From P Economy to K Economy: An empirical study on knowledge-based quality factors

Alsadhan, Abdulaziz; Zairi, Mohamed; Keoy, Kay Hooi

doi:10.1080/14783360802159469

Cited by 10 publications

(10 citation statements)

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“…Factors such as downsizing adoption, technological expansion and increased communication were responsible not only for the ease of interaction even with the existence of physical distance but also for generating the need for retaining employees' knowledge for future reuse (Leidner and Schultz, 2002;Martensson, 2000). Barney (1991) and Alsadhan et al (2008) also argued that the success of an organization stems from developing a strategy that is not implemented by current competitors and is also a complex for imitation by future (potential) competitors even if they possess the same resource. That is, the resource-based view substituted the competitive advantage dimension (Blackler, 1995).…”

Section: Km -Based Perspectivementioning

confidence: 99%

Leveraging organizational performance via knowledge management systems platforms in emerging economies

Shehata

2015

Vine

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Purpose -The purpose of this paper is to examine the impact of adopting knowledge management systems (KMSs) on firms' performance. Although many organizations have adopted the notion of KMS, there is little evidence on the effect of KMS on a firm's performance, especially in an emerging economy like the Egyptian one. An intensive literature review is conducted not only to synthesize but also to establish the conceptual foundations for the systemic perspective of knowledge management and its potential impact on knowledge management performance in an emerging information and communication technology (ICT) industry. This systemic perspective fits with the evolutionary nature of such an emerging industry in Egypt. Design/methodology/approach -The empirical study of this work is conducted on knowledgeintensive firms operating in the field of ICT. The paper is descriptive in nature where a quantitative research design is adopted to survey senior managers' perceptions -from both national and multinational enterprises operating in Egypt -on the pay-off maintained from creating an integrative KMS. The primary data are collected from 90 managers holding significant top positions related to the knowledge management area. A linear simple regression test is conducted to discover the initial association between the conceptual model's key variables. Findings -The results of this work reveal that there is a positive association between each of the six elements that constitute a KMS, namely, knowledge: creation, acquisition, codification, sharing, transfer and measurement, and the perceived knowledge management performance. Besides, there is a significant positive association between the adopted total KMS and perceived knowledge management performance. This study provides strong evidence that KMSs are essential to improve firms' performance. The results of t-test and analysis of variance assert that the gender, types of business, year of experience and age of respondents have no significant difference to perceived knowledge management performance resulting from KMS. Research limitations/implications -The findings reflect the fact that informants have to deploy six components that constitute a KMS to realize improvements in knowledge management performance. This work also highlights a number of findings of great value to managers in the ICT sector. Yet, the empirical study does not cover all the issues which are linked to KMS implementation. Issues such as culture, trust and leadership role in building a significant KMS are not examined in this work. Also, the generalizability of the findings to other industries must be considered carefully. Although the findings are statistically significant, the framework developed may be quite specific to the ICT organizations. Practical implications -This paper enhances managers' understanding in deploying the notion of KMSs to leverage their corporate performance. It also provides managers in emerging markets with an The current issue and full text archive of this journal is available on Emer...

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Section: Km -Based Perspectivementioning

confidence: 99%

Leveraging organizational performance via knowledge management systems platforms in emerging economies

Shehata

2015

Vine

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“…The success of KM implementation is determined by a group of CSFs that have been studied by several authors, including Davenport, De Long, and Beers (1998), Holsapple and Joshi (2000), Skyrme and Amidon (1997) and Alsadhan, Zairi, and Keoy (2008). Saraph, Benson, and Schoeder (1989) view CSFs as those critical areas of managerial planning and action that must be practised in order to achieve effectiveness.…”

Section: Csfs In Km Projectsmentioning

confidence: 99%

“…KM is still a relatively new field, and the empirical research related to design and implementation is not very extensive (Alsadhan et al, 2008). In the present study, we have identified the CSFs of KM projects in consulting firms and proposed a theoretical model of study with an integrated approach.…”

Section: Conclusion and Managerial Implicationsmentioning

confidence: 99%

“…A review of the literature on CSFs in KM projects found that only a few studies have employed empirical research in order to validate the relationship between CSFs and KM success (Alsadhan et al, 2008). We therefore made an effort to measure the CSFs and KM success using multi-item scales.…”

