Knowledge management and employee empowerment

Hasani, Kaveh; Sheikhesmaeili, Saman

doi:10.1108/k-04-2014-0077

Cited by 47 publications

(25 citation statements)

References 55 publications

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“…Knowledge is one of the most important sources for the organisation to achieve the sustainable competitive advantage (Hasani and Sheikhesmaeili, 2016). Knowledge can be referred to as the information, facts and concepts, which are generally inherent in practices, norms, processes, documents and experiences of employees for better job performance (Kim and Lee, 2010).…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

High performance work system and organisational performance: role of knowledge management

Jyoti

Rani

2017

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Purpose The purpose of this paper is to explore the high performance work system through ability, motivation and opportunity model (Jiang et al., 2013) and its impact on organisational performance. Further, the mediating role of knowledge management between high performance work system and organisational performance has also been evaluated. Design/methodology/approach Questionnaire technique has been used to collect the data from managers (n=58) and employees (n=246) working in telecommunication organisations in Jammu and Kashmir (North India). Data collected have been validated using the exploratory factor analysis and confirmatory factor analysis. Hypotheses have been tested through structural equation modelling with the help of AMOS and SmartPLS3 softwares. Further, theoretical, managerial and socio-economic implications have also been discussed. Findings The study indicates that high performance work system positively affects organisational performance. Further, knowledge management act as a mediator between high performance work system and organisational performance. Research limitations/implications The study has been conducted only in the private telecommunication sector (Airtel, Aircel, Tata Indicom, Idea, Reliance, Vodafone). Further, the study being limited to telecommunication sector can be extended in other sectors also. Practical implications In order to create superior work system, management should focus on ability-enhancing initiatives such as extensive job training, computer-based training, etc. on regular basis. Employees should be rewarded extrinsically as well as intrinsically to keep them motivated to achieve higher levels of performance. Further, management should empower the employees through decentralisation of authority, participative decision making, etc. Besides this, management should also instil the knowledge culture in the organisation in order to enhance the knowledge capability of the employees. Originality/value This study contributes to the literature by identifying the black box using knowledge management to understand the relationship between high performance work system and organisational performance in the telecommunication sector.

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Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

High performance work system and organisational performance: role of knowledge management

Jyoti

Rani

2017

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“…With the increasing popularity of using teams in software development projects, researchers have become interested in the critical success factors of project teams to leverage project success. For instance, researchers have shown that within team communication (Aubert et al, 2013), interpersonal trust (Porter and Lilly, 1996), team learning (Chan et al, 2003) and teamwork and leadership (Nixon et al, 2012;Hasani and Sheikhesmaeili, 2016) influence project success. Also, researchers have found that knowledge management practices in general and knowledge sharing, which refers to the actual mutual exchange of task-relevant ideas, information, suggestions and know-how regarding software products and processes (Srivastava et al, 2006), in particular are critical for project success (Yang et al, 2012;Ghobadi and D'Ambra, 2013).…”

Section: Introductionmentioning

confidence: 99%

Knowledge sharing barriers in software development teams: a multiple case study in Turkey

Akgün

Keskin

Ayar

et al. 2017

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Purpose Changing customer demands, needs and desires; emerging technologies; and increasing competition among firms force software development teams to develop and then implement new software projects to satisfy their customers and become more competitive in their marketplace. In this respect, knowledge sharing is critical for project success. However, although knowledge sharing among team members has been investigated by many researchers, knowledge sharing barriers among people have rarely been addressed in project teams in general and software development teams in particular. Thus, the purpose of this study is to investigate knowledge sharing barriers in the software development team context and develop solutions that can overcome these barriers. Design/methodology/approach An exploratory multiple case design was used to explore why software team members in Turkey may be reluctant to share knowledge. In this study, the authors conducted 18 in-depth and on-site semi-structured interviews and then employed content analysis, which uses a set of procedures to make valid inferences from text, to discover knowledge sharing barriers. Findings By interviewing 18 Turkish project team managers, the authors identified knowledge-, individual- and organization-related knowledge sharing barriers among team members. They also demonstrated solutions for the knowledge sharing hesitation among team members based on the experiences of project team managers. Research limitations/implications Some methodological limitations exist in this study. Specifically, the generalizability of the sampling limits the study, which was conducted in a specific national context, Turkish firms in general and the Istanbul district in particular. It is important to note that readers should be cautious when generalizing the results to different cultural contexts. In this regard, a Turkish sample involving the Istanbul district, like that of any culturally bound research, imposes some constraints on the interpretation and application of the results. The study was conducted with in-depth interviews of only 18 managers working in seven companies. Also, this study was performed on system development teams. The results should be confirmed with more samples and different project sets. Practical implications In this study, the authors discover the reasons for knowledge sharing reluctance among team members and some solutions that will eliminate knowledge sharing problems by using case studies. The results show that the reluctance of team members arises from obstacles, which are knowledge-, individual- and organization-related. Also, the conclusions demonstrate that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions. Originality/value The present study investigated whether reluctance to share knowledge derives not only from individual barriers but also from organization- and knowledge-related barriers in a project team context. The authors discovered that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions.

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“…Knowledge of employee retention can be a source of competitive advantage for companies. One of the greatest benefits of talent management is the effect it has on the hiring and retention of valuable employees [6].…”

Section: Introductionmentioning

confidence: 99%

Talent Management and Employee Retention: The Partial Mediating Role of Organizational Commitment

Ekhsan¹,

Parashakti²,

Sudiro³

2020

Proceedings of the International Conference on Environmental and Technology of Law, Business and Education on Post Covid 19, IC

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Knowledge management and employee empowerment

Cited by 47 publications

References 55 publications

High performance work system and organisational performance: role of knowledge management

High performance work system and organisational performance: role of knowledge management

Knowledge sharing barriers in software development teams: a multiple case study in Turkey

Talent Management and Employee Retention: The Partial Mediating Role of Organizational Commitment

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