Knowledge management and organizational performance: a decomposed view

Abstract

Purpose -The purpose of this paper is to evaluate the impact of specific knowledge management resources (i.e. knowledge management enablers and processes) on organizational performance.Design/methodology/approach -The study uses survey data from 189 managers and structural equation modeling to assess the links between specific knowledge management resources and organizational performance.Findings -The results show that some knowledge resources (e.g. organizational structure, knowledge application) are directly related to organizational performance, while others (e.g. technology, knowledge conversion), though important preconditions for knowledge management, are not directly related to organizational performance.Research limitations/implications -The survey findings were based on a single dataset, so the same observations may not apply to other settings. The survey also did not provide in-depth insight into the key capabilities of individual firms and the circumstances under which some resources are directly related to organizational performance.Practical implications -The study provides evidence linking particular knowledge resources to organizational performance. Such insights can help firms better target their investments and enhance the success of their knowledge management initiatives.Originality/value -Prior research often utilizes composite measures when examining the knowledge management-organizational performance link. This bundling of the dimensions of knowledge management allows managers and researchers to focus on main effects but leaves little room for understanding how particular resources relate to organizational performance. This study addresses this gap by assessing the links between specific knowledge management resources and organizational performance. The results show that some resources are directly related to organizational performance, while others are not.

The impact of knowledge management processes on organisational performance

“…Nonaka, 1991, Un andCuervoCazurra, 2004). According to Mills and Smith (2011), the term ''acquisition'' refers to a firm's ability to identify, acquire and accumulate knowledge (whether internal or external) that is essential to its operations. The external sources for an organisation to acquire knowledge could be through hiring people possessing the required knowledge or by purchasing knowledge assets such as patents, research documents or other intelligence (Wong and Aspinwall, 2004).…”

“…KM cycle in non-profit organisation, storage, retrieval, diffusion and presentation, application, creation Mills and Smith (2011) Knowledge creation, knowledge acquisition. Mishra and Bhaskar (2011) Knowledge creation.…”

Knowledge Management Practices and Organizational Learning Have Positive Impacts on Organizational Performance of State-Owned Enterprises in Indonesia

“…In this process, the activities to further develop and complement the gained knowledge also occur. Mills (2011) explained that the meaning of knowledge management is a facility provided by the organization to facilitate the distribution of knowledge. The main objective of the implementation of knowledge management is to ensure that the individual's knowledge can be owned by the organization, so it will not be a big problem if someone who has valuable knowledge is no longer in the organization.…”

The Impact of Performance Management on Mission Statement and Operational Goal Setting

“…Second, horizontal integration in which organization relies on the Human Resources (HR) capabilities individually and reward systems for accessing a coherent approach in employees development management (Fasanghari, Roudsari, & Chaharsooghi, 2008). The research by Mills and Smith (2011) shows that the majority of organizations have a long path to establish a system of PM because this system is not only to evaluate the organizational performance, but enables managers to follow up the targeted mission. In other words, PM is to establish a common vision for each single employee and derives them through the right way (Jamil, Yusof, Said, & Osman, 2010).…”

“…Human resource is one of the most important resources in organization. Profitability and efficiency, survival and stability of every organization depend on the ability, capacity, performance and qualification of its employees and experts (Gruman & Saks, 2011;Huselid & Becker, 2010;Mills & Smith, 2011;Noruzy, Dalfard, Azhdari, Nazari-Shirkouhi, & Rezazadeh, 2013).…”