Leadership and Knowledge Management in an E-Government Environment

Ryan, Sherry; Zhang, Xiaoni; Prybutok, Victor R.; Sharp, Jason H.

doi:10.3390/admsci2010063

Cited by 19 publications

(16 citation statements)

References 38 publications

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“…Extending the previously mentioned issues influencing the knowledge sharing capabilities in e-government context, employees need more support and a well-structured plan for learning and awareness. In a study that used responses from 1,100 public employees in the USA, the researchers concluded that leadership efforts are needed to support employee's learning and innovation and ensure that the organizational functional capabilities are well evaluated continuously (Ryan et al, 2012). The authors also concluded that ICT is important for leadership to facilitate KM processes in an e-government context.…”

Section: Tg 123/4mentioning

confidence: 99%

The influence of knowledge management practices on e-government success

Abu-Shanab

Shehabat

2018

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Purpose This paper aims to examine the perceived influence of knowledge management (KM) practices on the success of e-government initiatives. This paper proposes a framework depicting the overall perspective of the interactions between the environment and KM practices and associated processes in the context of e-government. Design/methodology/approach A conceptual framework was built to set the stage for empirical analysis, which included four major constituents: IT infrastructure, administrative issues, KM practices and e-government projects success. A sample of 181 civil servants completed a survey measuring the factors included in the research model. Structural equation modeling technique was used to test the model. Findings Results have identified IT infrastructure and administrative issues as significant predictors of e-government projects’ success, where the relationship was mediated by KM practices. The model explained 52.7 per cent of the variance in e-government success. Research limitations/implications Governments need to enforce policies to encourage KM practices and make available the needed infrastructure for such environment. The sample size and the new Arabic survey used in the study are the major limitations, where more research is encouraged to validate the instrument and generalize the findings to different environments. Originality/value This study is the first in Jordan, and one of the few that related e-government to KM practices by proposing a comprehensive model that sums the factors related to such relationship. Its value stems from its sample of public employees and the support of its proposed framework.

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Section: Tg 123/4mentioning

confidence: 99%

The influence of knowledge management practices on e-government success

Abu-Shanab

Shehabat

2018

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“…Strategic management research, using a knowledge-based view of the firm, mentions both strategic flexibility (Chen et al 2017;Guo and Cao 2014) and an organization's ability to manage its knowledge internally (Scuotto et al 2017;Del Giudice and Peruta 2016;Ryan et al 2012) as essential for supporting strategic renewal goals (Hughes and Mustafa 2017;Del Giudice et al 2013a, 2013b. These factors are assumed to link synergistically (Chen et al 2017).…”

Section: Introductionmentioning

confidence: 99%

Knowledge, Renewal and Flexibility: Exploratory Research in Family Firms

Pérez-Pérez

López-Fernández

Obeso

2019

Administrative Sciences

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This study aims to explore how family firms pursue strategies that promote strategic flexibility and knowledge-management (KM) practices to respond to strategic-renewal goals. Specifically, based on a knowledge-based view of the firm, the following research question is proposed: Are there heterogeneous groups of family firms in terms of knowledge management, strategic flexibility and strategic renewal goals? To answer this question, an exploratory study using a two-step cluster analysis is developed. It reveals natural groupings from a sample of 288 small and medium-sized Spanish family enterprises (SMEs). The results obtained identified three distinctive clusters of family firms, namely proactive family firms, transitional or adaptive family firms, and rigid family firms. After two-step cluster analysis, we also conducted analysis of variance (ANOVA) to confirm that significant differences amongst the three clusters exist. After heterogeneity been confirmed, a further profile of the cluster solution was provided by using CEO and board characteristics, as well as the generational stage of the company. The findings offer some counterbalance for those studies that tend to study family businesses as a homogeneous entity, thus permitting researchers to access more information, providing rich explanations for renewal managerial decision-making purposes in family firm contexts.

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“…Several attempts to define tacit knowledge later acknowledged that it can be compared to objective knowledge, and that become one of the conversional definitions of tacit knowledge and established by many authorities in knowledge management literature [11]. In some explanations Smith [12], opined that it is the type of knowledge shared using symbolic gestures or signs between individuals and groups.…”

Section: Literature Review 21 Objective Knowledgementioning

confidence: 99%

Importance of Organizational Tacit Knowledge: Barriers to Knowledge Sharing

Lartey¹,

Shi²,

Santosh³

et al. 2022

Recent Advances in Knowledge Management

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This chapter incorporates the relevance of tacit knowledge and highlights some major barriers to knowledge sharing. Knowledge transfer is action through which; information, skills, expertise and experience is exchanged among people in an organization and it is a valuable and tangible asset for creating sustainability, performance and competitive advantage. From what is currently known, knowledge sharing activities occur generally with the support of knowledge systems designed by the board and knowledge managers. It is suggested that technology is one of the tools that support knowledge sharing, though other factors exist, such as organizational culture, trust, leadership and management philosophy, incentives and internal control systems. In this study, the researchers explore possible knowledge sharing opportunities and associated barriers, starting from top management to employees. The main purpose of this chapter is to look at how tacit knowledge affects organizational success. The chapter also covers ways to promote knowledge transfer in order to improve organizational performance and innovation. The discussion elaborated on the significance of tacit knowledge in a way that previous literature does not. It is emphasized that, from a resource-based view, businesses gain competitive advantage when they value and retain their existing tacit knowledge, as explicit knowledge is already known to everyone. According to the study, important variables such as corporate culture, individual employees, technology, and organizational internal factors are potential hurdles that must be examined to minimize the impact on organizational learning.

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Leadership and Knowledge Management in an E-Government Environment

Cited by 19 publications

References 38 publications

The influence of knowledge management practices on e-government success

The influence of knowledge management practices on e-government success

Knowledge, Renewal and Flexibility: Exploratory Research in Family Firms

Importance of Organizational Tacit Knowledge: Barriers to Knowledge Sharing

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