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The Role of Knowledge Management Process and Intellectual Capital as Intermediary Variables between Knowledge Management Infrastructure and Organization Performance

Purpose




This study aims to identify the main knowledge processes associated with organizational knowledge culture. A diverse range of knowledge processes have been referred to in the extant literature, but little agreement exists on which knowledge processes are critical and should be supported by organizational culture.




Design/methodology/approach




Using a systematic literature review methodology, this study examined the primary literature – peer-reviewed and scholarly articles published in the top seven knowledge management and intellectual capital (KM/IC)-related journals.




Findings




The core knowledge processes have been identified – knowledge sharing, knowledge creation and knowledge implementation. The paper suggests that a strategy for implementing successful organizational KM initiatives requires precise understanding and effective management of the core knowledge infrastructures and processes. Although technology infrastructure is an important aspect of any KM initiative, the integration of knowledge into management decisions and practices relies on the extent to which the organizational culture supports or hinders knowledge processes.




Research limitations/implications




The focus of the study was on the articles published in the top seven KM/IC journals; important contributions in relevant publications in other KM journals, conference papers, books and professional reports may have been excluded.




Practical implications




Practitioners will benefit from a better understanding of knowledge processes involved in KM initiatives and investments. From a managerial perspective, the study offers an overview of the state of organizational knowledge culture research and suggests that for KM initiatives to be successful, the organization requires an integrated culture that is concerned with knowledge processes as a set of inextricably inter-related processes.




Originality/value




For the first time, a comprehensive list of diverse terms used in describing knowledge processes has been identified. The findings remove the conceptual ambiguity resulting from the inconsistent use of different terms for the same knowledge process by identifying the three major and overarching knowledge processes. Moreover, this study points to the need to attend to the inextricably interrelated nature of these three knowledge processes. Finally, this is the first time that a study provides evidence that shows the KM studies appear to be biased towards Knowledge sharing.

Looking beyond knowledge sharing: an integrative approach to knowledge management culture

Purpose – This paper aims to investigate, following previous studies on knowledge-sharing (KS) processes that consist of knowledge donating (KD) and knowledge collecting (KC), the relationship between KS processes and KS enablers to understand the effect of organizational, individual and technological factors. Design/methodology/approach – The study is based on a Web survey. Data were collected from a sample of 759 knowledge workers selected from 23 knowledge-intensive manufacturing companies exposed to international markets and located in Tuscany (Italy). The analysis is based on multivariate regression models considering KD and KC as dependent variables. Findings – The results show that individual, organizational and technological factors matter to KS. Specifically, the paper reports that individual-level enablers and supportive leadership have a positive effect on both sub-processes of knowledge sharing. Further, the organic management system has a strong and positive impact on KD, while the efficacy o...

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Knowledge sharing in knowledge-intensive manufacturing firms. An empirical study of its enablers

Pluvial flash floods in urban areas are becoming increasingly frequent due to climate change and human actions, negatively impacting the life, work, production and infrastructure of a population. Pluvial flooding occurs when intense rainfall overflows the limits of urban drainage and water accumulation causes hazardous flash floods. Although flash floods are hard to predict given their rapid formation, Early Warning Systems (EWS) are used to minimize casualties. We performed a systematic review to define the basic structure of an EWS for rain flash floods. The structure of the review is as follows: first, Section 2 describes the most important factors that affect the intensity of pluvial flash floods during rainfall events. Section 3 defines the key elements and actors involved in an effective EWS. Section 4 reviews different EWS architectures for pluvial flash floods implemented worldwide. It was identified that the reviewed projects did not follow guidelines to design early warning systems, neglecting important aspects that must be taken into account in their implementation. Therefore, this manuscript proposes a basic structure for an effective EWS for pluvial flash floods that guarantees the forecasting process and alerts dissemination during rainfall events.

Real-Time Early Warning System Design For Pluvial Flash Floods—A Review

The purpose of this paper is to investigate the impact of organisational and individual factors on the knowledge sharing behaviour of UK academics. Although there a few articles that explore knowle...

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Exploring the factors that influence knowledge sharing between academics

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures) Knowledge is a primary resource in organizations If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture h

The role of organizational culture in the knowledge management process

Purpose – Knowledge loss impact on the performance of management information system (MIS) departments due to its influence on absorptive capacity. Furthermore, knowledge retention in human resource management and information system application is also included in the research model, in order to examine their effectiveness in mitigating knowledge loss. The paper aims to discuss these issues. Design/methodology/approach – Survey method and hypotheses are tested with the collected data from 191 Taiwanese IS personnel. Findings – The results not only indicate knowledge loss has impacts on the absorptive capacity and performance of MIS departments while information systems could mitigate knowledge loss, but also provide deeper understanding of knowledge loss and potential issues for academics; as for practitioners, this study could serve as a reference to design and adopt knowledge management (KM) mechanisms. Originality/value – KM is an important issue for organizations since it is the source of competitive a...

The influences of knowledge loss and knowledge retention mechanisms on the absorptive capacity and performance of a MIS department

In the current knowledge economy era, knowledge has become an organization’s primary resource due to the fact that an organization is an extension of an information society. Therefore, firms that are able to effectively manage their knowledge resources can expect to reap a wide range of benefits. Due to the diversity of organizational culture (which include results-oriented, tightly controlled, job-oriented, closed system, solidarity, sociability and need for achievement), a significant issue is the way organizational culture impacts on KM intention in the KM process through the mediation of KM culture. Indeed, strong culture has a direct impact on KM culture and KM intention. This paper details our study findings, which indicate that while results-oriented, solidarity, sociability and strong cultures have significant positive effects on an organization’s ability to foster a KM culture in the KM process, a job-oriented culture has a significant negative effect. Moreover, both KM culture and strong culture have positive direct effects on an individual’s intention to manage knowledge. Also discussed in this paper are the implications of the study and its contribution to research and management practice.

Tung-Ching Lin

Papers

The role of organizational culture in the knowledge management process

The influences of knowledge loss and knowledge retention mechanisms on the absorptive capacity and performance of a MIS department

How knowledge management intention influenced by organizational culture and knowledge management culture

Knowledge Management Survey