The impact of knowledge management on job satisfaction

Kianto, Aino; Vanhala, Mika; Heilmann, Pia

doi:10.1108/jkm-10-2015-0398

Cited by 267 publications

(351 citation statements)

References 56 publications

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“…First, the knowledge management processes, unlike to two other components, exist naturally even without the formal support and knowledge management initiatives (Andeeva and Kianto, ). In this context, this study maintains that the knowledge management in Pakistan as a developing country is in developing and at lower level stage as compared to the business, public, and NGOs sectors of developed nations like Finland, Europe, and USA (Kianto et al., ; Rasula, Vuksic, & Stemberger, ; Shujahat et al., b). Hence, the knowledge management processes that could be found at relatively high levels than other components were the most appropriate facets.…”

Section: Literature Reviewmentioning

confidence: 86%

“…The knowledge‐based innovation conceptualization adds the knowledge processes (e.g., knowledge creation and knowledge utilization) as the precursors of innovation. Therefore, intuitively it makes sense that knowledge processes‐the flow of knowledge among the different units and actors in a knowledge‐based firm‐should be discussed (e.g., Andreeva & Kianto, ; Kianto, ; Shujahat et al., ab). However, the knowledge processes also called as the knowledge management processes are one of the elements of knowledge management.…”

Section: Literature Reviewmentioning

confidence: 99%

“…In this context, this study proposes that the experience of knowledge workers with knowledge management could significantly improve their overall satisfaction. For example, the knowledge management architecture in a knowledge‐based organization ensures that the right amount and type of knowledge is accessed and utilized by the right people, at the right place, and at the right time (e.g., Kianto et al., ; Shujahat et al., a). The input of the knowledge workers is the knowledge.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Translating the impact of knowledge management into knowledge‐based innovation: The neglected and mediating role of knowledge‐worker satisfaction

Shujahat

Ali

Nawaz

et al. 2018

Hum Ftrs & Erg Mfg Svc

Self Cite

118

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The purpose of knowledge management is innovation. However, this study proposes that the existence of knowledge management in the knowledge‐worker's work environment can nurture the overall satisfaction of knowledge worker. As the ultimate purpose of knowledge management is innovation performance, therefore, the satisfaction of knowledge worker as an outcome of knowledge management should be greater innovation performance. Consequently, the purpose of this study is to test the mediating role of satisfaction of knowledge worker between knowledge management and innovation. The study collected the data from 306 knowledge workers (engineers and managers) of software houses from Pakistan. The SmartPLS 3 Version 2.7 software that uses the PLS‐SEM (Partial Least Square‐Structural Equation Modelling) technique was used. The results indicate that satisfaction of knowledge worker mediates between two knowledge management processes (knowledge creation and knowledge sharing) and innovation significantly. However, it does not mediate between knowledge utilization and innovation significantly.

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Section: Literature Reviewmentioning

confidence: 86%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Translating the impact of knowledge management into knowledge‐based innovation: The neglected and mediating role of knowledge‐worker satisfaction

Shujahat

Ali

Nawaz

et al. 2018

Hum Ftrs & Erg Mfg Svc

Self Cite

118

View full text Add to dashboard Cite

show abstract

“…Moreover, carrying out and maintaining successfully the KM activities may require various practices, tools and techniques targeting the key knowledge assets (Wiig 1997;Dalkir 2005;Braedley 2016). According to Kianto (2016), KM processes generally consist of knowledge creation, sharing, acquisition, transfer and application as follows:…”

Section: Knowledge Management: Process and Cyclementioning

confidence: 99%

Supportive Drivers of Organizational Knowledge Management: A Case Study from Egypt

Bedawy¹

2018

IJBM

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The ability to manage efficiently the flow of knowledge has becoming a crucial requirement to boost the organizational learning and competitiveness along the knowledge era. However, a lack of consensus and confusion may still exist regarding what comprise the Knowledge Management (KM) and its importance to improve the overall organizational performance in Egypt. Moreover, there is generally a lack of an observable organizational KM initiatives' progress in Egypt. This study highlights the significance of KM and explores the key drivers that can support organizational KM initiative in Egypt which requires organizational management and human orientation in terms of setting supportive human resource management, organizational culture and organizational structure. The study also alarms the attention to the various challenges that may hinder the successful implementation of KM initiative in Egypt. Based on the case study approach, this study sheds the light on a good model of IBM Egypt as a guidance supporting the crucial significance of KM for booming innovation and organizational performance.

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“…When assessing the value of the organization and the potential of the owned competencies and resources, the bigger significance is obtained by the knowledge management, it is fulfilled through the procedural model of the knowledge management that comprises the cycle of the processes: knowledge goals, knowledge identification, knowledge acquisition, knowledge development, knowledge sharing and distribution, knowledge application, knowledge retention and knowledge evaluation (Wiig 1993;Meyer, Zack 1996;Probst et al 2000;Rollet 2003;Raudeliūnienė et al 2012Raudeliūnienė et al , 2013Raudeliūnienė et al , 2016Kianto et al 2016).…”

Section: Introductionmentioning

confidence: 99%

Factors Influencing Knowledge Retention Process: Case of Lithuanian Armed Forces

Raudeliūnienė

Davidavičienė

Petrusevičius³

2018

Technological and Economic Development of Economy

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Abstract. Knowledge management is one of the most potent means for the improvement of Lithuanian armed forces efficiency in context of transformations. Knowledge retention is one of the knowledge management processes that is related to knowledge selection, accumulation of the organization experience, renewal of the organizational memory in order to preserve the valuable knowledge from the potential loss. In order for the Lithuanian armed forces to manage the knowledge effectively and develop -it is important to purposefully preserve the valuable knowledge. The knowledge retention management problems of the Lithuanian armed forces are classified into: human, organizational, functional, technological and technical. In order to solve the problematics of such type, the identification of the factors, that provides the premises for the complex assessment of the knowledge retention process, becomes an important factor. The purpose of the article is to identify the factors that are significant for the evaluation of the knowledge retention process effectiveness of the Lithuanian armed forces. In order to achieve the objective such methods as the analysis of the scientific literature, multiple criteria and expert assessment are employed. According to the research results most factors were attributed to the group of the organizational and knowledge content factors.

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The impact of knowledge management on job satisfaction

Cited by 267 publications

References 56 publications

Translating the impact of knowledge management into knowledge‐based innovation: The neglected and mediating role of knowledge‐worker satisfaction

Translating the impact of knowledge management into knowledge‐based innovation: The neglected and mediating role of knowledge‐worker satisfaction

Supportive Drivers of Organizational Knowledge Management: A Case Study from Egypt

Factors Influencing Knowledge Retention Process: Case of Lithuanian Armed Forces

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