Developing a measure of knowledge management behaviors and practices

Darroch, Jenny

doi:10.1108/13673270310505377

Cited by 351 publications

(333 citation statements)

References 38 publications

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“…However, reports of successful outcomes from KM initiatives are far from being seen as the norm (see section 1.6, for instance). The ambiguity over success or failure raises a number of questions and points: for instance, the perceived limited availability of valid methods and tools of measurement, although there are some exceptions (e.g., Chourides, Longbottom and Murphy, 2003;and Ragab and Arisha, 2013;Darroch, 2003).…”

Section: Exploring Implicationsmentioning

confidence: 99%

“…Jenny Darroch (2003) claims to be the first to develop a scale to measure KM behaviours and practices which she suggests will help in the development of a theory of KM. The scale is specifically developed to measure behaviours in knowledge acquisition, dissemination and responsiveness (use of knowledge), and underwent a (claimed) rigorous development and validity testing program.…”

Section: Measuring Knowledge Managementmentioning

confidence: 99%

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Knowledge and Discourse Matters

Crane¹

2015

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Section: Exploring Implicationsmentioning

confidence: 99%

Section: Measuring Knowledge Managementmentioning

confidence: 99%

Knowledge and Discourse Matters

Crane¹

2015

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“…Yang reported that the knowledge management strategyperformance connection was contingent on both performance-driven strategies, including reward system and process innovation and knowledge management-based competencies. Darroch (2003) presented a scale developed to measure knowledge management behaviors and practices. Lee and Choi (2003) studied knowledge management enablers, processes, and organizational performance by developing a framework, which interconnects knowledge management factors.…”

Section: 1knowledge Management and Its Significantmentioning

confidence: 99%

Investigating the effect of knowledge management on human resources productivity

Khodaee¹,

Omrani²,

Kazemi³

et al. 2016

10.5267/j.msl

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The objective of the present study is to investigate the effect of knowledge management on the productivity of the staff working at Islamic Azad University, Bonab Branch. The study uses knowledge management based on Nonaka and Takeuchi's theory in four cases of socialization, externalization, combination and internalization of social knowledge. The population of the present study includes all 89 staff working at Islamic Azad University. Regarding the small number of the population, the whole population was selected as the sample, i.e. the census method was used. After collecting questionnaires, the obtained information were summarize and categorized using descriptive statistics and to test research hypotheses, bivariate regression was used. The present study employs a survey research for collecting data and it is an applied research in terms of objective. The results indicate that knowledge management and its dimensions are effective on the productivity of the staff working at Islamic Azad University.

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“…Some view KM as the management of processes that enable the movement of knowledge into, through and out of the organization with the ultimate aim of enhancing organizational efficiency and performance (Firestone & McEllroy, 2005;Darroch, 2003). Fatt et al (2010) view KM as "a tool by which the organization's core competencies can be focused and developed".…”

Section: Introductionmentioning

confidence: 99%

Investigating the Relationship Between Knowledge Sharing Strategies and Organizational Excellence Pillars

Al-Faouri¹,

Dasgupta²,

Al-Kasasbeh³

2011

CIBIMA

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Although it is generally accepted that only organizations with a commitment to knowledge sharing and organizational excellence will remain competitive, there are an alarmingly low number of public organizations that have been identified as having the basics of excellence in the fourth cycle (2008/2009) of King Abdullah II Award for Excellence in Government Performance and Transparency in Jordan. It is then the aim to perform a study that seeks to investigate the relationship between codification and personalization knowledge sharing strategies on three main pillars of organizational excellence which were adapted by the award. These pillars include: customer focus, results orientation and transparency.Survey method employing a questionnaire as a technique for collecting data was used. The survey involves four selected government organizations who won the award in the fourth cycle (2008/2009) and are familiar with the topic of this study. 500 questionnaires were distributed using the simple random sampling technique yielding to 191 usable responses. The data collected was analyzed using SPSS version 15. To ensure the validity and reliability of the instrument, factor analysis and reliability test were performed. Analysis revealed that there are positive and significant relationships between codification and personalization knowledge sharing strategies and each of the organizational excellence pillars. The results of multiple regression analyses indicated that codification knowledge sharing strategies is a more significant predictor of each organizational pillar than personalization knowledge sharing strategies. The results of this study could encourage public organizations in adopting knowledge sharing strategies to enhance their organizational excellence.

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Developing a measure of knowledge management behaviors and practices

Cited by 351 publications

References 38 publications

Knowledge and Discourse Matters

Knowledge and Discourse Matters

Investigating the effect of knowledge management on human resources productivity

Investigating the Relationship Between Knowledge Sharing Strategies and Organizational Excellence Pillars

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