The role of knowledge sharing culture in business performance

Marouf, Laila

doi:10.1108/vjikms-10-2014-0061

Cited by 21 publications

(20 citation statements)

References 69 publications

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“…It is noted in the literature that little attention has been given to the impact of the contextual factors of the organization that support the firm's KM process and innovation. Some studies examine the influence of one factor in isolation in relation to KM and innovation, as occurs in Martins and Meyer (2012) and Zangiski, Lima, and Costa (2013), who focus on the relationship between human resources and KM; Corfield and Paton (2016) and Marouf (2016), who deal with the relationship between organizational culture and KM; and Gonzalez, Martins, and Toledo (2014), Chen et al (2010) and Chen and Huang (2007), who focus on the relationship between organizational structure and KM; and also Kane and Alavi (2007) who relate Information Technology (IT) systems and KM. However, White and Cicmil (2016) warn that it is essential to treat these factors simultaneously, for analyzing a single factor in isolation can lead to erroneous conclusions.…”

Section: Introductionmentioning

confidence: 99%

The effects of organization context on knowledge exploration and exploitation

Gonzalez

Melo

2018

Journal of Business Research

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The knowledge-based view of the firm points knowledge as the main resource able of generating competitive advantage for organization. This competitive advantage is the result of the innovative process, which requires knowledge exploration and exploitation. Several studies have aimed to analyze factors that support the knowledge management (KM) process and generate taxonomies related to the practice of KM. However, there is a gap in the literature on organizational knowledge regarding the relationship of contextual factors with the knowledge exploration and exploitation process as well as with the generating of a typology that considers these two processes. To achieve this goal, this study uses a quantitative approach, based on a survey with 234 companies in the automotive industry. Our results show that the knowledge exploration and exploitation process are differently impacted by five contextual factors considered in this research-human resources management, supportive leadership, learning culture, autonomy and systems of information technology (IT). While exploration is more impacted by learning culture, autonomy and IT systems, exploitation is more associated with supportive leadership and learning culture. Considering innovation for knowledge exploration and exploitation and contextual factors, this research also identifies three clusters in the automotive industry, named innovative companies, exploitative companies and passive companies.

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Section: Introductionmentioning

confidence: 99%

The effects of organization context on knowledge exploration and exploitation

Gonzalez

Melo

2018

Journal of Business Research

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“…A aquisição refere-se ao processo intraorganizacional que facilita a criação de conhecimento tácito e explícito, partindo dos indivíduos e integrando-se ao nível organizacional, bem como a identificação e absorção de informação e conhecimento de origem externa (López-Saez et al, 2010). O processo de aquisição ainda está relacionado com o estímulo organizacional em torno da aprendizagem dos indivíduos, que torne a firma apta em integrar, construir e reconfigurar suas competências internas a fim de responder às mudanças ambientais (Cohen;Levinthal, 1990;Teece, 2007;Patterson;Ambrosini, 2015), por meio do desenvolvimento de uma cultura voltada à aprendizagem (Irani;Sharif;Love, 2009;Corfield;Paton, 2016;Marouf, 2016).…”

Section: Processo De Gestão Do Conhecimentounclassified

“…Quanto à cultura organizacional -terceiro constructo desta pesquisa -, a literatura existente em GC salienta constantemente a inseparável relação entre cultura organizacional e GC (Van Dijk; Hendriks; Romo-Leroux, 2016; Marouf, 2016). A pesquisa realizada por Marouf (2016) aponta que, quando uma organização adota um sistema de gerenciamento do conhecimento sem se preocupar com o desenvolvimento cultural que o propicie, a eficiência da GC é limitada.…”

Section: Constructos Organizacionais Que Promovem a Gestão Do Conheciunclassified

Gestão do conhecimento: tipologia a partir dos fatores contextuais da organização

