Knowledge Management Functions Applied in Jordanian Industrial Companies: Study the Impact of Regulatory Overload

Abstract

This research aims to study the impact of electronic information overload on knowledge management functions in Jordanian industrial companies. The research population included all Jordanian industrial companies listed on the Amman Stock Exchange. A simple random sample of 30% of the research population of 1242 seniors and middle managers in the research population was done to 373 individuals. 206 questionnaires are successfully retrieved to be analyzed. Descriptive and heuristic statistical methods such as simple and multiple regression analysis were applied using SPSS.16 program. The obtained result indicated that there is a statistically significant impact of the electronic information overload (organizational overload) on the knowledge management functions (acquisition, generation, transmission, sharing, and application of knowledge) in Jordanian industrial companies. In the scope of the results, this work made a number of recommendations, including: Adopting an organizational aspect that suits the nature of the tasks that the industrial companies operate in Jordan, in addition to providing technical capabilities to reduce the electronic information overload faced by the industrial companies in Jordan while practicing their tasks.

Impact of Technological Burden on Knowledge Management Functions in Jordanian Industrial Companies

“…• Knowledge acquisition: A function that attempts to collect and gain knowledge from a range of recorded sources as well as undocumented knowledge that is stored in people's thoughts and issued through their actions. Knowledge can be acquired from stakeholders and experts, with information technology playing a key role in data capture, classification, processing, and harnessing to generate a competitive advantage for the organization [25], [29], [41], [51], [56], [60], [62], [64]. It takes a lot of work to get new knowledge [41].…”

“…Individuals are involved in the creation of knowledge within the company. Social involvement, embodied external knowledge, integrated internal knowledge, and synthetic knowledge are the four ways that knowledge will be passed on to new people [60], [61], [62], [63], [64]. • Knowledge transfer: Leadership, absorptive capability, organizational structure support, degree of complexity, degree of privacy, and reliability of knowledge vocabulary are all elements to consider while transferring knowledge [16], [19], [23], [40], [44], [53].…”

“…As well as people's involvement in knowledge with others, which avoids the loss of such information and its fading with time. Furthermore, sharing knowledge between organizations increases the amount of knowledge stored in organization warehouses [17], [20], [35], [39], [43], [45], [47], [56], [57], [63], [64]. • Knowledge application: The purpose of knowledge management is for modern enterprises to use knowledge retrieval techniques and web-based technology platforms to apply knowledge.…”

“…• Knowledge application: The purpose of knowledge management is for modern enterprises to use knowledge retrieval techniques and web-based technology platforms to apply knowledge. Furthermore, these systems allow for the timely and appropriate access, use, and transfer of information, as well as communication with the appropriate individual [18], [33], [63], [64].…”