Capabilities, processes, and performance of knowledge management: A structural approach

Abstract

The purpose of this study is to examine structural relationships among the capabilities, processes, and performance of knowledge management, and suggest strategic directions for the successful implementation of knowledge management. To serve this purpose, the authors conducted an extensive survey of 68 knowledge management-adopting Korean firms in diverse industries and collected 215 questionnaires. Analyzing hypothesized structural relationships with the data collected, they found that there exists statistically significant relationships among knowledge management capabilities, processes, and performance. The empirical results of this study also support the wellknown strategic hypothesis of the balanced scorecard (BSC).

Investigating Individuals' Intention to be Involved in Knowledge Management Process

“…Literature on KM enablers (Lee and Lee, 2007;Becerra-Fernandez et al, 2004;Yang and Chen, 2007) demonstrate that KM enablers provide a conducive environment for organizational members to implement KM process. Therefore, it can be expected that those KM enablers may influence the intention of organizational members to be involved in KM process.…”

“…The model was conceptualized based on the studies of Choi et al (2008), Lee and Lee (2007), Wei et al (2009), Lin (2007, Venkatesh and Morris (2003) and Choi and Lee (2002). Most of these frameworks were developed based on the theory of knowledge creation and the KM enablers.…”

“…Three factors of KM enablers were found worth exploring namely, organizational culture (Choi et al, 2008;Lee and Lee, 2007;Wei et al, 2009;Lin, 2007), organizational structure (Lee and Lee, 2007;Lin, 2007) and IT infrastructure (Lee and Lee, 2003;Lin, 2007). In addition, based on the theories of TRA, TPB, TAM, and UTAUT the factors of individual acceptance, namely performance expectancy of KM (Venkatesh and Morris, 2003) and effort expectancy of KM (Venkatesh and Morris, 2003) were established.…”

“…Different kinds of terms have been used to symbolize these factors. For example; KM infrastructure (Becerra-Fernandez et al, 2004), organizational knowledge capabilities (Yang and Chen, 2007) and KM capabilities (Lee and Lee, 2007). In general, all these studies exhibit the socio-technical nature of KM and mainly focused on KM supportive organizational culture, organizational structure and IT infrastructure for KM process implementation.…”

The Impact of Knowledge Management Practices on Supply Chain Quality Management and Competitive Advantages

“…Competition among businesses in the international arena is not only between organizations but also through their supply chain [21,22]. In this regard, quality as a strategic variable has attracted the attention of many experts so that most experts believe that by moving the competitiveness from the companies to their supply chain, quality and quality management must be transferred from the corporate level to the supply chain level because as a commodity is moving from one member to another member of the supply chain, the quality can also be affected by every member of the chain and so must view the traditional quality management plans from the perspective of supply chain Because supply chain management with making effective communication between supply chain partners, provides an opportunity and a platform for them that will be able to improve the quality of the products and services and increase the quality and supply chain performance and also the quality of the final product with the institutionalization of quality throughout the supply chain and to attract more customers, gain a competitive advantage [20].…”