scholarly journals Factors Affecting Knowledge Management and Its Effect on Organizational Performance: Mediating the Role of Human Capital

2021 ◽  
Vol 2021 ◽  
pp. 1-16
Author(s):  
Forouzan Rezaei ◽  
Mohammad Khalilzadeh ◽  
Paria Soleimani
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Steel Plant ◽  
Test Statistic ◽  
Factors Affecting ◽  
Positive Effects ◽  
The Impact

This study aims to investigate and identify the factors affecting the empowerment and implementation of knowledge management in organizations as well as the impact of knowledge management on organizational performance. This study also examines the mediating role of human capital in the relationship between knowledge management and performance of Kabul Steel Plant, which is the largest steel plant in Afghanistan. The research model was developed through the literature review. The initial data were collected through a questionnaire containing 48 questions. Participants were 108 managers and administrative staff of the company. The collected data were analyzed by using the SPSS and SmartPLS software. The hypotheses regarding the impact of strategy and technology on knowledge management were rejected by using correlation analysis and t-test statistic. Finally, the findings showed the positive effects of variables of structure, culture, leadership, and trust on knowledge management in an organization. Also, knowledge management influences the organizational performance, both directly and through the mediating variable of human capital. This research encourages the managers and employees of organizations to use the available organizational resources to implement knowledge management in organizations and improve knowledge management practices and human resources that are the most valuable resources of any organization in order to remain competitive in the markets.

Process innovation in the digital age of business: the role of digital business intensity and knowledge management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joseph K. Nwankpa ◽  
Yaman Roumani ◽  
Pratim Datta
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Empirical Support ◽  
Process Innovation ◽  
Partial Least Square ◽  
Least Square ◽  
Content Type ◽  
Positive Effects ◽  
The Impact

Purpose This paper aims to examine the dynamic relationship between digital business intensity (DBI) and process innovation through knowledge management. More specifically, the paper investigates the mechanism through which DBI and knowledge management jointly influence process innovation. Design/methodology/approach The study used a single informant approach of data collection and consistent with prior research, and a random sample of CIOs was selected and invited to participate in the survey resulting in a total 193 usable responses. The analysis and empirical validation of the research model used partial least square. Findings The results reveal a positive link between DBI and process innovation. This finding presents empirical support for hitherto anecdotal evidence regarding the impact of DBI on process innovation. In particular, the study notes the impactful role of DBI as an input repertoire that facilitates knowledge management with subsequent positive effects on process innovation. Results further surface an accentuating interplay between DBI and knowledge management on process innovation. Originality/value The current study advances our understanding of how DBI, a pre-condition to attaining digital business strategy, influences process innovation. Moreover, investigating the consequences of DBI should help offer an initial insight to managers and top management facing the challenge of implementing a successful digital footprint in an increasingly digital business landscape. Furthermore, to the best of the authors’ knowledge, this study is the first to investigate how digitization efforts and knowledge management practices jointly affect process innovation.

scholarly journals Factors affecting the organizational performance of manufacturing firms

2017 ◽  
Vol 9 ◽  
pp. 184797901771262 ◽  
Author(s):  
Ahmad Adnan Al-Tit
Keyword(s):  
Organizational Performance ◽  
Measurement Instrument ◽  
Manufacturing Firms ◽  
Factors Affecting ◽  
Mediating Role ◽  
Values And Beliefs ◽  
The Individual ◽  
The Impact ◽  
The Relationship

Numerous studies have been conducted to explore the individual effects of organizational culture (OC) and supply chain management (SCM) practices on organizational performance (OP) in different settings. The aim of this study is to investigate the impact of OC and SCM on OP. The sample of the study consisted of 93 manufacturing firms in Jordan. Data were collected from employees and managers from different divisions using a reliable and valid measurement instrument. The findings confirm that both OC and SCM practices significantly predict OP. The current study is significant in reliably testing the relationship between SCM practices and OP; however, it is necessary to consider cultural assumptions, values and beliefs as the impact of OC on OP is greater than the impact of SCM practices. Based on the results, future studies should consider the moderating and mediating role of OC on the relationship between SCM practices and OP.

