Formalizing company KM portrait: pilot study with evidence from Russia

Abstract

Purpose The purpose of this paper is to develop the model of knowledge management influence on company performance for further empirical testing of the links between knowledge management practices and processes and organizational performance. Design/methodology/approach This study establishes a model for comprehensive analysis of knowledge management’s influence on performance and describes the preliminary results gained from the experience of 120 Russian companies. For further testing structural equation modelling and the partial least squares methods are proposed. Findings The results of the literature review justify the importance of the study conducting this study in the field of knowledge management and its connection to organizational performance in the developing market of Russia. A theoretical model for future empirical testing is provided and methods suggested for further data analysis and interpretation. The preliminary conclusions are discussed. Research limitations/implications The focus on Russian firms limits the generalizability of the results. The non-response bias is also taken into account for further study. Practical implications This pilot study outlines the importance of knowledge management practices and processes for firm performance. The preliminary results will be interesting both for researchers and practitioners in the countries with the developing economies. The final results will provide new insights in understanding and formalizing the portrait of a typical Russian company with regards to knowledge management policies. Originality/value Few studies have been published on the knowledge management process within the Russian context. This study is expected to encourage future studies in this field. The present paper fills an important gap in the extant literature by conceptualizing the model for knowledge management performance analysis and proposes empirical testing of the relationship between knowledge management and firm performance in the context of a developing country that will be presented later as the direction for future study. This study is one of the first ever to study these relationships within the Russian context.

Measuring the use of knowledge management systems in supply firms

“…In recent years the phenomena of globalisation and sustainability are strongly influencing the supply systems (Ahi and Searcy, 2015; Dhakal et al , 2016; Gelderman and Semeijn, 2006; Levy and Grewal, 2000; Zhu et al , 2011). Managing the processes of creation, acquisition, storage, transfer, and application of knowledge is acquiring a crucial role for globalisation and sustainability issues (Bigliardi et al , 2010; Bolisani and Damiani, 2010; Carlucci, 2012; Edvardsson and Kristjan Oskarsson, 2011; Gavrilova et al , 2018; Lim et al , 2017; Schiuma and Lerro, 2011; Schiuma et al , 2012; Zerbino et al , 2018). With these premises, despite there is a growing body of literature showing that knowledge management (KM) is acquiring a pivotal role in governing and managing supply systems (Blome et al , 2014; Chen et al , 2018; Jali et al , 2017; Migdadi et al , 2018; Yang et al , 2009), the role of KM in the field of supply firms still seems to be neglected.…”

Impact of knowledge management capabilities on organisational performance in construction firms: the mediating role of innovation

“…Hence, KMC is considered to have the most significant impact on innovation. Although the links between innovation and organisational performance have been highlighted, few studies examine the implications of innovation speed, quality and impact on organisational performance (Gavrilova et al, 2018;Haider and Kayani, 2020;Imran et al, 2021). Therefore, the present researchers have developed the following hypothesis:…”

Relational Capabilities under Moderating and Mediating Effects to Understand their Impacts on Firm Financial Performance

“…There is a concentrated literature in knowledge management processes (Inkinen, Kianto, & Vanhala, 2015) and static and dynamic streams interpretations about knowledge (Kianto, 2011) knowledge-based resources (Cabrilo, Dahms, Mutuc, & Marlin, 2020) and knowledgebased capabilities, Cabrilo. & Dahms, 2018;Kogut & Zander, 2009;Teece, 2007) what reflect the complexity about knowledge management and its challenge to evaluate the effects that appear as long-term in perspective (Carlucci, 2014;Gavrilova, Alsufyev, & Pleshkova, 2018). However, knowledge management is presented as a 'social art' and should not be evaluate under a group of techniques (Lundvall & Nielsen, 2007).…”