationship of KM to SOP. This study enriches the inadequate literature and throws light on BCA from an organizational resource perspective. The study deepens our understanding and delivers valued insights to the managers and policymakers of manufacturing industries concerning the role of KM, BCA, and SCV in achieving SOP.

Knowledge Management in Relationship Among Abusive Management, Self-Efficacy, and Corporate Performance Under Artificial Intelligence

The purpose is to explore the application potential of HCI (Human-Computer Interaction) technology under AI (Artificial Intelligence) in enterprise performance evaluation and the influence of abusive management and self-efficacy on enterprise performance. Guided by psychological theory, employees from a listed real estate enterprise are selected, and the research themes of abusive management, self-efficacy, and employee performance are assumed. Afterward, the employee job satisfaction and performance evaluation model and system interface based on deep learning BPNN (BackPropagation Neural Network), SVM (Support Vector Machine) regression, and HCI are innovatively proposed. The results show that the HCI interface can be accessed accurately according to the employee's verbal instructions. BPNN model has reached the best performance at the iteration of 70times, and all indexes have reached the expected employee satisfaction.

Relationship Knowledge Management with Nurse Performance In Inpatient Room Makasassar Unhas Hospital

Knowledge management is an effective way to organize and manage the diverse knowledge possessed by an organization sourced from human resources consisting of tacit knowledge and explicit knowledge (Mardiana, 2013). This study aims to analyze the relationship of knowledge management with the performance of nurses inpatient rooms of Makassar Unhas Education Hospital. This study used cross sectional design, with 73 samples of nurses who were taken from 182 population with purposive sampling method. Data collection was done by spreading the questionnaire with the measurement scale of the liker and the observation sheet. Data were analyzed using SPSS with Correlation Test. The results obtained significance value 0.004 which indicates that the correlation between knowledge management with the performance of nurses in inpatient wards of Makassar Unhas Education Hospital is meaningful. Spearman correlation value of 0.336 indicates that the direction of positive correlation with weak correlation strength. The conclusion of this study is knowledge management consisting of knowledge acquisition, storage and maintenance of knowledge, development and utilization, distribution and knowledge sharing, development and utilization of knowledge is an intangible asset that is considered able to increase competitive advantage, dynamic, valuable and rare. Knowledge management should be a culture that should be applied in the Hospital Specifically in the field of nursing so that nurses are able to manage knowledge and knowledge sharing to support the achievement of good performance in providing nursing services.

Examining the relationship between organizational culture and knowledge management components among University staffs in 2011

INTRODUCTION: Knowledge management (KM) helps organizations to find, select, organize, and publish important information. On the other hand, organizational culture is considered as a major player in KM scene. Organizational culture is a common and relatively stable pattern of values, beliefs, and fundamental belief in an organization. The current hospital structure is a structure that provides a proper balance between hospital management and medical staff. METHODOLOGY: The current research is a descriptive correlational. Based on Cochran formula, the sample size was 200 people. Data analysis was performed using SPSS (version 16). The instruments used in this study were a standard organizational culture questionnaire with 56 questions with reliability was 0.8 and a standard KM questionnaire including 33 main questions based on Likert scale with reliability of 0.89. RESULTS: In the analysis, the relationship between organizational culture and KM relationship was compared. For comparison and determining the relations, Pearson's correlation coefficient (ρ) was used. In accordance with the tables regardless of the size of each of the variables, the relationship between variables was direct and strong and statistically it was highly significant (P > 0.5). DISCUSSION AND CONCLUSION: Average scores of KM have been close to mean. The application, use, and reservation of the knowledge had higher mean values than others did. So perhaps, we can say employees better managed to use, store, and maintain knowledge. In contrast, they were weak at distribution and sharing of knowledge.

The Project Knowledge Management Success over the Project's Lifecycle

The current research aims to investigate the relationship knowledge management (KM) practices play in the success of project knowledge management over the project life cycle i.e. at the beginning of the project, during the project and after the project. Results demonstrate that among the three phases of the project, KM practices during the project phase have a greater impact on the success of project knowledge management. This research has implications for HR and project professionals as our findings indicate that the training of project members, evaluations by external consultants, regular meetings with project leaders and reviewing lessons learnt are the most significant factors for the success of project knowledge management in the context of projects being undertaken in Pakistan.

Organizational Learning Act as a Mediator between the Relationship of Knowledge Management and Organizational Performance

The study seeks to examine the correlation between organizational learning (OL), knowledge management (KM) and organizational performance (OP) and to investigate the mediating role of OL between the relationship of KM and OP. The scope of the study was service and manufacturing sector organizations in India. The sample comprised of 118 respondents drawn from eight service and manufacturing sector organizations. The results revealed that OL is said to be partially mediating the relationship between KM and OP. The findings approve the assertion of previous studies ( Liao and Wu, 2009 ). It was also found that there is a significant positive correlation between KM, OL and OP.

Predictors of Formal Control Usage in IT Outsourcing Partnerships

Client control over the vendor has been identified as a critical factor in successfully managing information technology outsourcing relationships. Though prior studies have suggested that “how much” control is exercised has significant ramifications for individuals and firms, relatively few studies have operationalized and studied this important concept. In this study, we define the amount of formal control as the variety of mechanisms used by a client to exercise control over a vendor and the extent to which the mechanisms are used. We use literature on transaction cost economics and organizational control to build a model of the antecedents of the amount of formal control. The study uses data from 138 client-vendor matched pairs working in eight large, long-term, ongoing outsourcing arrangements to test specific hypotheses. The results suggest that clients who have technical or relationship management knowledge, or have high levels of trust in their vendors, use formal control mechanisms to a lesser extent. On the other hand, task uncertainty was found to be positively associated with the amount of formal control, and the degree of core competency involved in the outsourced activity was not found to be related to the amount of formal control. These results are discussed, and implications for research and practice are drawn.

A research agenda for the relationships between culture and knowledge management

AbstractA preliminary research agenda for the relationship between culture, at several levels, and knowledge management (KM) practice and success is developed. The levels of culture that are considered are national culture (NC), overall organizational culture (OC), organizational climate, organizational subcultures, subunit cultures, and team climate. The national and organizational levels have previously been dealt with in largely separate research streams. The ubiquity of globalization demands that they be integrated into a single research agenda. Indicators that may serve as measures of the dependent variable in the culture–KM relationship are suggested as is a format that facilitates the formulation of specific research questions. While culture is usually thought of as the independent variable in the culture–KM dyad, the role of culture as the dependent variable in these relationships is also treated. Copyright © 2007 John Wiley & Sons, Ltd.

Promoting Retail Innovation: Knowledge Flows during the Emergence of Self-Service and Supermarket Retailing in Britain

The notion of innovation underpins many studies of change within the literatures of retail management and the new retail geography. However, conceptualisation of the innovation process within retailing has remained surprisingly partial, with insufficient attention being given to the processes of knowledge management and learning within the firm. The authors illustrate the importance of such themes by reference to the key organisational and technological changes surrounding the development of self-service and supermarket retailing in Britain during the postwar years 1945–65. A conceptual framework derived from a reading of the business-management and economic geography literatures is employed to analyse the innovation transfer and related knowledge-management processes that influenced retail change during this critical period.