This document discusses organizational performance and the mediating roles of knowledge management and performance measurement. It begins by introducing the importance of measuring organizational performance to assess strategy and make improvements. It then explores knowledge management processes like knowledge creation, sharing, and application. Communities of practice are discussed as a way for practitioners to share knowledge. Challenges of performance measurement like top-down approaches that exclude stakeholder input are also outlined. The role of leadership, culture, and infrastructure in enabling knowledge management is emphasized.
This document proposes five guidelines for implementing knowledge management in higher education. The guidelines are: 1) Develop organizational knowledge by converting tacit knowledge into explicit knowledge. 2) Conduct a gap analysis to identify variances between requirements and capabilities. 3) Develop a knowledge management culture that rewards knowledge sharing. 4) Develop knowledge management leadership throughout the organization. 5) Implement an efficient knowledge management model, such as a batch model, to organize information.
Impact of knowledge management processes on organizational performanceAlexander Decker
This document discusses a study on the impact of knowledge management processes on organizational performance at the Institute of Technical Learning in Iraq. It conducted a survey of 33 department chairs to examine the relationship between knowledge management processes (knowledge generation, storage, publication, and application) and dimensions of organizational performance (personal behavior, scientific performance, social responsibility, and job relations). The study found significant correlations between knowledge management processes and organizational performance indicators. It concluded that knowledge management operations have a significant impact on organizational performance and recommended that research and development units be established in the colleges to generate new knowledge and enhance performance.
The document summarizes several frameworks for knowledge management strategies proposed by different researchers. Hansen identified two main strategies - codification and personalization. Earl then proposed seven schools of knowledge management that fall under technocratic, economic, and behavioral categories. Alvesson and Karreman described four knowledge management orientations based on modes of interaction and managerial intervention. The document analyzes each framework in detail.
This document discusses linking theories discussed in a seminar series to real world examples from speakers. It summarizes theories around networking, leadership, performance management, and brand positioning. For each theory, it provides examples from seminar speakers to illustrate how the theory applies in practice. Overall, the document analyzes the relationship between key theories covered in the seminar and examples from the speakers to demonstrate how integrating theory and practice is important for professional development.
This document discusses communities of practice (CoPs) and employee motivation for engagement in CoPs. It defines CoPs and outlines their benefits for organizations, including knowledge sharing, innovation, and competitive advantages. Motivating employee participation is important for CoP success. Both intrinsic motivators like meaningful work and extrinsic motivators like rewards can encourage participation. Managerial support and adequate resources are also crucial. CoPs should be assessed using non-traditional metrics focused on knowledge application and organizational impacts over time. Ongoing evaluation of motivational techniques is needed to address changing community and member needs.
Conceptual Framework of Organisational Factors on Explicit and Tacit Knowledg...IOSRJBM
Knowledge is an important organizational source that provides the sustainable competitive advantage in a competitive and dynamic economy. Knowledge sharing has become an essence for knowledge management. It is as an activity to disseminate the information, to collaborate with others to solve problems, develop innovative ideas, or implement policies or procedures. However, previous studies have shown that individuals are reluctant to share their knowledge as they consider that they will lose their status in the organization if they share knowledge with others. Therefore, in the execution of knowledge management activities, knowledge sharing is recognized as the most reluctant and difficult factor. Based on the literature review we developed a conceptual framework that identifies key organizational factors which significantly influence the explicit and tacit knowledge sharing. This study categorized the organizational factors into three parts as most repeatedly used factors, less researched factors and least researched factors and examines their relationships with knowledge sharing. Thus, the purpose of this study is to examine the relationship between key organizational factors and knowledge sharing. The paper concludes with a discussion of emerging issues, new research directions with some suggestions for future research.
The Need for Proper Management in the Knowledge Organizationlkielly
Global knowledge is increasing daily and with it knowledge organizations utilizing and capitalizing on knowledge. Worker management is critical in how knowledge is harnessed and organization success. Managers require not only understanding of knowledge organization meaning and operation, but also understanding of knowledge worker management styles. Managers outside knowledge organizations may have management styles considered traditional in nature but success in a knowledge organization hinges on how they adapt. The research conducted compares traditional managers and knowledge managers to create understanding and awareness of differences. The survey conducted shows data from managers who work in what are considered knowledge organizations. The data adds valuable information to existing research providing fresh insight into knowledge management from those who live it daily.
This document discusses the foundations and solutions of knowledge management. It defines knowledge management solutions as specific approaches to discovering, capturing, sharing, and applying knowledge, which are supported by knowledge management processes and systems. Knowledge management foundations are broader organizational aspects that support knowledge management in the short and long term, including infrastructure, mechanisms, technologies, and processes. The document provides examples of knowledge management mechanisms, technologies, processes, and infrastructure components and how they interrelate and support knowledge management.
This document proposes five guidelines for implementing knowledge management in higher education. The guidelines are: 1) Develop organizational knowledge by converting tacit knowledge into explicit knowledge. 2) Conduct a gap analysis to identify variances between requirements and capabilities. 3) Develop a knowledge management culture that rewards knowledge sharing. 4) Develop knowledge management leadership throughout the organization. 5) Implement an efficient knowledge management model, such as a batch model, to organize information.
Impact of knowledge management processes on organizational performanceAlexander Decker
This document discusses a study on the impact of knowledge management processes on organizational performance at the Institute of Technical Learning in Iraq. It conducted a survey of 33 department chairs to examine the relationship between knowledge management processes (knowledge generation, storage, publication, and application) and dimensions of organizational performance (personal behavior, scientific performance, social responsibility, and job relations). The study found significant correlations between knowledge management processes and organizational performance indicators. It concluded that knowledge management operations have a significant impact on organizational performance and recommended that research and development units be established in the colleges to generate new knowledge and enhance performance.
