The effect of knowledge management practices on firm performance

Marqués, Daniel Palacios; Simón, Fernando José Garrigós

doi:10.1108/13673270610670911

Cited by 196 publications

(63 citation statements)

References 17 publications

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“…The positive association of HRM practices and KM was also asserted by Theriou and Chatzoglou (2014), Kuo (2011) and Donate and Guadamillas (2011). Furthermore, Shehata (2015), Gharakhani and Mousakhani (2012), Marqués and Simón (2011), Zack et al (2009), Mills and Smith (2011 and Kuo (2011) confirmed the significant impact of KM on OP.…”

Section: Hypotheses Testingsupporting

confidence: 52%

The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

Al-Tit¹

2015

IBR

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The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.

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Section: Hypotheses Testingsupporting

confidence: 52%

The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

Al-Tit¹

2015

IBR

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“…Específicamente, los resultados señalan, en primer lugar, un claro apoyo para el supuesto de que la gestión del conocimiento influye positivamente en los resultados empresariales, en coherencia con la literatura (Palacios Marqués y Garrigós Simón, 2006;Hsiao et al, 2011;Huang, 2011;López Nicolás y Meroño Cerdán, 2011;Rašula et al, 2012), que mayoritariamente ha destacado que la gestión del conocimiento puede mejorar el rendimiento y la competitividad de las organizaciones. En este sentido, cabe destacar la importancia de concentrar esfuerzos y recursos en la gestión activa del conocimiento, pues esto permitirá que las empresas puedan seguir siendo competitivas y crecer.…”

Section: Conclusiones Y Discusiónunclassified

“…Mientras que algunos estudios han destacado que la gestión del conocimiento favorece los resultados empresariales (Palacios Marqués y Garrigós Simón, 2006;Chen, Monahan y Feng, 2009;Hsiao, Chen y Chang, 2011;Huang, 2011;López Nicolás y Meroño Cerdán, 2011;Rašula, Bosilj Vukšić e IndiharŠtemberger, 2012), otros apoyan que son las prácticas de gestión de recursos humanos las que contribuyen a mejorar dichos resultados (Huselid, 1995;Becker y Gerhart, 1996;Youndt, Snell, Dean y Lepak, 1996;Collins y Clark, 2003;Chen y Huang, 2009). Adicionalmente, ciertas investigaciones proponen que la gestión del conocimiento y la gestión de los recursos humanos están estrechamente relacionadas (Oltra, 2005;Haesli y Boxall, 2005;Afiouni, 2007;Theriou y Chatzoglou, 2008;Wang, Chiang y Tung, 2012), habiéndose decantado la mayoría por analizar el efecto mediador de la gestión del conocimiento en la relación entre gestión de recursos humanos y resultados de la empresa (Jackson, Schuler y Jiang, 2014).…”

Section: Introductionunclassified

The mediating effect of strategic human resource practices on knowledge management and firm performance

Sánchez

Marín

Morales

2015

Revista Europea de Dirección y Economía de la Empresa

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información del artículo Historia del artículo: Recibido el 7 de abril de 2014 Aceptado el 17 de marzo de 2015 On-line el xxx Códigos JEL: D830 L250 M500Palabras clave: Gestión del conocimiento Prácticas estratégicas de recursos humanos Resultados de la empresa r e s u m e n La evidencia empírica previa señala que tanto la gestión del conocimiento como las prácticas de recursos humanos pueden interactuar de diversas formas para mejorar los resultados de la empresa. Partiendo de esta idea, el objetivo de este trabajo es proponer y contrastar un modelo que examina la gestión de recursos humanos como mecanismo catalizador de la efectividad de la gestión del conocimiento. Nuestros hallazgos confirman que las estrategias de codificación y personalización del conocimiento influyen positivamente en los resultados de la empresa a través de determinadas prácticas estratégicas de recursos humanos de alto rendimiento, lo que confirma el papel mediador de la gestión de recursos humanos en dicha relación y la necesidad de ajustar las prácticas de recursos humanos a las características estratégicas de la organización. © 2014 AEDEM. Publicado por Elsevier España, S.L.U. Este es un artículo Open Access bajo la licencia CC BY-NC-ND (http://creativecommons.org/licenses/by-nc-nd/4.0/). Knowledge management and firm performance: Mediating effect of human resource practices JEL classification: D830 L250 M500 Keywords: Knowledge management Strategic human resource practices Firm performance a b s t r a c tPrevious empirical evidence has suggested that both knowledge management and human resource practices can interact in order to improve firm performance. Based on this idea, the purpose of this study is to propose and test an integrative model that examines human resource management as a catalyst mechanism of the effectiveness of knowledge management. Our findings confirm that knowledge management strategies positively influences firm performance through certain high work performance human resource practices, highlighting the mediating role of human resource management in this relationship, and the need to align human resource practices with the organizational strategic characteristics. IntroducciónEn la actualidad la mayor parte de las empresas operan en entornos complejos y dinámicos en los que la competencia se incrementa continuamente y, como consecuencia, las fuentes tradicionales de ventaja competitiva no garantizan la supervivencia de la organización, generando la necesidad de una rápida adaptación que lleva a repensar y redefinir las estrategias de negocio * Autor para correspondencia.Correo electrónico: aaragon@um.es (A. Aragón Sánchez). (Pfeffer, 1994;Wernerfelt, 1984). Frecuentemente se debate sobre la necesidad de prestar mayor atención a los recursos estratégicos y su forma de gestión, sobre todo la de aquellos capaces de aportar valor económico, competitividad y/o sostenibilidad a las empresas. Según Barney (1991), son los recursos intangibles los que en mayor medida pueden convertirse en fuente de ventaja competitiva so...

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“…For example, Andreeva and Kianto (2012) highlight the shortage of empirical studies demonstrating the connection between knowledge management and organizational performance. However, nowadays there are more and more studies showing evidence about the impacts of knowledge management on organizational performance (e.g., Andreeva and Kianto 2012;Darroch 2005;Inkinen 2016;Massingham 2014;Palacios Marqués and Garrigós Simón 2006). Therefore, other explanations are needed in order to fully understand why knowledge management has not become as popular as could have been expected.…”

Section: Literature Reviewmentioning

confidence: 90%

Embedded knowledge management: towards improved managerial relevance

Lönnqvist

2017

Knowledge Management Research & Practice

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Despite the large volume of research and managerial literature on knowledge management, many practitioners seem to find it difficult to appreciate its added value for their managerial work. This paper aims to understand and elaborate the added value that knowledge management as a managerial approach can bring to the management of knowledge-intensive organizations. This study explores empirically the actual management practices of a knowledge-intensive organization and examines how knowledge-related phenomena are managed as embedded aspects of management. This paper makes a contribution to prior discussions concerning the relevance of knowledge management and the role of knowledge management as an embedded management practice. The findings of this study should be useful in explaining practitioners the nature, relevance and value of knowledge management.

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The effect of knowledge management practices on firm performance

Cited by 196 publications

References 17 publications

The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

The mediating effect of strategic human resource practices on knowledge management and firm performance

Embedded knowledge management: towards improved managerial relevance

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