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Purpose -The purpose of this paper is to evaluate the impact of specific knowledge management resources (i.e. knowledge management enablers and processes) on organizational performance.Design/methodology/approach -The study uses survey data from 189 managers and structural equation modeling to assess the links between specific knowledge management resources and organizational performance.Findings -The results show that some knowledge resources (e.g. organizational structure, knowledge application) are directly related to organizational performance, while others (e.g. technology, knowledge conversion), though important preconditions for knowledge management, are not directly related to organizational performance.Research limitations/implications -The survey findings were based on a single dataset, so the same observations may not apply to other settings. The survey also did not provide in-depth insight into the key capabilities of individual firms and the circumstances under which some resources are directly related to organizational performance.Practical implications -The study provides evidence linking particular knowledge resources to organizational performance. Such insights can help firms better target their investments and enhance the success of their knowledge management initiatives.Originality/value -Prior research often utilizes composite measures when examining the knowledge management-organizational performance link. This bundling of the dimensions of knowledge management allows managers and researchers to focus on main effects but leaves little room for understanding how particular resources relate to organizational performance. This study addresses this gap by assessing the links between specific knowledge management resources and organizational performance. The results show that some resources are directly related to organizational performance, while others are not.

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This study examined three factors that influence information technology (IT) success in small and medium‐sized enterprises (SMEs): internal IT support, external IT support, and IT management. Using survey data gathered from 289 small and medium‐sized Chartered Accounting firms in New Zealand, the results suggest that IT management in SMEs is best understood as a multidimensional concept consisting of practices related to: IT planning, IT organizing, IT controlling, and IT leading. This view clarifies and improves our understanding of the nature and character of IT management in SMEs. The results show that some SMEs are significantly more sophisticated than others in terms of their IT management practices. Both IT planning and IT leading were found to influence IT success.

Despite heavy investments in knowledge management systems, people are often reluctant to share their knowledge, with knowledge hoarding being one of the largest obstacles to effective knowledge management in organizations. This paper proposes a model that examines the role of intrinsic motivation in knowledge sharing. Bringing together insights from motivational research, Self-Determination Theory and the Theory of Reasoned Action, the study investigates the links between intrinsic motivators and knowledge sharing. Survey data collected from knowledge workers are analyzed using partial least squares. The results show self-efficacy, meaningfulness and impact are important motivators of attitude towards knowledge sharing, which in turn impacts intention to share knowledge. The findings provide insights into employee motivations to share knowledge, and strategies for enhancing knowledge sharing in organizations.

All three stimulus sets were prepared from recorded interviews. The first set, in American English, was a by-product of an experiment (Tilley 2005) in which students were interviewed about a scholarship application, which they had enhanced in their favor. The interviews were done via either VoIP or e-mail, and those done via VoIP were recorded with the camera recording only the interviewee. The second stimulus set, in Spanish, was created for another experiment (Lewis 2009). Spain was chosen because of the language difference (i.e., Spanish) and because Hofstede's measures indicate that Spaniards substantially differ from Americans across all five cultural dimensions (geert-hofstede.com/ dimensions.html). MBA students in Barcelona were asked to prepare a scholarship application and were then interviewed about it. The third stimulus set was created in 2011-2012. Indian students were asked to prepare scholarship applications and were then interviewed about them. Indians were chosen for the third stimulus set because Indians differ substantially from Americans on four of Hofstede's five cultural dimensions (all but the masculinity/femininity scale), and from Spaniards on two dimensions (i.e., power distance and uncertainty avoidance).To create each stimulus set, applicants were asked to provide their résumés, in order to establish ground truth in each case. Researchers then compared the résumé to the enhanced application in order to determine what was truthful and what was dishonest on the application. In all cases, the participants were encouraged to complete the application form so as to make themselves appear as top candidates for the scholarship. The participants were not told to lie explicitly, but they were told that they could enhance their information if they wanted to. In all cases, each student was interviewed by a third party who was ignorant of the design of the study and of the study hypotheses. As such, both the interviewers and interviewees were independent of the researchers and were equally naïve as to the research purpose of the interviews. Interviewers were told to ask any questions they wanted about the scholarship application, and interviewees were asked to defend anything

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