Organizational Knowledge Management Capability Research Articles

Organizational Performance and Sustainability: Exploring the Roles of IT Capabilities and Knowledge Management Capabilities

This study explores the effects of organizational information technology (IT) capability in determining organizational performance and sustainable competitive advantage. Building on the resource-based and knowledge-based views of a firm, the study proposes a theoretical framework. In this framework, organizational IT capability is theorized to strengthen organizational performance and sustainable competitive advantage, directly and indirectly, through organizational knowledge management capabilities. Data collected from the middle and senior managers of diverse organizations in an emerging economy have been used to test the relationships in the framework. To estimate the proposed relationships in the conceptual model, we use structural equation modeling through SmartPLS 3.2. The results confirm that organizational IT capability significantly impacts organizational performance and sustainable competitive advantage. Additionally, organizational knowledge management capabilities partially mediate the relationship between IT capability and the outcomes (i.e., organizational performance and sustainable competitive advantage). The study concludes with a discussion of the implications for academicians and managers.

Key success factors in high-tech industry promoting knowledge management

In the 21st century, when knowledge is the appeal in the economic era, corporate knowledge assets and organizational knowledge management capability become the core value of an enterprise.The AHP dimensions in this study are established according to Delphi Method, and the research object is the manufacturers in Fuzhou Jinshan Industrial Zone, Fujian Province. By mailing the questionnaire to collect the research samples, the research results are summarized as below. 1. Culture is the most emphasized factor in high-tech industry promoting knowledge management. 2. Top 5 emphasized indicators, among 15, are staff consensus, staff mutual trust, communication infrastructure, top manager support, and communication channel. According to the results, suggestions are eventually proposed, expecting to assist high-tech industry in the knowledge management and business decisions.

The role of relational resources in the knowledge management capability and innovation of professional service firms

Adopting a relational perspective, this article investigates whether organizational relationship-building routines and relational coordination influence organizational knowledge management capability and ultimately innovation in professional service firms (PSFs). Using data collected from 120 accounting firms in Ireland, support is found for an inter-mediation model where both relational coordination and knowledge management capability intervene in the relationship between relational routines and innovation. Thus, a linkage model is supported whereby relational routines facilitate relational coordination, which enhances knowledge management capability, leading to innovation. This article provides evidence of the importance of relational routines and relational coordination in promoting a firm’s knowledge management capability and in fostering innovation. Results highlight the value of relational resources in PSFs and suggest a novel and easy-to-implement approach for knowledge and innovation management.

Managing knowledge performance: testing the components of a knowledge management system on organizational performance

The main purpose of the current study is to validate the framework of knowledge management (KM) capabilities created by Gold (Towards a theory of organizational knowledge management capabilities. Doctoral dissertation, University of North Carolina, Chapel Hill) 2001) in a study of South Korean companies. However, the original framework did not provide a thorough explanation of the effect of incentives, which motivate and encourage the knowledge management process. In this study, the modified framework that includes incentives in the knowledge infrastructure capability was tested. Moreover, since there is a weak linkage between KM and organizational performance, this study used empirical evidence to identify the relationship between KM capabilities (KMC) and four perspectives of organizational performance. Since structural equation modeling (SEM) is mostly used to describe causal relationships among unobserved (latent) and observed variables, this study used SEM procedures to determine whether there were any structural relationships between knowledge management capabilities and four perspectives of organizational performance. Moreover, the SEM procedure is “a statistical test to find whether a model fits a set of data, whether it matches a theoretical expectation” (Vogt, Dictionary of statistics & methodology. Sage Publications Inc., Thousand Oaks, CA, p 135, 2005). Therefore, this study also used SEM procedures to test a hypothesized model that had a good fit indicates that the model adequately describes the sample data. This study assumed that knowledge management capabilities could be divided into two types: knowledge infrastructure and process capabilities. The original hypothesized model showed that there was a positive relationship between knowledge management capabilities and organizational performance, but the overall model fit was insufficient to be accepted, because knowledge infrastructure and process capabilities were highly correlated. This study proposed two alternative models to find the best fit and found that knowledge infrastructure and process capabilities should be combined under the higher-order latent variable as subordinate latent variables. Lastly, there was a positive relationship between KMC and organizational performance. This study might not be free from common method bias to some degrees. It would be better to divide participants into two groups to respond to either the knowledge management capabilities survey or the organizational performance survey and to investigate the correlation between them. There are two main contributions for the field of knowledge management. First, this study attempted to integrate the fragmented literature of knowledge management into a holistic view and develop a framework for knowledge management. Moreover, this study found that there is a strong and positive relationship between KM infrastructure and process, which could refer that, to improve organizational performance, an organization should support KM processes, as well as build decent KM infrastructure. The results of this study would help KM practitioners to advocate the importance of KM to top managements.

An Exploration of Relational Routines, Coordination, Knowledge Management and Innovation in PSFs

Adopting a relational perspective, this paper explores how relational routines and relational coordination influence organizational knowledge management capability which in turn has a positive effe...

English

To date, organizational knowledge capabilities for implementing knowledge management in small and medium enterprises (SMEs) have not been analytically examined. Previous studies have observed such capabilities from large businesses’ standpoint and have not measured the organizational knowledge capabilities’ requirements of SMEs. Secondly, there is lack of such studies in developing economies. The present study aims to bridge this gap and investigate the organizational knowledge capabilities required for implementing KMS successfully in SMEs’ sectors, specifically in developing economies. A set of 7 organizational knowledge management capabilities was developed, which is thought to be prerequisite for KMS success in SMEs. The theoretical significance of these capabilities was discussed and the hypotheses were also empirically tested. Generally, the results obtained from the empirical evaluation were positive, indicating the significance of the proposed set of organizational knowledge management capabilities. The study is a value addition in the field of knowledge management in Pakistan’s context. Key words: Knowledge management success (KMS), knowledge, small and medium enterprises (SME), capabilities.

Validating Distinct Knowledge Assets

Identification and measurement of organizational knowledge management capabilities is necessary to determine the extent to which an organization utilizes its knowledge assets. We developed and operationalized a set of constructs to measure capabilities associated with management of knowledge assets identified as distinct knowledge capabilities (KCs) comprising the overall knowledge management (KM) capability of an organizational unit. Each KC represents a distinct kind of knowledge that requires different organizational process and technological support. This delineation of knowledge allows targeted improvement to a specific KC. We present validation of these capability constructs with empirical evidence from two separate business units in a large semi-conductor manufacturing company, providing the basis of measurement standardization for KM capability improvement. Confirmatory factor analysis affirmed four KCs, each identified as an overall factor influencing a set of latent descriptor variables. Second order and general-specific structural equation models of each capability provide evidence as to the validity of measurement of these knowledge assets.