CRM dimensions and performance of SMEs in Yemen: the moderating role of human capital

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Sany Sanuri Mohd Mokhtar ◽  
Zakaria Bin Abas
Keyword(s):  
Developing Countries ◽  
Human Capital ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Manufacturing Sector ◽  
Moderating Effect ◽  
Customer Focus ◽  
Content Type ◽  
The Impact ◽  
Key Customer

PurposeThis paper examines the interaction of human capital and CRM on the performance of SMEs in Yemen.Design/methodology/approachThe study used a quantitative approach in investigating the interacting effect of human capital on the relationship between CRM and SMEs' performance in Yemen. The PLS-SEM analysis was performed to test the hypotheses.FindingsIt was observed that key customer focus, technology-based CRM and CRM knowledge management were effective drivers of SME performance, but not CRM organization tools. It was also ascertained that human capital has no moderating effect on the key customer focus and knowledge management relationships with performance, although it does moderate the relationships between performance and CRM organization and technology-based CRM respectively.Research limitations/implicationsBecause this study is limited to manufacturing SMEs in Yemen, the results cannot be generalized to other types of industry such as services, whose structure and vision differ from those of manufacturing SMEs. While the current results may be appropriate for SMEs in other developing countries, the researcher believes they are unsuitable for SMEs in advanced economies with different financial structures and employee and management cultures.Practical implicationsThe empirical insights of this study are valuable for the owners, managers and professionals in the SMEs manufacturing sector in developing countries, to enrich their organizational performance through CRM adoption, while considering the moderating effect of human capital.Originality/valueThis is the first empirical work to confirm way the main drivers of human capital, including in the analysis the impact of CRM dimensions and SME performance, in the context of the manufacturing sector. In support of an original conceptual model, the insights contribute to the literature on CRM, SMEs in the manufacturing sector, human capital and emerging economies.

scholarly journals Direct effects of knowledge management practices on organizational performance

2020 ◽  
Vol 37 (1) ◽  
pp. 30-37
Author(s):  
Edwin Alexander Henao-García ◽  
Nelson Lozada ◽  
Jose Arias-Pérez
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Management Practices ◽  
Equation Modeling ◽  
Feedback Systems ◽  
Nonfinancial Performance ◽  
Knowledge Management Practices ◽  
The Impact ◽  
The Relationship

The relationship between knowledge management (KM) and firm performance is an interesting field for both scholars and practitioners. Despite the extant literature, more studies are required in order to clarify the abovementioned relationship. The purpose of this article is to examine the impact of KM practices on financial and nonfinancial performance. KM practices are knowledge creation practices, continuous learning practices (CLP), knowledge and feedback systems (KFS), and management of employees’ individual competencies. Methodologically the study uses partial least squares structural equation modeling. The results show that KFS affect firms’ financial performance and that CLP do not influence oneither financial or nonfinancial performance.

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

scholarly journals Explaining the Mediating Role of Knowledge Management between Organisation’s Characteristics and Employee’s Performance: A Public Sector Perspective

2020 ◽  
Vol 15 (12) ◽  
pp. 132
Author(s):  
Adnan A. S. Al-Ali ◽  
Jarrah F. Al-Mansour
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Social Practice ◽  
Management Practices ◽  
Research Work ◽  
Integrative Framework ◽  
Mediating Role ◽  
Significant Research ◽  
The Impact

This paper aims to investigate the mediating role of knowledge management between organizational culture, structure, strategy, and employee and organisational performance. There is a significant research work on Knowledge Management (KM) globally; however, there is a dearth of research in contextualizing the concept in the Middle East. Therefore, adopting a multiple case-based approach, this paper conducted 478 surveys in five public organizations in Kuwait. The results suggested that KM could mediate the impact of organizational strategy and HRD structure. Surprisingly, organizational culture emerged as the only construct that remained uninfluenced by knowledge management practices. This research makes a vital contribution to the under-researched knowledge management concept in the region and the relevant cognitive understanding of social practice in relation to the HRD. It, therefore, proposes an integrative framework which specifies the conceptual linkages between organization characteristics and potential performance.

Knowledge Management Practices in Temporal Knowledge-Intensive Organizations

2011 ◽  
pp. 712-718
Author(s):  
Raul M. Abril
Keyword(s):  
Knowledge Management ◽  
Value Creation ◽  
Management Practices ◽  
Intention To Adopt ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
State Of Affairs ◽  
The Impact ◽  
Common Understanding

This chapter is designed to serve as a comprehensive introduction to a few aspects of knowledge management (KM) practices of particular relevance for temporal knowledge-intensive organizations. The aspects considered are the contribution of KM pratices to value creation, the dissemination and adoption of KM practices and the enabling role of KM practices in the interpretation of states of affairs. The value creation aspect focuses on the impact of KM practices in temporal knowledge-intensive organizations creating value for their customers/users. The behavioral nature of KM practices is of critical relevance for temporal knowledge-intensive organizations as there are attitudes that will be very influential in individuals’ intention to adopt such KM practices. Finally, because the individuals in a temporal knowledge-intensive organization should share the same interpretation on a given state of affairs or about the data at hand, the interpretative aspect of KM practices focuses in the enabling role of KM practices in reaching common understanding.

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