The Impact of Knowledge Management Strategy on Performance in Taiwan's Manufacturing Companies

Huang, Hui-Ling; Chen, Yue Yang; Fang, Wen Hsin

doi:10.4028/www.scientific.net/amr.945-949.2967

Cited by 1 publication

(1 citation statement)

References 18 publications

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“…Knowledge is an important source for companies that operate in the competitive environment today (Huang et al , 2014). Knowledge and KM are assets for any business organization and determine its success or failure.…”

Section: Literature Reviewmentioning

confidence: 99%

Strategic orientations, knowledge management (KM) and business performance

Pour¹,

Asarian

2019

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Purpose Despite the huge amount of studies that have investigated the strategy–performance relationships and knowledge management (KM)–performance relationships, there is little consensus regarding the nature of these connections. By reviewing related literature, some notable limitations and inconsistent results are highlighted in extant studies. To address these challenges, this study aims to explore the effects of strategic orientation and KM mechanisms on business performance. Design/methodology/approach The study conducted an empirical investigation of 227 small- and medium-sized enterprises (SMEs) to explore the relationship between strategy−performance and KM−performance. Business strategy is conceptualized as a comparative construct with six dimensions, KM is conceptualized by two types of KM mechanisms of technical and non-technical KM mechanisms and business performance is measured by four dimensions of balanced scorecard (BSC). The cluster analysis was used to explore different aspects of these three constructs. Findings Using cluster analysis, the results indicate that firms with high level of analysis, defensiveness, futurity and proactiveness in strategic orientation have better performance and also the high level of both KM mechanisms another important finding shows that firms with more KM mechanisms have high performance and technical mechanisms have more predictor role on performance. Practical implications This research also has prescriptive implications for strategic managers and KM practitioners. The finding enhanced the understanding of the relationship between strategic orientations, KM and performance. The results assist managers to assess business performance regarding strategic orientations and KM mechanisms of the firms. Therefore, it helps firms to improve strategic resource allocation and exploit KM investment by considering ideal pattern of the performance. Originality/value By reviewing strategic management and KM literature, it is revealed that there are little studies about how the interaction of strategic orientation and KM influences business performance. The main contribution of the study is exploring the profile of the firms by considering their strategic orientation and KM mechanisms and their impact on business performance. This study provides an empirical evidence about interaction of strategic orientations, KM mechanisms and business performance in SME context, which is merely investigated in previous researches.

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Section: Literature Reviewmentioning

confidence: 99%

Strategic orientations, knowledge management (KM) and business performance

Pour¹,

Asarian

2019

View full text Add to dashboard Cite

show abstract

The Impact of Knowledge Management Strategy on Performance in Taiwan's Manufacturing Companies

Cited by 1 publication

References 18 publications

Strategic orientations, knowledge management (KM) and business performance

Strategic orientations, knowledge management (KM) and business performance

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