From knowledge management to organizational performance

Abstract

Purpose The purpose of this paper is to empirically investigate the effects of knowledge management (KM) enablers on KM processes in research universities and testing the direct relation between KM processes and OP. This study also proposes to examine the mediating role of intellectual capital (IC) and innovation in the relationship between KM processes and performance of universities. Design/methodology/approach Using a sample of 217 academic and administrative personnel from research universities of Pakistan, the hypothesized relationships were tested through partial least squares structural equation modeling technique. Findings The results reveal that KM enablers have a significant impact on KM processes. The results also indicate that KM processes influence organizational performance (OP) directly and indirectly through innovation and IC. Practical implications Findings of this study reinforce the corporate experience of KM and suggest how administrators of research universities and higher educational institutions can promote innovation and IC, which in turn enhance OP. Originality/value Despite the augmented importance of KM in higher education institutions or research universities, there is a dearth of studies that investigate the interplay of KM, innovation, IC and OP. This is one of the earliest studies that not only empirically investigate the interaction of KM enablers, KM processes and performance of research universities but also shed insights into the existing literature by simultaneously investigating mediating role of IC and innovation in the underlying relationship.

Factors Affecting Knowledge Management and Its Effect on Organizational Performance: Mediating the Role of Human Capital

“…Knowledge management activities such as acquisition, creation, sharing, and use or application of knowledge are investigated, which also increases the competitiveness of the organization. On the other hand, researchers seek to identify incentives such as organizational structure, leadership, culture, and other factors that facilitate knowledge management processes or activities [5]. e impact of knowledge management in knowledge-based institutions such as universities for better return on investment in terms of intellectual capital (IC) and innovation is inevitable.…”

Integrating Business Students’ E-Learning Preferences into Knowledge Management of Universities after the COVID-19 Pandemic

“…Gold et al [23]; Liao and Wu [24]; López-Nicolás and Meroño-Cerdán [25]; Ngah et al [26] Studies on the framework of knowledge management in higher education Rowley [27]; Kidwell et al [28]; Akhawan et al [29]; Townley [30]; Mahdi et al [31]; Iqbal et al [32]; Muqabas et al [33]; Ramjeawon and Rowley [34]; Bratianu [35]; Gurteen [36]; Tan [37]; Chugh [38] Studies on knowledge management practices in e-learning systems…”

“…Authors have distinctive opinions and results when discussing the effects of knowledge management on organizational performance (OP). For instance, López-Nicolás and Meroño-Cerdán [32] consider knowledge processes as not directly influencing organizational performance, while Ngah et al [33] estimate that there could be a correlation between KM and OP through lenses of the innovation driven by KM processes. Other enablers of KM in higher education are the quality and experience of the staff, the existence of incentives (like access to study leave, payment of conference fees, etc.…”

An Empirical Investigation of Knowledge Management Strategy and Information Technology Strategy on Performance

“…Finally, in a survey of 32 KM professionals, Singh (2000) indicates that the activities of KM value chain, including five primary knowledge activities (i.e., acquisition, selection, generation, integration, and externalization) and four secondary activities (i.e., leadership, coordination, control, and measurement), were found to have a positive relationship to competitive advantages in terms of perceived productivity, reputation, agility, and innovation. In sum, much evidences have been suggested that develop a KM strategy provides a valuable opportunity to obtain a greater understanding of the way a business operates to foster their KM practices to success (Garavelli et al, 2004;Iqbal et al, 2018;Robertson, 2004). Consequently, the following hypothesis is proposed: H2: KM strategy has a positive direct effect on KM performance.…”