The impact of knowledge management practice on the hospital performance in Abu Dhabi

Alolayyan, Main Naser; Alalawin, Abdallah; Alyahya, Mohammad S.; Qamar, Ahmad

doi:10.1080/23311975.2020.1827812

Cited by 5 publications

(15 citation statements)

References 51 publications

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“…In addition, health-care organizations adoption patterns of KM practices vary widely because of several factors such as management and stakeholders influence (Young et al, 2001;Kim and Kim, 2003); communication, collaboration and teamwork (Kim and Kim, 2003); autonomy culture and decision-making structures (Nathanson and Morlock, 1980;Kim and Kim, 2003); and size and competition from other providers (Kimberly and Evanisko, 1981). Moreover, there has not been enough research conducted on the impact of KM on health-care organizations' performance (Alolayyan et al, 2020). While KM seems to become an established field with several applications across different industries, it is rather unknown in the health-care sector (El Morr and Subercaze, 2010; Karamitri et al, 2017), as it was late in adopting its practices (Kothari et al, 2011).…”

Section: Knowledge Management In Health Carementioning

confidence: 99%

A taxonomy of knowledge risks for healthcare organizations

Hammoda

Durst

2022

VJIKMS

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Purpose Knowledge is a critical factor for health-care organizations’ sustainability in today’s hyperconnected and technology reliant environment, which presents additional challenges and responsibilities for managing knowledge and its risks in medical practices. This paper aims at developing a taxonomy of knowledge risks (KR) within a health-care context, with relevant descriptions and discussion of their possible impact on health-care organizations. Design/methodology/approach As KRs have not been discussed yet within a health-care context, the authors reviewed relevant literature on KRs and challenges to knowledge practices in general contexts and in other industries. In addition, the authors reviewed literature on knowledge management (KM) in health care. The authors synthesized their findings and combined it with authors’ insights based on their experience in the health-care and KM fields to develop the taxonomy of KR, with contextual explanations and expounded on their potential effects on health-care organizations. Findings The authors propose and explain 25 types of KRs in health-care organizations and organized them into three categories: human, operational and technology. Practical implications Proper identification of clinical and administrative KRs plays a critical role in their effective management and remediation, thus improving the quality of care, promoting efficiency savings and ensuring health-care organizations’ sustainability. This paper will raise the awareness of KR among health-care professionals and offer researchers solid ground for more rigorous research in the field of KR and their management, within the health-care context in specific. Originality/value To the best of the authors’ knowledge, this paper is the first to comprehensively discuss issues of KRs within a health-care context.

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Section: Knowledge Management In Health Carementioning

confidence: 99%

A taxonomy of knowledge risks for healthcare organizations

Hammoda

Durst

2022

VJIKMS

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“…The result of the investigation carried out by Edeh et al (2020a) investigations on the relationship between knowledge management and employee extra-role behaviour, and their result shows that knowledge management (knowledge acquisition, knowledge storage and knowledge sharing) has a significant association with discretionary behaviour of employees. Alolayyan et al (2020) on KM showed that knowledge acquisition, knowledge sharing, and knowledge storage have a significant influence on organisational performance. Finding of Li et al (2020) empirical investigation regarding KM, entrepreneurial and SMEs performance in Pakistan revealed that knowledge management dimensions have a significant positive influence on dynamic capabilities, entrepreneurial and corporate performance.…”

Section: Knowledge Management (Km)mentioning

confidence: 99%

“…From the foregoing, various scholars have measured knowledge management using different dimensions but majority agreed with the reliability and validity of knowledge acquisition, knowledge sharing, and knowledge storage (Valmohammadi et al 2019;Alolayyan et al 2020;Tadesse 2020;Mustafa et al 2021). Knowledge acquisition covers all the processes of generating knowledge from its sources such as subordinate's ideas, suggestions and contributions during organisational meetings (Valmohammadi et al 2019).…”

Section: Knowledge Management (Km)mentioning

confidence: 99%

“…In the banking sector, customer's complaints are regarded as very important assets that is capable of changing the way services are rendered. Alolayyan et al (2020) opined that knowledge acquisition refers to any idea or suggestion that can solve the problem facing the organisation. Again, Alolayyan et al (2020) is of the view that knowledge acquisitions do not only mean suggestions or contributions, it also refers to sponsoring employee to acquire additional educational qualification from a higher institution of learning which at the end would be beneficial to the organisation.…”

Section: Knowledge Management (Km)mentioning

confidence: 99%

“…However, prior trends of studies such as Niqresh (2021); Edeh et al (2020a); Li et al (2020); and Alolayyan et al (2020) investigated the influence, relationship, effects and impact of knowledge management on various organisational criterion variables in different countries and industries. The above mentioned studies did not in any way examine the effect of knowledge management on innovation capability which has created a research lacuna that need to be filled; this is what motivated the researchers to embark on this study by investigating the predictive role of knowledge management on innovation capability with specific focus on banking industry in Nigeria.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Predicting Innovation Capability through Knowledge Management in the Banking Sector

Edeh

Zayed

Ніценко

et al. 2022

JRFM

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Purpose: The purpose of this study was to investigate the effects of knowledge management on innovation capability in the banking sector. Research methodology: Cross-sectional research design was employed in this study as it supports the use of questionnaire for data collection. Fifteen deposit money banks constitute the accessible population. Questionnaire was used as an instrument for data collection. A sample size of 272 was drawn from the overall population of 920. Overall, 259 staff participated in the study. Demographic characteristics of participants were analysed with frequency distribution while linear regression was used to analyse formulated hypotheses with the aid SPSS. Findings: This study found that knowledge management has significant positive effects on innovation capability. Research limitations: The research limitation is associated with cross-sectional survey and geographical scope. Future studies should employ longitudinal survey that support data collection for a year. Secondly, future studies should be carried out in other countries other than Africa. Practical implications: The implication of the finding is that managers and directors of banks should encourage knowledge management practices in their workplaces as this has proven by this study to improve innovation capability in terms of marketing innovation capability, product innovation capability and process innovation capability. Originality/Value: There is no research that has investigated the effects of knowledge management on innovation capability. Thus, this study provides new insight on promoting innovation capability through knowledge management.

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The mediating effect of knowledge management in the relationship between the HPO framework and performance

Bagorogoza

Herik

Waal

et al. 2023

IJPPM

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PurposeThe study examines the mediating effect of knowledge management (KM) in the relationship between the high-performance organisation (HPO) framework and high performance in financial institutions (FIs) in Uganda. The paper aims to develop a framework that promotes high performance in the FIs.Design/methodology/approachThe conceptual model was tested on a sample of 28 financial instituitions using structural equation model.FindingsThe findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.Research limitations/implicationsThe findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.Practical implicationsThe findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.Originality/valueThis study makes several empirical and theoretical contributions, addressing the gap in the literature about the role of the HPO framework in strategic management. This study tests the relationship between the HPO and the firm's performance by taking the mediating effects of KM. The designed model highlights a significant organisational performance approach that can influence the finance sector positively.

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The impact of knowledge management practice on the hospital performance in Abu Dhabi

Cited by 5 publications

References 51 publications

A taxonomy of knowledge risks for healthcare organizations

A taxonomy of knowledge risks for healthcare organizations

Predicting Innovation Capability through Knowledge Management in the Banking Sector

The mediating effect of knowledge management in the relationship between the HPO framework and performance

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