Complementary Effect of Knowledge Management Strategy on Firm Performance: Evidence from Chinese Firms

Song, Bo; Yi, Li; Zhao, Liangjie

doi:10.3390/su11133616

Cited by 11 publications

(13 citation statements)

References 58 publications

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“…This leads to a loss of competitive advantage, and necessarily influences the level of performance. This finding is supported by many researchers [13] , [14] , [15] , [16] , [17] , [18] . The main objective of this data is to test the invariance of the measurement model for both large and medium-sized companies.…”

Section: Experimental Design Materials and Methodssupporting

confidence: 76%

Assessing the nexus between knowledge management and firm performance: A data article

Adaileh¹,

Alrawashdeh

Elrehail

et al. 2020

Data in Brief

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This data article highlights the contingent role of company size in the relationship between knowledge management practices and firm performance. It also investigates the possible direct impact of these practices on performance. Data was collected from managers in large and medium-sized industrial companies in Jordan, using a self-administered questionnaire. 170 responses were obtained, 91 from medium-sized companies and 79 from large companies. Confirmatory factor analysis was used to ensure the validity and reliability of the measurement model. Multiple group structural equation modeling was used to check for significant differences in the path coefficients of the research model. The fitness indicators of the multi-group model showed that there was no significant difference in the interpretation of the measurement model; also, the path model was equivalent for both large and medium-sized companies. Testing the hypotheses showed that the application of knowledge has the greatest explanatory power for performance, whether in medium or large companies; however, for knowledge capturing the explanatory power on performance was only for medium-sized companies, and there was no effect on large companies. Moreover, the acquisition and sharing of knowledge had no statistically significant effect on performance in either group.

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Section: Experimental Design Materials and Methodssupporting

confidence: 76%

Assessing the nexus between knowledge management and firm performance: A data article

Adaileh¹,

Alrawashdeh

Elrehail

et al. 2020

Data in Brief

View full text Add to dashboard Cite

show abstract

“…In economic life, knowledge is the most fundamental dynamic (Stewart, 1997) given that an organization's competitive advantage largely depends on its knowledge, or to be slightly more specific, on what it knows, how it uses what it knows, and how fast it can know something new (Al Mulhim, 2017;Cerne et al, 2014;Gomes & Wojahn, 2017;Prusack, 1997). Knowledge comprises of both implicit (tacit) and explicit components; notable, both tacit and explicit components have been widely discussed in literature (AlMulhim, 2020;Andrews & Smits, 2018;Castaneda & Cuellar, 2020;Huie et al, 2020;López-Cabarcos, Srinivasan, Göttling-Oliveira-Monteiro, & Vázquez-Rodríguez, 2019;Muthuveloo et al, 2017;Phong et al, 2018;Song, Li, & Zhao, 2019). Hodgkin (1991) and Haradhan (2016) see tacit knowledge as encompassing a variety of conceptual and sensory information and images that can be brought to bear in an attempt to make sense of something.…”

Section: Concept Of Tacit Knowledgementioning

confidence: 99%

Determinants of Organizational Performance in Nigeria: Evidence from Service Firms

Odiri¹,

Ideh²

2021

Humanities and Social Sciences Letters

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This paper examined tacit knowledge, motivational incentives, participative leadership and workers competence as determinants of organizational performance in Nigeria. The examination is planned to identify the highest predicting variables of organizational performance. The study utilized questionnaire, which was administered to five hundred (500) employees of some selected service firms in Nigeria. Data obtained were analyzed using correlation and factor analyses. Findings indicated that tacit knowledge and participative leadership has the highest factors loading, hence both predict organizational performance compared to workers' competence with the lowest factor loading. Given the correlation result, it was found that tacit knowledge and participative leadership contribute positively organizational performance. On the other hand, workers' competence and motivational incentive negatively affect organizational performance. Based on the findings, it was recommended among others that since tacit knowledge predicts organizational performance, it should be properly managed taking into cognizance all the other factors such as motivational incentives, participative leadership and workers competence that tend to have any connection with management of tacit knowledge and organizational performance.Contribution/Originality: This study documents that motivational incentives and participative leadership negatively affect the nexus of tacit knowledge and organizational performance while workers' competence positively affects tacit knowledge and organizational performance. More so, the study uses a new estimation methodology in affirming the determinants of organizational performance, particularly in the Nigerian context.

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“…An important factor in innovation is knowledge, therefore an organization needs to know how to access and process knowledge [33]. The interaction between tacit and explicit internal knowledge creates organizational knowledge.…”

Section: Management Capability (Mc)mentioning

confidence: 99%

Sustainable Orientation of Management Capability and Innovative Performance: The Mediating Effect of Knowledge Management

et al. 2020

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The literature suggests that innovation allows organizations to reach a desirable level of sustainability. There is evidence to support the role of knowledge management (KM) as well as management capability (MC) in producing a sustainable approach at organizations. Furthermore, organizations commonly achieve sustainable practices through corporate social responsibility (CSR). In particular, the health sector is increasingly implementing CSR strategies, although with a narrow understanding of the factors to success. Hence, trends lead to asymmetric growth between organizations. This study aims to examine the mediating role of KM in the relationship between MC and innovative performance (IP) in 331 Health Provider Institutions (HPIs). The research reflective model was assessed through Partial Least Squares Structural Equation Modeling (PLS-SEM). According to the results, MC has a positive effect on IP, MC has a positive effect on KM, and KM has a positive effect on IP. Likewise, KM significantly mediates the relationship between MC and IP. Our findings support the importance of KM in addressing MCs in HPIs as it enables innovative practices to address CSR goals to achieve a sustainable impact. Moreover, this study contributes by expanding KM to contexts that are not usually studied, such as health in a South American country.

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Complementary Effect of Knowledge Management Strategy on Firm Performance: Evidence from Chinese Firms

Cited by 11 publications

References 58 publications

Assessing the nexus between knowledge management and firm performance: A data article

Assessing the nexus between knowledge management and firm performance: A data article

Determinants of Organizational Performance in Nigeria: Evidence from Service Firms

Sustainable Orientation of Management Capability and Innovative Performance: The Mediating Effect of Knowledge Management

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