Knowledge management reliability and its impact on organizational performance

Abstract

Purpose – Although the topic of knowledge management (KM) failure has emerged over the past several years, no specific theory has been proposed about the ability of an organization to discover and manage unexpected failures in the organizational capabilities of KM. Thus, the main aim of this paper is to develop a theory of KM reliability by taking into account the availability of existing theory of high reliability for organizations. Furthermore, this study aims to empirically evaluate the impact of a reliable KM on organizational performance by developing a reliability measurement instrument. Design/methodology/approach – The study develops and tests a theoretical framework whereby the reliable KM is supported on its reliability aspects and organizational performance on its financial, process, and internal aspects. Based on a questionnaire, data were obtained from a sample of 254 companies in North America. The measurement model was tested and confirmed by using structural equation modeling (SEM). Findings – The results show that the reliable KM has a multi-dimensional structure as described by the proposed theoretical framework. Additionally, the results underscore the importance of KM reliability in creating conditions favorable for a firm's success. Practical implications – It was verified that the reliable KM affects the measures of organizational performance, including financial, process, and internal performance. This is useful for researchers and executives looking for appropriate outcomes through the implementation of KM initiatives. Furthermore, this study provides a starting point for further research on KM reliability. Originality/value – This study claims that a key to successful KM is to create a cognitive infrastructure that enables simultaneous adaptive learning and provides an organizational reliability infrastructure through the management of unwanted, unanticipated, and unexplainable failures in the KM's required capabilities.

The knowledge management, product innovation, and process innovation as antecedents of sports manufacturing firms of Thailand

“…It was found that the overall performance of organizations is linked with the knowledge. Using a sample of 245 organizations based in North American region, it was found by (Mahdavi Mazdeh & Hesamamiri ,2014) that the measures of performance a significantly influenced by KM. These measures include internal, financial and processes.…”

“…Alternatively, the relation between performance and KM has been analysed in literature. The focus is on the determination of performance in terms of competitiveness, effectiveness, and market performance and balanced scorecard (Mahdavi Mazdeh & Hesamamiri, 2014;Soto-Acosta, Popa, & Palacios-Marqués, 2016). There is limited number of studies on analysing the influence of KM on operational performance.…”

Knowledge-based strategy selection: a hybrid model and its implementation

“…Moreover, KM has been growing in importance and popularity as a research topic since the mid-1990s. It is defined as the process of selectively applying knowledge from previous experiences of decision-making to current and future decision-making activities with the express purpose of improving the organization's effectiveness (Mahdavi Mazdeh and Hesamamiri, 2014). According to this definition, KM involves identifying critical knowledge, acquiring critical knowledge in a knowledge base or organizational memory, sharing the stored knowledge, applying knowledge to appropriate situations, determining the effectiveness of using the applied knowledge and adjusting the knowledge use to improve the effectiveness of the organization (Jennex and Olfman, 2004;Alavi and Leidner, 2001).…”

Integrated data envelopment analysis and multicriteria decision-making ranking approach based on peer-evaluations and subjective preferences: case study in banking sector

“…Performance assessment and organizational rankings have attracted the attention of many researchers in the past few decades. Several performance assessment tools have been developed to assess organizational performances and analyze their rankings (Moore, 2007; Puri and Yadav, 2013, 2014; Mahdavi and Hesamamiri, 2014; Abbasi and Kaviani, 2016; Lv and Ma, 2019; Chen et al , 2020b). Data envelopment analysis (DEA), developed by Charnes et al (1978), is one among these performance tools.…”