The effects of knowledge management capabilities on perceived school effectiveness in career and technical education

Abstract

Purpose This study aims to investigate the impact that knowledge management (KM) capabilities have on school effectiveness in career and technical education (CTE) in Taiwan. Design/methodology/approach The study adopted a survey research. A total of 439 valid samples were obtained and subsequently verified with structural equation modeling. Findings The results indicated that KM capabilities consist of two main dimensions, namely, the KM enabler capabilities and the KM process capabilities. The former includes structures, cultures and information technology support, whereas the latter includes acquisitions, storage, sharing and applications. In terms of the relationships among the dimensions of the model structure, the KM enabler capabilities managed to effectively predict the KM process capabilities, and the KM process capabilities managed to effectively predict the perceived school effectiveness. Research limitations/implications Based on the results, improvement of the KM enabler capabilities and process capabilities of higher education institutions of CTE is recommended so that their school effectiveness may be improved. Because the participants were not randomly selected, the generalizability of the results should be further examined. Practical implications This study encourages practitioners to focus their KM practices on KM enabler capabilities and the KM process capabilities. Originality/value The current study provided an insight into and further understanding of the model regarding the relationships among the KM enabler capabilities, the KM process capabilities and the school effectiveness.

The role of employees’ empowerment as an intermediary variable between knowledge management and information systems on employees’ performance

“…The world is going through a very developed stage by changing from the industrial era to the knowledge era, and thus the organizations realized the importance of the information as a stock in their human resources, and the organization then started to thinking of the methods to make the better use of the knowledge in creating qualified human elements able to innovate and excel (Shih et al, 2016). Knowledge is considered as one of the most valuable assets in the modern organizations, it became one of the most important production factors with the human resources and the capital, and it is the main engine for economic growth and the catalyst for technology development and production enhancement, knowledge create the innovation and then transform it into processes and products (Maruf and Zhou, 2015).…”

“…The need for changing the administrative work styles became more urgent especially with the beginning of the millennium; this need resulted from the accelerating technology development and information explosion (Shih and Tsai, 2016). The modern organizations also started seeking to change their management of human resources by following the strategies that focus on human resources which appeared through the development of managerial ideology, in a way that goes with the changes in order to gain the loyalty and affiliation of the individuals to achieve the organization's goals (Meyerson and Dewettinck, 2012).…”

“…Knowledge is one of the most important resources of the organization, because it lies within the minds of its employees, clients, suppliers, documents, and routines, it is the result of data processing that was transformed into information and became knowledge after they were understood, applied repeatedly, and practiced during the work until they became rooted in the mind of the individual as a mental state that is shown clearly through the experiences, skills and cleverness of the employees (Fernandez and Sabherwal, 2010). In addition to that, knowledge management is considered one of the main pillars that the organizations seek to apply and one of the best ways they go through to enhance the performance, by rehabilitating, educating and training the work forces on knowledge management, organizations also are looking for collecting, store, spread over all administrative levels, and develop the information in order to invest in having new knowledge, and employ the currently possessed knowledge with the maximum capacity and efficiency to reach the excellence in performance (Shih et al, 2016). Jaradat et al (2011) indicated that the impact of knowledge management on the employees is done by affecting the one's learning, and learning is the rational or constant change in behavior, and it is the process that allows the individual to gain information and skills through his interaction with the surrounding social and cultural systems.…”

Shared context for engineering students learning business

“…An important function of knowledge management is to transfer knowledge to people who need it. Knowledge sharing in an organization is to recreate and maintain ambiguous and complicated procedures in a new situation (Intezari et al, 2017;Shih and Tsai, 2016;Szulanski, 1996). The exchange and sharing of knowledge in an organization occurs at different levels: (1) from individuals to individuals and groups, and (2) from groups to groups and the organization (Alavi and Leidner, 2001;Renzl, 2008;Sedighi et al, 2016).…”

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“…An important function of knowledge management is to transfer knowledge to people who need it. Knowledge sharing in an organization is to recreate and maintain ambiguous and complicated procedures in a new situation (Intezari et al, 2017;Shih and Tsai, 2016;Szulanski, 1996). The exchange and sharing of knowledge in an organization occurs at different levels: (1) from individuals to individuals and groups, and (2) from groups to groups and the organization (Alavi and Leidner, 2001;Renzl, 2008;Sedighi et al, 2016).…”