Knowledge management process model for healthcare organisation: a case of a public hospital

Bahar, Nurhidayah; Bahri, Shamshul

doi:10.1504/ijkms.2016.10001023

Cited by 2 publications

(2 citation statements)

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“…With the inpatriate as a conduit for new knowledge the MNC has the ability to develop KM capability to increase in MNC performance. In this way, KM plays a significant role in MNC innovation (Liu and Scullion, 2019), and MNCs must, through good HRM processes, transfer firm KM capacity to inpatriate KM capability in order to actively manage and operationalize KM for innovation (Bahar and Bahri, 2016;Froese, et al, 2020). Figure 1 summarizes the above discussion regarding KM for successful MNC innovation.…”

Section: Knowledge Capabilitiesmentioning

confidence: 99%

Managing global knowledge transfer: Inpatriate manager embeddedness and firm innovation

Kiessling

Maley

Moeller

et al. 2023

International Business Review

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Section: Knowledge Capabilitiesmentioning

confidence: 99%

Managing global knowledge transfer: Inpatriate manager embeddedness and firm innovation

Kiessling

Maley

Moeller

et al. 2023

International Business Review

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“…KM refers to the abilities of an organization to utilize knowledge resources in a series of coordinated knowledge processing for the purpose of producing knowledge synergies (Guo and Guo, 2013;Bahar and Bahri, 2016). In the literature, KM is often held as a synonym of knowledge processes indicating the basic business operations for using knowledge resources (Nieves and Haller, 2014).…”

Section: Design Of Knowledge Management Processmentioning

confidence: 99%

Open innovation based knowledge management implementation: a mediating role of knowledge management design

2018

JKM

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Purpose Knowledge-based organizations is a new paradigm for business. Knowledge management (KM) is important for supporting core business processes. This paper aims to define an open innovation (OI)-driven KM implementation for effectively executing the support. Design/methodology/approach KM is important for supporting organizational innovation. OI plays a critical determinant role in defining the design of KM for effectively supporting OI. Further, the final goal of KM is to reach the success of OI-based KM implementation. A model is thus proposed for connecting OI as a driver to a design of KM and, in turn, KM implementation. Survey is conducted to collect data. Partial least squares is used for analysis. Findings The three processes of OI partially present significant impact on the design of KM process and, in turn, a noticeable achievement of KM implementation. The two KM processes indicate an interaction effect for reinforcement mutually. The findings provide rich evidence into the argument that OI-based KM implementation through the mediator of the design of KM process is important for a successful KM in organizations. Practical/implications While OI is a phenomenon that has increasingly become critical for the contemporary business, the design of KM mechanism needs to be adapted from the choice of OI process for guaranteeing the success of KM implementation. Originality/value Extant theories did not provide such an approach to develop an effective KM implementation in terms of the important management concept, OI, in organizations. This model empirically demonstrates its capability to work on this issue.

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Knowledge management process model for healthcare organisation: a case of a public hospital

Cited by 2 publications

References 0 publications

Managing global knowledge transfer: Inpatriate manager embeddedness and firm innovation

Managing global knowledge transfer: Inpatriate manager embeddedness and firm innovation

Open innovation based knowledge management implementation: a mediating role of knowledge management design

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