The role of knowledge management practices in supporting employee capacity for improvisation

Nisula, Anna-Maija; Kianto, Aino

doi:10.1080/09585192.2015.1088885

Cited by 44 publications

(49 citation statements)

References 65 publications

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“…Recent work has argued that strategic HRM activities can and should turn attention to strategic agility, however, going past traditional issues such as long term planning (e.g., Nisula, & Kianto, 2015). Glaister, Ahmmad and Gomes (2015, p. 1) define strategic agility as "timely decision-making to execute business strategies in advance of or in reaction to ongoing environmental trends" (see Table 1 for a definition of this and other critical concepts discussed in this paper), consistent with other prior work on strategic agility (Lewis et al, 2014).…”

Section: Strategic Agility and Hrmmentioning

confidence: 99%

“…For people to improvise effectively involves a number of conditions. It is more likely when people share common knowledge (Nisula & Kianto, 2015), mutual consideration and trustful relationships (Carmeli et al, forthcoming;Yanow, 2001). In the absence of these collective antecedents resorting to standard and routine can be tempting.…”

Section: Nourish Teams That Both Protect and Challenge Team Membersmentioning

confidence: 99%

“…This article contributes to improvisation theory first by discussing its articulation with the HRM function. Pioneering work by authors such as Nisula and Kianto (2015) have called attention to the role of HRM in shaping individual level improvisation but, as the authors note, leaves many question unanswered. The ideas above, to our knowledge, are the first to explicate how HRM can deliberately contribute to create strategic agility via improvisation.…”

Section: Implications For Improvisation Theory and Practicementioning

confidence: 99%

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Strategic agility through improvisational capabilities: Implications for a paradox-sensitive HRM

Cunha

Gomes

Mellahi

et al. 2020

Human Resource Management Review

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Section: Strategic Agility and Hrmmentioning

confidence: 99%

Section: Nourish Teams That Both Protect and Challenge Team Membersmentioning

confidence: 99%

Section: Implications For Improvisation Theory and Practicementioning

confidence: 99%

See 1 more Smart Citation

Strategic agility through improvisational capabilities: Implications for a paradox-sensitive HRM

Cunha

Gomes

Mellahi

et al. 2020

Human Resource Management Review

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“…Effectiveness of KM is closely linked with the information and communication technologies (ICTs), resulting in many positive organizational outcomes, such as higher employee participation, improved communication, efficient problem solving, better team performance, and improved financial performance (Alavi & Leidner, 2001). It can also increase the capacity of employee improvisation (Nisula & Kianto, 2015). So literature acknowledges the important role of KM practices in overall success of the organization.…”

Section: Knowledge Based View Of the Organization And Knowledge Managmentioning

confidence: 99%

Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes

Shamim

Cang

2017

The International Journal of Human Resource Management

113

192

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Despite of the acknowledged importance of knowledge management (KM), many employees avoid practicing KM at the individual level. This avoidance often leads to loss of the intellectual capital due to employee turnover. Many potential behavioural remedies are still untapped in the existing literature. This study extends the construct of knowledge oriented leadership (KOL) and examines its role in predicting KM behaviour among employees of the hospitality sector, at the individual level. It also investigates the mediating effect of employee work attitudes including, affective commitment, creative self-efficacy, and work engagement, by using partial least square for structure equation modelling (SEM). This study finds that KOL positively affects KM behaviour, affective commitment, creative self-efficacy, and employee work engagement. Work attitudes (affective commitment, creative self-efficacy, work engagement) mediate the relationship of KOL and KM behaviour. Furthermore the direct positive effect of employee affective commitment, creative selfefficacy, and work engagement on KM behaviour is also significant. This study contributes to the body of knowledge by extending the construct of KOL, and by investigating the connection between KOL, work attitudes, and KM behaviour among hospitality employees, at the individual level.

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“…In the twenty-first century, due to the emergence of knowledge-based economic systems, the knowledge assets gain much more importance and primary attention of entrepreneurs as compared to other resources such as physical and financial (Nisula and Kianto, 2015;Johnston and Blumentritt, 1998). Knowledge-based economies largely depend on the value of the knowledge management system such as creating, sharing, and utilization of knowledge (Verma, 1995).…”

Section: Introductionmentioning

confidence: 99%

Impact of knowledge management enablers on knowledge sharing

Yasir

Majid

2017

WJEMSD

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Purpose The purpose of this paper is to examine the mediating role of trust in the relationship between knowledge management enablers (i.e. top management support, organizational culture, knowledge management system quality, and openness in communication) on knowledge sharing in small and medium enterprises (SMEs) in Pakistan. Design/methodology/approach The study was conducted through self-administered survey of employees of SMEs in Pakistan. Correlation, Baron and Kenny approach (causal steps approach) and PROCESS Macro (normal test theory) developed by Hayes were used to find out the direct and indirect effects of trust among knowledge management enablers and knowledge sharing. Findings The results have shown that trust of employees at SMEs was developed through knowledge management enablers which promote knowledge sharing. Therefore, the relationship between knowledge management enablers, trust, and knowledge sharing is positive. Research limitations/implications The current study only considered the single aspect of knowledge management system, i.e. knowledge sharing; some other aspects of knowledge management system such as knowledge creation and knowledge utilization can be used for future studies at SMEs sector. Practical implications The mediation of trust between top management support, culture, openness in communication, and knowledge sharing provided that trustworthy relationships between the members of an organization would lead to enhance the knowledge sharing activities. In order to promote the knowledge sharing attitudes within the organization, the managers should consider knowledge management enablers (top management support, organizational culture, and openness in communication) along with trustworthy environment as an energetic force for the development of knowledge management systems. Originality/value The study confirmed the mediating effect of trust between the relationships of top management support, organizational culture, openness in communication, and knowledge sharing, while there is a partial mediating role of trust between knowledge management system quality and knowledge sharing.

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The role of knowledge management practices in supporting employee capacity for improvisation

Cited by 44 publications

References 65 publications

Strategic agility through improvisational capabilities: Implications for a paradox-sensitive HRM

Strategic agility through improvisational capabilities: Implications for a paradox-sensitive HRM

Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes

Impact of knowledge management enablers on knowledge sharing

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