How knowledge sharing and business process contribute to organizational performance: Using the fsQCA approach

Abstract

The purpose of this research is to carry out a comparative analysis of organizational factors that facilitate knowledge sharing and business process, ultimately contributing to the improvement of organizational performance. The literature considers knowledge sharing a key factor for driving innovation as well as the organization's business performance, as both explicit and tacit knowledge sharing promotes a novel robust approach for business-knowledge process. This research explores the application of fuzzy-set qualitative comparative analysis as a set-theoretic comparative analysis approach to investigate the relationships between knowledge sharing, business process, and organizational performance through the identification of key organizational operation factors. Based on empirical data collected from 28 cases, the analysis results demonstrate the important role of organizational operation factors in knowledge sharing and business-knowledge process, which directly contribute to the improvement of organizational performance.

How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach

“…Based on past studies, factors influencing performance in an organization determine how successfully the organization thrives in terms of competition (Chatzoglou & Soteriou, 1999;Collinson, 1999;DiBella, Nevis, & Gould, 1996;Ma, Du, Ma, & Zhang, 2009;Nor, Selamat, Abdullah, & Murad, 2009); Oyemomi, Liu, and Neaga (2015); (Oyemomi, Liu, Neaga, & Alkhuraiji, 2016;Priem, 1994;Ren, 2009;Wong & Davis, 2009). Factors such as leadership style, culture, structure and learning are significant to how management of resources within the organization sustains a competitive edge in an innovative market.…”

“…In terms of the universal applicability of the SECI model in different cultural contexts, the applicability of this model for measuring knowledge creation in banks may be questionable (Oyemomi et al, 2016). Therefore, to determine 1. whether the SECI knowledge conversion process is supported within banks, 2. whether organizational culture in banks has any relationship with the knowledge creation process, 3. whether senior management is clear about knowledge management implementation in banks, and 4. whether the present banking knowledge management system facilitates knowledge dissemination and the smooth processing of information accessibility across the branches, this study opted for the SECI model for knowledge creation in the context of organizational culture.…”

“…Another attempt to overcome the limitations of regression analysis in organizational configuration studies is the use of cluster analysis. Although cluster analysis can identify and group similar cases according to these characteristics, which then allows the use of ANOVA or MANOVA to test whether there is a difference in performance between these groups, it treats each combination of characteristics as a black box, since only differences between groups of variables can be identified (Oyemomi et al, 2016). This method cannot explain how each of these variables is relevant to the outcome.…”

Ruminant Fecal Contamination of Drinking Water Introduced Post-Collection in Rural Kenyan Households

“…This removes irrelevant variation in the indicator and minimizes the influence of outlier cases in the analysis. fsQCA has been used to identify complex relationships in renewable energy [14], online shopping and marketing [15], organizational performance [16], and, recently, WASH, where it was used to study combinations of community, program, and external conditions associated with the long-term sustainability of rural water supply programs [17]. The present study is a unique, but fitting, application of fsQCA to explore combinations of factors associated with the introduction of fecal contamination to environmental water samples.…”

A Multi-task Principal Agent Model for Knowledge Contribution of Enterprise Staff

“…Oyemomi, Liu, Neaga, and Alkhuraiji (2016) demonstrate the important role of organizational operation factors (leadership support, learning and training and communication) in knowledge sharing and businessknowledge process, which directly contribute to the (CC BY-NC 4.0) This article is licensed to you under a Creative Commons AttributionNonCommercial 4.0 International License. When you copy and redistribute this paper in full or in part, you need to provide proper attribution to it to ensure that others can later locate this work (and to ensure that others do not accuse you of plagiarism).…”