Section: Conclusion and Managerial Implicationsmentioning

confidence: 99%

“…,Heising (2001),Chourides et al (2003),Alazmi and Zairi (2003),Yeh et al (2006),Wong (2005),Hung et al (2005),Akhavan et al (2006),Basu and Sengupta (2007),Anantatmula and Kanungo (2007),Alsadhan et al (2008),Ajmal et al (2010) Organisational structureDavenport et al (1998), Trussler (1999,Choi (2000),Stankosky and Balzana (2001), Wong(2005), Hung et al (2005), Basu and Sengupta (2007), Alsadhan et al (2008), Chang et al (2009), Ajmal, Kekäle, and Takala (2009) Incentives to encourage knowledge sharing Trussler (1999), Liebowitz (1999), Jennex and Olfman (2004), Wong (2005), Ajmal et al (2009) KM strategy aligned with corporate strategy Skyrme and Amidon (1997), Liebowitz (1999), APQC (1999), Chait (2000), Alazmi and Zairi (2003), Jennex and Olfman (2004), Wong (2005), Anantatmula and Kanungo (2007) Cultural factor Corporate culture (based on the values of trust, transparency, honesty, collaboration, professionalism, flexibility and commitment) Skyrme and Amidon (1997), Davenport et al (1998), Trussler (1999), Liebowitz (1999), APQC (1999), Alavi and Leidner (1999), Chait (2000), Heising (2001), Alazmi and Zairi (2003), Jennex and Olfman (2004), Yeh et al (2006), Wong (2005), Hung et al (2005), Akhavan et al (2006), Basu and Sengupta (2007), Anantatmula and Kanungo (2007), Alsadhan et al (2008), Ajmal et al (2009) Technological factor Measurement APQC (1999), Holsapple and Joshi (2000), Jennex and Olfman (2004), Wong (2005), Hung et al (2005), Anantatmula and Kanungo (2007) Business process Skyrme and Amidon (1997), Chait (2000), Heising (2001), Alazmi and Zairi (2003), Jennex and Olfman (2004), Wong (2005), Akhavan et al (2006), Alsadhan et al (2008), Chang et al (2009) Technological infrastructureSkyrme and Amidon (1997),Davenport et al (1998), Trussler (1999,Liebowitz (1999), APQC (1999),Alavi and Leidner (1999),Chait (2000),Choi (2000),Stankosky and Balzana (2001),Alazmi and Zairi (2003),Chourides et al (2003), Jennex and Olfman (2004), Yeh et al (2006), Wong (2005), Hung et al (2005), Akhavan et al (2006), Basu and Sengupta (2007), Anantatmula and Kanungo (2007), Alsadhan et al (200...…”

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confidence: 98%

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Exploring critical success factors of knowledge management projects in the consulting sector

Mas‐Machuca

Costa

2012

Total Quality Management & Business Excellence

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Knowledge management (KM) and critical success factors (CSFs) are interesting issues\ud in the current business world. Knowledge is an important driving force for business\ud success and competiveness, especially in the consulting industry whose core\ud business is to sell knowledge itself. Previous works suggested a positive relation\ud between the CSF and the success of a KM project, but only few of them related it in\ud a quantitative way. This paper aims to identify the CSF in a consulting firm\ud (strategic, cultural and technological factors) and to build a success model for\ud designing KM projects based on these CSF identified. This model was tested using\ud structured equation model. With this study we contribute to recognising the\ud importance of these success factors in a KM project in the consulting industry to\ud achieve the maximum success.Postprint (published version

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A hybrid model of knowledge management for new service development

Tsai

2016

J. Syst. Sci. Syst. Eng.

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Although many theories regarding the implementation of knowledge management (KM) in organizations have been proposed and studied, most applications tend to stand alone without incorporating the business processes. Different categories of knowledge provide different benefits and how to integrate various categories of KM into a hybrid approach as an effective KM manner remains strategically important, and yet is still understudied. Therefore, in this paper a hybrid model that integrates principal KM applications for new service development (NSD) and the measurement of the resulting financial benefits have been developed. The proposed KM model incorporates newsgroups, knowledge forums, knowledge asset management and knowledge application processes as a hybrid means for sharing organizational knowledge along two axes, explicit vs. implicit and individual vs. collective. One of the largest management consulting companies in Taiwan, China, whose process model of NSD was standing alone with KM applications, was selected for the case study. A set of hybrid KM processes was developed to implement the proposed KM model, and it illustrates an application with greater financial benefits for integrating hybrid KM practices into the business process. Based on knowledge value added (KVA) validation, the proposed KM model provides a new operating system for sharing NSD knowledge within an organization. Through the case study by measuring the achieved financial results, the proposed KM model is found to provide an exclusive hybrid platform with an empirical process model to address innovative approaches and practical values of KM within an organization.

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From P Economy to K Economy: An empirical study on knowledge-based quality factors

Cited by 10 publications

References 42 publications

Leveraging organizational performance via knowledge management systems platforms in emerging economies

Leveraging organizational performance via knowledge management systems platforms in emerging economies

Exploring critical success factors of knowledge management projects in the consulting sector

A hybrid model of knowledge management for new service development

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