Advancing organizational effectiveness and knowledge management implementation

2004 ◽  
Vol 25 (5) ◽  
pp. 593-601 ◽  
Author(s):  
Jen-Te Yang ◽  
Chin-Sheng Wan
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness

Linking Business Strategy and Knowledge Management Capabilities for Organizational Effectiveness

2012 ◽  
pp. 186-207
Author(s):  
Trevor A. Smith ◽  
Annette M. Mills ◽  
Paul Dion
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Business Strategy ◽  
Future Research ◽  
Knowledge Process ◽  
Knowledge Resources ◽  
Improved Performance ◽  
Using Data ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

The effective management of knowledge resources is a key imperative for firms that want to leverage their knowledge assets for competitive advantage and improved performance. However, most firms do not attain the required performance levels even when programs are in place for managing knowledge resources. Research suggests this shortcoming can be addressed by linking knowledge management to business strategy. This study examines a model that links business strategy to knowledge management capabilities and organizational effectiveness. Using data collected from 189 managers, the results suggest that business strategy is a key driver of knowledge capabilities, and that both business strategy and knowledge capabilities impact organizational effectiveness. Additionally, the authors’ findings indicate that knowledge infrastructure capability is a key imperative for effective knowledge process capability. Managerial implications, limitations and opportunities for future research are also discussed.

What is Knowledge Management?

2011 ◽  
pp. 1-9 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Effectiveness ◽  
Research Area ◽  
Organizational Memory ◽  
Relational Model

This chapter defines knowledge and knowledge management (KM) and establishes its roots KM is not a brand new topic; organizational learning and organizational memory are related topics that have been fields of research for many years. This chapter relates these concepts to a relational model that shows that the three topics are related and influence organizational effectiveness. Additionally, this chapter explains that KM has become a research area due to a confluence of trends that have made KM necessary and technically useful.

Relating Knowledge Management Enablers, Knowledge Management Processes, and Organizational Effectiveness

2020 ◽  
Vol 16 (4) ◽  
pp. 109-124
Author(s):  
Frank Bezzina ◽  
David Baldacchino ◽  
Vincent Cassar
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Structural Equation ◽  
Learning Strategy ◽  
Structure Learning ◽  
Direct Effects ◽  
Web Based ◽  
Mediating Role ◽  
Management Processes ◽  
The Relationship

This study investigates the relationship between knowledge management (KM) enablers (aspects of organizational structure, learning, strategy, transformational leadership, and information technology) and organizational effectiveness. It also examines the mediating role of KM processes (knowledge creation, knowledge organization, knowledge application, and knowledge protection). Using a web-based questionnaire and the responses from 201 organizations in the Maltese Pharmaceutical Sector, structural equation modelling revealed that various KM enablers produced direct effects on KM processes, and in turn, two KM processes produced direct effects on organizational effectiveness and also mediated the relationship between some KM enablers and organizational effectiveness. This study contributes towards a better understanding of specific aspects of the KM phenomenon and provides several implications that could better assist the management of knowledge to enhance organizational effectiveness.

Linking Business Strategy and Knowledge Management Capabilities for Organizational Effectiveness

2010 ◽  
Vol 6 (3) ◽  
pp. 22-43 ◽  
Author(s):  
Trevor A. Smith ◽  
Annette M. Mills ◽  
Paul Dion
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Business Strategy ◽  
Future Research ◽  
Knowledge Process ◽  
Knowledge Resources ◽  
Managerial Implications ◽  
Improved Performance ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

The effective management of knowledge resources is a key imperative for firms that want to leverage their knowledge assets for competitive advantage and improved performance. However, most firms do not attain the required performance levels even when programs are in place for managing knowledge resources. Research suggests this shortcoming can be addressed by linking knowledge management to business strategy. This study examines a model that links business strategy to knowledge management capabilities and organizational effectiveness. Using data collected from 189 managers, the results suggest that business strategy is a key driver of knowledge capabilities, and that both business strategy and knowledge capabilities impact organizational effectiveness. Additionally, the authors’ findings indicate that knowledge infrastructure capability is a key imperative for effective knowledge process capability. Managerial implications, limitations and opportunities for future research are also discussed.

scholarly journals Training and organizational effectiveness: moderating role of knowledge management process

2013 ◽  
Vol 37 (5) ◽  
pp. 472-488 ◽  
Author(s):  
Azmawani Abd Rahman ◽  
Siew Imm Ng ◽  
Murali Sambasivan ◽  
Florence Wong
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Management Process ◽  
Moderating Role

Knowledge management capabilities and organizational outcomes: contemporary literature and future directions

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Tehreem Fatima ◽  
Ambreen Sarwar ◽  
Shahid Amin
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Organizational Effectiveness ◽  
Value Creation ◽  
Organizational Outcomes ◽  
Content Type ◽  
And Performance ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

PurposeThe purpose of this systematic review is to summarize the possible organizational outcomes related to knowledge management capabilities (KMCs). It aims at offering the modern-day dynamic organizations a path, through which they can utilize KMC at hand for gaining competitive advantage and positive organizational outcomes. The review is based on previous studies in the field of knowledge management and explains how KMCs are associated with various organizational outcomes.Design/methodology/approachA systematic approach was utilized to collect, examine, interpret and synthesize researches regarding KMCs and their usefulness for various organizational outcomes. The meta-synthesis method was adopted to review 106 research papers after careful selection.FindingsIt was evident from this integrated review that KMCs help in promoting organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. Furthermore, the current review suggests research avenues and knowledge gaps in current literature to provide future researchers unique research opportunities.Originality/valueThe review revealed a profound opinion that organizations have to develop an optimal mix of KMCs to achieve better organizational outcomes. The study identified how KMCs set a basis and build positive support to enhance the key organizational outcomes such as organizational effectiveness, innovative ability, organizational change, value creation, competitive advantage, organizational learning and performance. However, cooperation bias is one of the most considerable limitations in research studies included in this systematic literature review.

scholarly journals A Study on Improving the Effectiveness of a Manufacturing Company in the Context of Knowledge Management – Research Results

2017 ◽  
Vol 9 (1) ◽  
pp. 149-160 ◽  
Author(s):  
Justyna Patalas-Maliszewska ◽  
Sławomir Kłos
Keyword(s):  
Knowledge Management ◽  
Organizational Effectiveness ◽  
Empirical Studies ◽  
Manufacturing Companies ◽  
Management Research ◽  
Research Results ◽  
Cross Border ◽  
Manufacturing Company ◽  
The Relationship ◽  
Cross Border Cooperation

Abstract This paper presents the relationship between the various kinds of knowledge that should be acquired, created, accumulated, shared, and transferred within a manufacturing company in order to improve organizational effectiveness. It is based on the data obtained from 85 Polish and German manufacturing companies from the cross-border cooperation region of Lubuskie/Poland - Brandenburg/ Germany. This is followed by a discussion of the results of empirical studies and of the supporting literature.

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