2018

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Resumo A gestão do conhecimento como prática capaz de trazer vantagem competitiva e inovação às firmas é um consenso entre os pesquisadores. A gestão do conhecimento é alicerçada por fatores contextuais, desenvolvidos de forma distinta pelas organizações. Dessa forma, esta pesquisa tem o propósito de identificar uma tipologia quanto ao desenvolvimento desses fatores contextuais. O estudo considera cinco constructos organizacionais relacionados à gestão do conhecimento: recursos humanos, trabalho em equipe, cultura organizacional, estrutura organizacional e desenvolvimento e absorção de conhecimento. A pesquisa é desenvolvida a partir de um survey em 78 empresas do setor automobilístico. A análise de dados é baseada nas técnicas estatísticas de análise fatorial exploratória, que desdobra as variáveis mensuráveis em fatores latentes, análise de cluster, que identifica agrupamentos de empresas, e análise discriminante, que valida a diferença estatística entre os clusters identificados. Os resultados apontam a existência de quatro agrupamentos distintos quanto à pratica da gestão do conhecimento, denominados de “Empresas Inovadoras”, “Empresas Exploradoras”, “Empresas Explotatoras” e “Empresas Retardatárias”.

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“…Analyzing the contextual factors that support KM, the organizational culture is an often listed component (Corfield & Paton, 2016;Marouf, 2016;Chen & Huang, 2007;Lin, 2014). The success of KM depends on the integration of strategy and vision with organizational culture and structure to promote the exchange of knowledge, experimentation, appropriate degree of autonomy and leadership support, and also the motivation and development of employees who retain the primary knowledge (Gold et al, 2001).…”

Section: Contextual Factors That Support Kmmentioning

confidence: 99%

“…It is noted in the literature that little attention has been given to the impact of the contextual factors of the organization that support the firm's KM process and innovation. Some studies examine the influence of one factor in isolation in relation to KM and innovation, as occurs in Martins & Meyer (2012) and Zangiski et al (2013), who focus on the relationship between human resources and KM; Corfield & Paton (2016) and Marouf (2016), who deal with the relationship between organizational culture and KM; and , Chen et al (2010) and Chen & Huang (2007), who focus on the relationship between organizational structure and KM; and also Kane & Alavi (2007) who relate Information Technology (IT) systems and KM. However, White & Cicmil (2016) warn that it is essential to treat these factors simultaneously, for analyzing a single factor in isolation can lead to erroneous conclusions.…”

Section: Introductionmentioning

confidence: 99%

Inovação por exploração e explotação do conhecimento: um estudo empírico do setor automobilístico

Gonzalez

Melo

2017

Gest. Prod.

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Palavras-chave: Exploração do conhecimento; Explotação do conhecimento; Gestão do conhecimento; Inovação; Indústria automobilística.Abstract: In face of dynamic environment, such as the automotive sector, organizations are challenged to establish strategic flexibility through innovations, which require knowledge exploration and exploitation. Previous studies point out that the combination of knowledge exploration and exploitation is the ideal strategy for innovation since it will lead organizations to access new technologies and refine and improve the dominant technology through the exploitation of primary knowledge. Most studies on the subject focus their contributions on analyzing the impact of knowledge management initiatives and the knowledge exploration and exploitation on the company's innovative and financial performance; however, few studies have investigated the organizational factors that sustain the knowledge exploration and exploitation. The research results show that the processes of exploration and exploitation are impacted differently by five contextual factors considered in this research (human resource management, collaborative leadership, learning culture, autonomy and information technology (IT) systems). While exploration is most impacted by a learning culture, autonomy and IT systems, exploitation is closer related to collaborative leadership and learning culture.

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The role of knowledge sharing culture in business performance

Cited by 21 publications

References 69 publications

The effects of organization context on knowledge exploration and exploitation

The effects of organization context on knowledge exploration and exploitation

Gestão do conhecimento: tipologia a partir dos fatores contextuais da organização

Inovação por exploração e explotação do conhecimento: um estudo empírico do setor automobilístico

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