Impacts, lessons learnt and envisioning the future of firms under COVID-19 – implications for knowledge management

Ng, David Wai Lun; Alonso, Abel Duarte; Bressan, Alessandro; Vu, Oanh Thi Kim

doi:10.1108/jkm-07-2021-0584

Cited by 10 publications

(12 citation statements)

References 60 publications

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“…KM is paramount for organizational survival and effectiveness in turbulent, rapidly changing environments (Yates and Paquette, 2011). The scientific managerial literature focusing on KM in times of pandemics has over the years been widely ignored (Ammirato et al, 2020;Ng et al, 2022). Specifically, empirical research of KM in the context of COVID-19 is still under development (Ammirato et al, 2020).…”

Section: Organizational Km During the Covid-19 Pandemicmentioning

confidence: 99%

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Motivations for the initiation of knowledge management activities in times of routine and emergency

Nakash

Bouhnik

2023

AJIM

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PurposeThis research seeks to understand, for the first time, what motivates knowledge-intensive organizations (KIOs) to initiate knowledge management (KM) activities in times of routine and emergency. The COVID-19 pandemic was placed at the center as a case study of an extreme crisis.Design/methodology/approachBased on the adoption of the qualitative-constructivist paradigm, the study was conducted among 52 KM professionals through in-depth interviews and focus groups. The data were analyzed using a thematic analysis method, according to the principles of the grounded theory approach.FindingsThe findings reveal that opportunities and risks are two types of catalysts which accelerate KM efforts in times of routine and emergency respectively. Due to KM’s support of the transition to flexible employment during COVID-19, the authors show that this field experienced real growth and prosperity in the “new normal.” KM initiatives were promoted during the COVID-19 crisis in light of gaps in retention, sharing, accessibility and development of knowledge.Originality/valueGiven that knowledge risks are a field with fragmented understanding, the results contribute to understanding the importance of risk management related to knowledge in times of crises and turmoil. The authors call for incorporating this niche into the overall risk management of the organization, while adopting a holistic and long-term perspective of KM. Furthermore, the authors uncover KM’s position in KIOs during the global pandemic. The paper proposes food for thought regarding informal knowledge sharing in virtual environments typical of the “Corona routine”.

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Section: Organizational Km During the Covid-19 Pandemicmentioning

confidence: 99%

“…Knowledge management (KM) refers to obtaining the correct knowledge at the appropriate time and place (Oktari et al, 2020). As an invaluable strategic organizational tool, KM can enhance agility and effectiveness (Ng et al, 2022). "KM practices, such as knowledge creation, knowledge dissemination, knowledge storage and knowledge…”

Section: Introductionmentioning

confidence: 99%

Motivations for the initiation of knowledge management activities in times of routine and emergency

Nakash

Bouhnik

2023

AJIM

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“…The COVID-19 crisis has posed new challenges for businesses and their management, pushing them to instil a deeper sense of cohesion and solidarity amongst the organisational members (Ng et al , 2022). Generally, strongly committed employees are more inclined to devote their efforts and resources towards attaining the organisation's goals (Klein et al , 2012); thus, improved performance is anticipated.…”

Section: Literature Reviewmentioning

confidence: 99%

“…In the context of business, most organisations have encountered crises because of new operational challenges thrown by COVID-19. In dealing with disruptive events during such a crisis, studies have shown that effective and efficient knowledge management can support business organisations and help them make appropriate decisions to mitigate potential damages (Ammirato et al , 2020; Ng et al , 2022).…”

Section: Introductionmentioning

confidence: 99%

The role of organisational commitment and leader-member exchange in knowledge application during the COVID-19 pandemic

Ishak

Naqshbandi

Islam

et al. 2022

VJIKMS

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Purpose This study aims to examine the role of organisational commitment (affective, normative, continuance) in influencing employees’ knowledge application behaviour during the COVID-19 pandemic. This study also probes the moderating role of leader–member exchange (LMX) in the association between organisational commitment and knowledge application. Design/methodology/approach This study used a sample of 206 employees working in various private sector organisations in Brunei Darussalam. Structural equation modelling using Smart-PLS was used to test the hypothesised relationships. Findings The findings show that affective and normative organisational commitment spurred employees’ knowledge application behaviour significantly during the COVID-19 crisis. However, the moderating effect of LMX could not be established in this study. Practical implications The findings provide managers with insights into the crucial role organisational commitment can play in encouraging knowledge application in an organisation. Originality/value Studies exploring the enabling factors of knowledge application are scarce, especially in the context of a global crisis such as the COVID-19 pandemic. This study develops a model and empirically validates the importance of organisational commitment for knowledge application amidst the COVID-19 pandemic. This study also provides insights for managers into how LMX can affect knowledge application outcomes, particularly during uncertain times.

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“…As far as business organizations are concerned, the massive impact of the pandemic has also affected Chinese companies. Many companies suffered a huge existential crisis during the pandemic (Wang et al, 2020;Ng et al, 2022). Meanwhile, people have been forced to adopt a series of measures July 2022 | Volume 13 | Article 882029 Health Belief on Knowledge Sharing to avoid infection, such as wearing masks, keeping social distance, or even working from home, which have adversely affected their work and life (Li et al, 2021a;Aldianto et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Effects of Health Belief About COVID-19 on Knowledge Sharing: The Mediating Role of Self-Efficacy

2022

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While existing studies have explored factors that affect knowledge sharing among employees from different perspectives, there are still research gaps regarding whether health belief affects knowledge sharing among employees, specifically against the backdrop of the COVID-19 pandemic, and how such effects work. Thus, the purpose of this study is to determine the effect of bank employees’ health beliefs about COVID-19 on knowledge sharing mediated by their self-efficacy. From the perspective of social cognitive theory and the health belief model, this study investigates whether employees’ perception of susceptibility and severity of COVID-19 affects formal as well as informal knowledge sharing through knowledge sharing self-efficacy. A sample of 407 bank employees (200 women and 207 men) in China was used for the study. The formulated hypotheses were tested using structural equation modeling and bootstrapping. The results showed that employees’ perceived susceptibility to COVID-19 significantly undermines formal and informal knowledge sharing self-efficacy. However, there was no significant difference in the extent of its indirect effects on formal and informal knowledge sharing. Further, employees’ perceived severity of COVID-19 had no effect on knowledge sharing self-efficacy and on formal and informal knowledge sharing, which could have resulted from the COVID-19 outbreak in China.

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Impacts, lessons learnt and envisioning the future of firms under COVID-19 – implications for knowledge management

Cited by 10 publications

References 60 publications

Motivations for the initiation of knowledge management activities in times of routine and emergency

Motivations for the initiation of knowledge management activities in times of routine and emergency

The role of organisational commitment and leader-member exchange in knowledge application during the COVID-19 pandemic

Effects of Health Belief About COVID-19 on Knowledge Sharing: The Mediating Role of Self-Efficacy

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