Organizational capabilities and knowledge management success: a quartet of case studies

Abstract

Purpose The aim of this paper is to understand the role of organizational capabilities in knowledge management (KM) success pattern and how KM initiatives can be designed for organizational success. Design/methodology/approach The authors adopted a qualitative, descriptive case study research design to study the complex contextual issue of organizational capabilities and its role in KM success of information technology companies. Findings Findings of the study indicate that success of KM is not only bound by its processes but also by key infrastructure which can either promote or inhibit KM. To realize KM success, infrastructure capabilities have to be supported by knowledge process capabilities and vice versa. Research limitations/implications Future research can continue to examine organizational capabilities from the perspective of teams or business units in contrast to the organization. Originality/value This paper adds valuable empirical insights from Indian standpoint to the existing KM literature concerning preconditions of success and failure of KM initiatives in companies.

Impact of Business Intelligence Competencies on the Organizational Capabilities in Jordanian Banks

“…On the other hand, many previous studies have addressed the concept of organizational capabilities from many aspects. Pandey et al (2018) indicated that availability of organizational capabilities, especially infrastructure, will lead to knowledge management process successfully. Also, he pointed out that the relationship between the two concepts is interchangeable.…”

Impact of Knowledge Oriented Leadership on Knowledge Management Processes in the Middle Eastern Audit and Consulting Companies

“…The knowledge acquisition process is related to organizational practices, activities and processes during which existing knowledge is used and new knowledge is accumulated (Lin, 2007;Dang & McKelvey, 2016;Henttonen et al, 2016;Pandey, Dutta, & Nayak, 2018), when decisions are made in the context of both external and internal interactions within an organization to eliminate internal knowledge gaps (Probst et al, 2000;Gold, Malhotra, & Segars, 2001;Kianto et al, 2016) in order to perform work activities, to solve various types of problems and improve their performance (Henttonen et al, 2016;Dzenopoljac et al, 2018;Pandey et al, 2018). Knowledge acquisition can be described as a process that takes place in the context of external and internal interactions within an organization to form and make decisions related to the elimination of knowledge gaps in order to implement a knowledge strategy and to achieve organizational performance outcomes.…”

“…The knowledge application process is defined as the amount of gained knowledge (Qasrawi, Almahamid, & Qasrawi, 2017), the implementation stage of the knowledge management cycle (Probst et al, 2000;Wahba, 2015;Chhim et al, 2017;Pandey et al, 2018), the exploration and usage of resources, the adaptation and changes of environment, learning (García-Fernández, 2015), and the consolidation of newly created knowledge through different processes (Qasrawi et al, 2017), in order to access organization's knowledge easier (Gold et al, 2001;Qasrawi et al, 2017), to transform new knowledge (García-Fernández, 2015) into concrete performance (Probst et al, 2000), to develop dynamic skills (Hesamamiri, Mahdavi Mazdeh, Jafari, & Shahanaghi, 2015), to solve work-related problems, and to improve operational processes (Lin, 2007;Martelo-Landroguez et al, 2016;Chhim et al, 2017;Dzenopoljac et al, 2018;Pandey et al, 2018). Knowledge application can be described as transforming knowledge into concrete activity's results and applying it to problem solving, process improvement, knowledge strategy implementation, and organizational performance outcomes achievement.…”

Knowledge Management Cycle: A Scientific Literature Review

“…Knowledge management processes can be defined as all of the activities that are related to knowledge and carried in the organisations by internal or external parties. Knowledge management processes differ from one organisation to another and the number of these processes is not agreed upon among scientists (Liu et al, 2013;Wee & Chua, 2013;Obeidat et al, 2014;Ranjbarfard et al, 2014;Al Saifi, 2015;Chang & Lin, 2015;Sangari et al, 2015;Schenk et al, 2015;Suorsa, 2015;Tongo, 2015;Wahba, 2015;Kianto et al, 2016;Lee et al, 2016;Little & Deokar, 2016;Känsäkoski, 2017;Matoskova & Smesna, 2017;Pandey et al, 2018;Raudeliūnienė et al, 2018). Many researchers have studied different knowledge management processes, the most recent of them are classified according to (Table 1): creation, generation; sharing, transfer, distribution, dis-semination, conversion; application, reuse, interpretation; storage, codification, retention; acquisition, capture.…”

“…Also, intellectual intelligence and cooperation with stakeholders represent sources for knowledge acquisition. Pandey et al (2018) defined knowledge acquisition process as the aggregation of knowledge that exists inside and outside the organisation. Enhanced utilization of the available knowledge depends on its capture and acquisition.…”