Investigation and prioritisation of cultural barriers against implementation of knowledge management in Kerman Regional Electric Company

Khajouei, Hamid; Jamshidi, Mohammad Javad; Nasrabadi, Hashem

doi:10.1504/ijkms.2016.082344

Cited by 2 publications

(3 citation statements)

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“…He also stressed that the effective Knowledge Management System KMS must involve the staff (knowledge community), who uses, shares, and transfers the knowledge. Consequently, if the organization has improper OC, such as absence of the reward system to exchange knowledge, absence of methods of encouraging cooperation among employees, or absence of leadership support, this would definitely hinder the KMI (Khajouei et al 2016). Therefore, it does make sense to argue that barriers of OC can significantly affect KMI in hotels.…”

Section: Km Barriersmentioning

confidence: 99%

“…At the primary stage of the questionnaire development, a fairly extensive literature review was performed to gather relevant questions (Črnjar and Dlačić , 2014;Hong, et al, 2009;Uriarte, 2008;Yuen, 2007;Riege, 2005;Milam 2001, Khajouei et al 2016) to the variables selected in the study framework to ensure that the questionnaire items can assess the study's variables properly. The questionnaire language and the use of hotels related terms and idioms were also put into consideration.…”

Section: Questionnaire Development and Data Collectionmentioning

confidence: 99%

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Exploring Barriers of Knowledge Management Implementation KMI in Egyptian Hotel Industry

Fathy

2021

مجلة کلیة السیاحة والفنادق. جامعة المنصورة

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The current study aim to investigate and model the Knowledge Management Implementation (KMI) barriers, as well as suggesting some overcoming strategies to cope with KMI barriers . Design/methodology/approach: It has employed a quantitative method by developed a questionnaire based on the literature and distributed it among hotel employees in Four and Five-star hotels in Alexandria in Egypt. A total of 386 valid questionnaires were analyzed by SEM . Findings: Results of the path analysis indicated that barriers of the organizational culture and human resources have a positive impact on KMI. However, the technology infrastructure barriers have a negative impact on KMI . Originality/value: A major concern of hotel to increase the hotel performance with high level of employees' turnover, this study provides an inclusive investigation of KMI barriers in hotel industry. Also, it explores strategies to overcome the KMI barriers . Practical Implications: In order not to deprive Egyptian hotels from KMI benefits, the study suggested practical implications to enable them overcoming the KMI barriers, Exploring Barriers of Knowledge Management Implementation KMI in Egyptian Hotel Industry such as providing a creative, motivating, and rewarding organizational culture to increase the knowledge exchange. In addition to a KM System that has been designed based on smart phone applications. Transformational leadership and KM training courses were essential to create an environment of teamwork, trust, knowledge exchange, and learning.

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Section: Km Barriersmentioning

confidence: 99%

Section: Questionnaire Development and Data Collectionmentioning

confidence: 99%

Exploring Barriers of Knowledge Management Implementation KMI in Egyptian Hotel Industry

Fathy

2021

مجلة کلیة السیاحة والفنادق. جامعة المنصورة

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“…This means that organizational culture may contribute significantly to the improvement of employee's performance. However, Khajouei et al (2016) argued that there are culture barriers in implementing knowledge management. The barriers are lack of leadership support, lack of trust, lack of an appropriate reward system, lack of cooperation among employees, lack of an appropriate learning system, lack of an appropriate formalization system.…”

Section: Literature Reviewmentioning

confidence: 99%

The influence of knowledge management “bottleneck” on company’s performance

Subanidja

Hadiwidjojo

2017

Management &Amp; Marketing

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Interviews with 10 marketing managers of 10 four-wheeled motor vehicle brand in Jakarta that have the highest sales in January up to April 2017 show that the managers do not have enough cognitive understanding of knowledge management (KM). However, the managers, in general, are very eloquent when discussing about practical business aspects such as supply-chain, business competition, products, organizational culture, and company’s performance. Based on previous research, KM was placed as independent or intervening or moderating variable on company’s performance. The aim of this study is to analyze the role of KM on company’s performance. By using stratified random sampling, linear regression, moderated regression, and path analysis, it can be concluded that KM can be as independent, moderating, or intervening variable. KM becomes similar to a “bottleneck” when the managers do not know well what and how to implement KM. Therefore, this study suggests that needed further researches are needed to explore the role of KM and to understand how KM can be implemented in a company in order to sustainably improve the company’s performance.

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Investigation and prioritisation of cultural barriers against implementation of knowledge management in Kerman Regional Electric Company

Cited by 2 publications

References 0 publications

Exploring Barriers of Knowledge Management Implementation KMI in Egyptian Hotel Industry

Exploring Barriers of Knowledge Management Implementation KMI in Egyptian Hotel Industry

The influence of knowledge management “bottleneck” on company’s performance

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