Mediation Effect of Knowledge Management Enablers on the Relationship between Organizational Characteristics and Entrepreneurial Orientation

Abstract

Abstract:The main aim of this study is to investigate the mediating effect of knowledge management enablers between the organizational characteristics and entrepreneurial orientation of employees. The study considered three constructs, namely: Knowledge management enablers, organizational characteristics and entrepreneurial orientation, to formulate the framework for this research. A quantitative approach was adopted in the study. Data were collected through a web-based online survey. The population of the survey was estimated to be around 300 employees from three cement manufacturing organizations in the state of Johor, Malaysia. A 70.4 per cent response rate was achieved. Five hypotheses were formulated and tested in the study. A simple multiple regression was used to analyse the data. All five hypotheses were supported, confirming that there is a partial mediation by the knowledge management enablers, as well as by the corresponding dimensions between organizational characteristics and entrepreneurial orientation. In addition, the implications of this study are also discussed, apart from the avenues for future research in the area of entrepreneurial orientation.

Mediation Effects of Subjective Norms on the Relationship between Career Advancement and Job Characteristics and Knowledge Sharing Behavior among the Tanzanian Healthcare Professionals

“…Satisfactory knowledge sharing facilitates the members of an organization to gather knowledge more quickly and conveniently; it also enables members of the organization to create and utilize the available knowledge through the process of knowledge sharing, which in turn, enhances their performance and knowledge management. Knowledge sharing plays a significant role in facilitating organizational innovation, improving both individual and organizational capabilities, as well as gaining a competitive advantage (Gold et al 2001;Teece 1998;Baskaran 2018). Knowledge creation normally happens through an exchange, and incorporates elements of the knowledge (Nahapiet and Ghoshal 1998).…”

“…Many studies have established the predictors of an employee's knowledge sharing behavior and have evidenced several factors, such as organizational commitment (Chiang et al 2011); trust (Amayah 2013); post-alliance formation factors (Rezazadeh and Mahjoub 2016); organizational characteristics (Baskaran 2018) and group identification (Hassandoust et al 2011). However, there are limited studies into knowledge sharing behavior in the healthcare context (Hansen and Avital 2005; Kim and Lee 2013b).…”

Does organizational culture support matter in elucidating the relationship between training antecedents and training effectiveness in Bahrain?

“…Effective training facilitates the member of an organization to obtain knowledge and skills more conveniently and quickly; it aids the organization's members to create and utilize the existing knowledge and skills through the practice of enhancing them through training, which leads to improving their performance and knowledge utilization. Training effectiveness facilitates organizational invention, gaining competitive advantage, as well as improving both organizational and individual capabilities (Baskaran, 2018). Training effectiveness generally occurs by an interchange and incorporates knowledge's elements (Nahapiet & Ghoshal, 1998).…”

Techniques for the identification of organizational knowledge management requirements

“…Business adopt knowledge management strategies to improve their competitiveness, generate value and ensure their sustainability (Lew et al , 2013; Mills and Smith, 2011; North and Kumta, 2018; Paulova et al , 2017; Satyendra and Andrew, 2013). Knowledge management involves identification, acquisition, organization, storage, socialization, evaluation, application and knowledge distribution (Becerra and Sabherwal, 2014; Beesley and Cooper, 2008; Dalkir, 2005), activities supported by the culture, people, structure, processes and technology of the organization – a set of factors considered knowledge management enablers (Rodríguez Gómez, 2006; Baskaran, 2018; Shah and Kant, 2018). Knowledge management incorporates frameworks and processes used by organizations and management to carry out an effective knowledge acquisition (Milton, 2007; Rachelle and Krishna, 2013), highlighting the contribution of diverse disciplines like knowledge engineering (Secundo et al , 2015; Kendal and Creen, 2007; Liebowitz, 2001).…”