Operationalization of knowledge management in knowledge-intensive Pakistani banks: a qualitative case study

Memon, Salman Bashir; Rizvi, Wajid Hussain; Syed, Sumaiya

doi:10.21511/kpm.01(1).2017.04

Cited by 10 publications

(4 citation statements)

References 28 publications

(22 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Knowledge sharing is a vital yet emerging area of research in Pakistan (Bashir Memon et al , 2017; Bibi and Ali, 2017; Razzaq et al , 2019; Javaid et al , 2020). However, the area has grabbed the attention of numerous researchers in recent years who investigated knowledge sharing within diverse business organizations in the Pakistani context (Tahir et al , 2012; Bashir Memon et al , 2017; Cheema and Javed, 2017; Masood and Afsar, 2017; Aslam et al , 2018).…”

Section: Introductionmentioning

confidence: 99%

Trust and social network to boost tacit knowledge sharing with mediation of commitment: does culture moderate?

Umar

Sial

Ali

et al. 2021

VJIKMS

View full text Add to dashboard Cite

Purpose This paper aims to investigate the tacit knowledge-sharing framework among Pakistani academicians. The objective is to study trust and social networks as antecedents to foster tacit knowledge sharing with the mediating role of commitment. Furthermore, the moderating role of organizational knowledge-sharing culture is also examined. Design/methodology/approach The study applied a survey-based quantitative research design to test the proposed model. The nature of data are cross-sectional and collected with stratified random sampling among public sector higher education professionals of Pakistan. The total sample size for the present research is 247 respondents. The variance-based structural equation modeling technique by using Smart_PLS software is used for analysis. Findings Data analysis and results reveal that trust and social networks are significant predictors of tacit knowledge sharing among Pakistani academicians while commitment positively mediated the relationships. While the moderating role of organizational knowledge-sharing culture is also established. Research limitations/implications The current research explains tacit knowledge sharing among academics with fewer antecedents i.e. social network and trust with limited sample size and specific population. There is still a great deal of work to be done in this area. Hence, the study provides direction for including knowledge-oriented leadership and knowledge governance in the current framework. Moreover, the framework can be tested in different work settings for better generalization. Practical implications The study gives an important lead to practitioners for enhancing tacit knowledge sharing at the workplace through a robust social network of employees, building trust and boosting employees’ commitment, as well as through supportive organizational knowledge sharing culture. Originality/value The research comprehends the tacit knowledge sharing framework with theoretical arrangements of trust, social networks, commitment and culture in higher education workplace settings under the umbrella of social capital theory.

show abstract

Section: Introductionmentioning

confidence: 99%

Trust and social network to boost tacit knowledge sharing with mediation of commitment: does culture moderate?

Umar

Sial

Ali

et al. 2021

VJIKMS

View full text Add to dashboard Cite

show abstract

“…Our study confirms that top management knowledge value significantly interacts with sustainable leadership and knowledge integration. This highlights the need for organizations to prioritize top management knowledge value in promoting sustainability practices and achieving sustainable project performance (Memon et al , 2017).…”

Section: Discussionmentioning

confidence: 99%

Linking sustainable leadership with sustainable project performance: mediating role of knowledge integration and moderating role of top management knowledge values

Zada,

Khan,

Saeed

et al. 2024

JKM

View full text Add to dashboard Cite

Purpose The purpose of this study is to investigate the relationship between sustainable leadership and sustainable project performance. Specifically, the study aims to examine the mediating role of knowledge integration, examining how knowledge integration within an organization influences project outcomes. In addition, the study seeks to explore the moderating role of top management knowledge values, examining how the values and beliefs of top management influence the relationship between sustainable leadership and project performance. Design/methodology/approach A three-wave survey of 392 employees working in construction sector projects in Pakistan used both hierarchical regression analysis and Hayes’ PROCESS macro method to evaluate the hypotheses. Findings The study results show that sustainable leadership positively relates to sustainable project performance and knowledge integration mediating this relationship. In addition, the top management knowledge value moderates the indirect effect of sustainable leadership on sustainable project performance via knowledge integration. Research limitations/implications Although the model was tested using three-wave data, it is important to note that the data were obtained from a single source. Therefore, it is possible that common method bias may have influenced the results, and this cannot be disregarded. Practical implications Organizations seek to prioritize sustainability and integrate sustainability considerations into their project management processes. Organizations can achieve improved sustainable project performance by investing in sustainable leadership development, fostering a culture of knowledge sharing and learning, prioritizing top management support for sustainable performance and integrating sustainable considerations into project management processes. Originality/value The study’s grounding on organizational learning theory adds an original and valuable perspective to the relationship between sustainable leadership and sustainable project performance. This investigation is original, as it combines sustainable leadership, knowledge integration and the moderating role of top management knowledge value to understand their impact on sustainable project performance. This unique approach contributes to the literature by providing new insights into these relationships and mechanisms in the construction industry.

show abstract

“…As an added bonus, this valuable chunk of information should coincide with the "core competence" of the business. For instance, Memon, Shah Abdul Latif University, Pakistan, Rizvi, Sumaiya, Institute of Business Administration, Karachi, Pakistan, and Shah Abdul Latif University, Pakistan [16] describe the knowledge recognized for administration by the DOE labs as being its central processes. Companies may benefit from outsourcing any skill set that is not directly tied to their core competence.…”

Section: Determining the Need For Knowledge Management In An Enterprisementioning

confidence: 99%

Theoretical Framework of Knowledge Representation for Information Sharing

Bagatto

2023

JCNS

View full text Add to dashboard Cite

Since information from enterprises should be shared and exchanged in order to be understood and recognized, whereby unambiguous and transparent data is considered a vital requirement, information sharing has become crucial to the correct use of information assets. Sharing information may be seen as the most significant component of a company. Sharing or integrating information is used to bring together seemingly unrelated bodies of knowledge in an effort to enhance creativity. Development and training programs, reports, Information Technology (IT) platforms, official papers, and collaborative teams are all instances of information integration. It is possible to boost product and service quality, customer service responsiveness, innovation, and environmental sustainability via pervasive information integration. In this article, we take a look back at the revolutionary idea underpinning internal communication networks for Knowledge Management (KM), and Knowledge Representation (KR).

show abstract

Operationalization of knowledge management in knowledge-intensive Pakistani banks: a qualitative case study

Cited by 10 publications

References 28 publications

Trust and social network to boost tacit knowledge sharing with mediation of commitment: does culture moderate?

Trust and social network to boost tacit knowledge sharing with mediation of commitment: does culture moderate?

Linking sustainable leadership with sustainable project performance: mediating role of knowledge integration and moderating role of top management knowledge values

Theoretical Framework of Knowledge Representation for Information Sharing

Contact Info

Product

Resources

About