Criteria for measuring KM performance outcomes in organisations

Choy, Chong Siong; Yew, Wong Kuan; Lin, Bin

doi:10.1108/02635570610688850

Cited by 107 publications

(16 citation statements)

References 38 publications

(41 reference statements)

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“…Valuable novel knowledge is often generated and transformed into processes, services and products by changing the general knowledge into specific ones that benefits the organization (Siong, Kuan Yew, & Lin, 2006). For instance, Massey, Montoya-Weiss and O'Driscoll (2008) argued that proper implementation of KMS can innovative process.…”

Section: Knowledge Management Capacity and Intellectual Capital As Mementioning

confidence: 99%

Knowledge-based HR Practices and Innovation in SMEs

Al-Tal

Emeagwali

2019

Organizacija

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Background and purpose: Recent reviews of the human resource management (HRM) literature continue to position knowledge management and intellectual capital as the key determinants for competitiveness, productiveness and organizational performance. This article explores the nexus between knowledge-based HRM practices, knowledge management capacity, intellectual capital, product and process innovation in small and medium-sized enterprises (SMEs). Design/Methodology/Approach: Data were gleaned from 250 registered SMEs in Jordan using a simple random sampling technique. A covariance structural equation modelling (CB-SEM) was deployed in testing the proposed research model. Results: The findings cast light on the positive influence of knowledge-based HRM practice of SMEs on SMEs knowledge management capacity, intellectual capital and, product and process innovation. Similarly, knowledge management capacity SMEs exerts positive impact on their intellectual capital and, product and process innovation. Intellectual capital also emerges as a strong predictor for SMEs product and process innovation. Finally, a serial indirect effect (mediation) of knowledge management capacity and intellectual capital on the relationship between knowledge-based HRM practice of SMEs and, product and process innovation were revealed. Conclusion: Knowledge-based HRM practices and innovation have received vast amount of research attention, yet there is a lack of understanding on the process by which the former leads to the latter. Drawing on knowledge-based view (KBV) theory, this study is among the first attempts to unveil the structural process between knowledge-based HRM practices and innovation through knowledge management capacity and intellectual capital. This study theoretically validated the KBV framework in a non-Western context and demonstrate the importance of knowledge-based HRM practices for SMEs innovativeness. The findings do not only provide useful insights for managers and scholars, but also serve as the building block for future research.

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Section: Knowledge Management Capacity and Intellectual Capital As Mementioning

confidence: 99%

Knowledge-based HR Practices and Innovation in SMEs

Al-Tal

Emeagwali

2019

Organizacija

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“…As noted by several scholars, the outcomes of an effective information and knowledge management system can enhance work efficiency, reduce time in project coordination and paper documentations, which in turn will reduce operating and administrative expenses (Davenport, 1998;Emanuele et al, 2004). The findings obtained through both survey and personal interviews further affirmed the empirical findings of positive relationships between OL practices and business performance (Alavi and Leidner, 2001;Calantone et al, 2002;Sabherwal and Becerra-Fernandez, 2003;Lopez et al, 2005;Choy et al, 2006). In addition, this finding also implied the need to enhance the skills and knowledge of organizational members for effective utilisation of the computerised networks and knowledge management systems.…”

Section: Organizational Learning Practicesmentioning

confidence: 54%

The Implementation of Learning Organization Elements and Their Impact towards Organizational Performance amongst NPOs in Singapore

Som¹,

Nam²,

Wahab³

et al. 2012

IJBM

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The purpose of this paper is to investigate how Learning Organization Elements (LOE) was implemented amongst non-profit organizations (NPO's) in Singapore. Through a self-administered survey and in-depth interviews, organizational performances of 60 non-profit organizations NPOs were evaluated, whilst the extent to which the LOE were carried out within these NPOs were also discussed. Findings suggest that elements such as clarity of mission and vision, experimentation and intrinsic motivation, leadership commitment and empowerment, and organizational learning practices were deemed to be essential for NPOs to be transformed into a learning organization. Other elements such as individual learning and team-problem solving as well as organizational learning practices were also mentioned by respondents as important elements toward NPOs' performance. Implications of the study including the applications of those LOE together with a strategic dimension in order for NPOs to become learning organizations, as well as to achieve superior organizational performance were also highlighted.

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“…The findings further suggest that ICT practices can improve financial performance only when they are coupled with HRM practices. Choy et al (2006) identified 38 items for measuring KM outcomes from a literature review. The authors grouped these items into the following five dimensions: Systematic knowledge activities; employee development; customer satisfaction; good external relationships and organisational success.…”

Section: Km and Organizational Performancementioning

confidence: 99%

“…We grouped the benefits mentioned in the papers on the basis of the five dimensions proposed by Choy et al (2006). It is evident that small businesses can substantially benefit from applying knowledge management initiatives.…”

Section: Studies Involvedmentioning

confidence: 99%

“…However, very limited empirical work has been undertaken in order to reveal the actual effect of KM in organizations, be they private or public. For instance, Choy et al (2006) highlighted that as yet KM research has failed to provide a set of widely accepted measurement criteria for KM efforts. Durst and Edvardsson (2012) showed in their literature review that amongst other KM areas, particularly the issues of knowledge utilisation, or knowledge outcome, respectively, represent a neglected field of study, at least in the context of small and medium-sized enterprises (SME).…”

Section: Introductionmentioning

confidence: 99%

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Does Knowledge Management Deliver the Goods in SMEs?

Eðvarðsson

Durst²

2013

BMR

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The purpose of this paper is to review research on knowledge management's benefits within small and medium-sized firms. The paper attempts to answer the following research questions: 1) Which studies have been conducted that focus on the benefits of KM within SMEs? 2) What were the main findings of the studies? 3) In what manner does KM improve innovation, quality, productivity, and competitive standing? 4) Where were these studies conducted? and 5) Which methods were used. We propose an approach comprising a literature review in order to understand knowledge benefits for SMEs. The findings show that the benefits of knowledge management in small and medium-sized firms represent a poorly understood area of research. The reviewed studies highlight the benefits of knowledge management in the areas of employee development, innovation, customer satisfaction and organisational success. Further research is needed in this area.

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Criteria for measuring KM performance outcomes in organisations

Cited by 107 publications

References 38 publications

Knowledge-based HR Practices and Innovation in SMEs

Knowledge-based HR Practices and Innovation in SMEs

The Implementation of Learning Organization Elements and Their Impact towards Organizational Performance amongst NPOs in Singapore

Does Knowledge Management Deliver the Goods in SMEs?

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