The document summarizes several frameworks for knowledge management strategies proposed by different researchers. Hansen identified two main strategies - codification and personalization. Earl then proposed seven schools of knowledge management that fall under technocratic, economic, and behavioral categories. Alvesson and Karreman described four knowledge management orientations based on modes of interaction and managerial intervention. The document analyzes each framework in detail.
This document discusses linking theories discussed in a seminar series to real world examples from speakers. It summarizes theories around networking, leadership, performance management, and brand positioning. For each theory, it provides examples from seminar speakers to illustrate how the theory applies in practice. Overall, the document analyzes the relationship between key theories covered in the seminar and examples from the speakers to demonstrate how integrating theory and practice is important for professional development.
This document discusses communities of practice (CoPs) and employee motivation for engagement in CoPs. It defines CoPs and outlines their benefits for organizations, including knowledge sharing, innovation, and competitive advantages. Motivating employee participation is important for CoP success. Both intrinsic motivators like meaningful work and extrinsic motivators like rewards can encourage participation. Managerial support and adequate resources are also crucial. CoPs should be assessed using non-traditional metrics focused on knowledge application and organizational impacts over time. Ongoing evaluation of motivational techniques is needed to address changing community and member needs.
Conceptual Framework of Organisational Factors on Explicit and Tacit Knowledg...IOSRJBM
Knowledge is an important organizational source that provides the sustainable competitive advantage in a competitive and dynamic economy. Knowledge sharing has become an essence for knowledge management. It is as an activity to disseminate the information, to collaborate with others to solve problems, develop innovative ideas, or implement policies or procedures. However, previous studies have shown that individuals are reluctant to share their knowledge as they consider that they will lose their status in the organization if they share knowledge with others. Therefore, in the execution of knowledge management activities, knowledge sharing is recognized as the most reluctant and difficult factor. Based on the literature review we developed a conceptual framework that identifies key organizational factors which significantly influence the explicit and tacit knowledge sharing. This study categorized the organizational factors into three parts as most repeatedly used factors, less researched factors and least researched factors and examines their relationships with knowledge sharing. Thus, the purpose of this study is to examine the relationship between key organizational factors and knowledge sharing. The paper concludes with a discussion of emerging issues, new research directions with some suggestions for future research.
The Need for Proper Management in the Knowledge Organizationlkielly
Global knowledge is increasing daily and with it knowledge organizations utilizing and capitalizing on knowledge. Worker management is critical in how knowledge is harnessed and organization success. Managers require not only understanding of knowledge organization meaning and operation, but also understanding of knowledge worker management styles. Managers outside knowledge organizations may have management styles considered traditional in nature but success in a knowledge organization hinges on how they adapt. The research conducted compares traditional managers and knowledge managers to create understanding and awareness of differences. The survey conducted shows data from managers who work in what are considered knowledge organizations. The data adds valuable information to existing research providing fresh insight into knowledge management from those who live it daily.
This document discusses the foundations and solutions of knowledge management. It defines knowledge management solutions as specific approaches to discovering, capturing, sharing, and applying knowledge, which are supported by knowledge management processes and systems. Knowledge management foundations are broader organizational aspects that support knowledge management in the short and long term, including infrastructure, mechanisms, technologies, and processes. The document provides examples of knowledge management mechanisms, technologies, processes, and infrastructure components and how they interrelate and support knowledge management.
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONIAEME Publication
This document summarizes a research paper on the relationship between knowledge management practices and organizational performance in engineering organizations. The paper reviews literature on knowledge management and organizational performance. It develops a research model and hypotheses that knowledge management practices positively impact an organization's financial, non-financial, and operational performance. A survey was conducted of 125 engineers at an engineering organization to examine the effects of knowledge management practices on these three aspects of organizational performance. The findings of the study revealed relationships between knowledge management practices and improved organizational performance.
Management is what managers do. The document discusses the importance of knowledge management in modern organizations. It defines knowledge management as processes to generate, capture, codify and transfer knowledge across an organization to achieve competitive advantage. Key benefits include facilitating decision-making, building learning organizations, and stimulating cultural change and innovation. Successful knowledge management requires participation from employees, appropriate technology solutions, and standardized processes for knowledge contribution and retrieval. It also outlines six key knowledge assets in an organization.
THE IMPACT OF KNOWLEDGE MANAGEMENT ON ORGANISATIONAL PERFORMANCEIAEME Publication
Knowledge Management is a process that transforms individual knowledge into organisational knowledge. The main aim of the project is to show that through creating, accumulating, organising and utilising knowledge, oraganisation can enhance organisational performance. The impact of knowledge Management practices on performance was emprically tested through structural equation modelling. The sample included 52 employees from HCL .The result shows that knowledge management practices measured through information technology, organisation and knowledge positively affect organisational performance
Strategies to Improve Knowledge Sharing in Trading Construction OrganizationITIIIndustries
In this present economy that is wholly centered on knowledge and skill, knowledge sharing (KS) is gradually regarded as an important factor in organizational effectiveness and an innovative mechanism to cope with challenges [1]. Therefore, for organizations to create new knowledge sharing strategies are essentials to align to the knowledge economy to overcome business challenges [2, 3]. A preliminary investigation was conducted by focusing on the Critical Success Factors (CSF) to promote knowledge sharing at the organizational level and to examine the employees’ perception towards the types of knowledge sharing tools in the construction trading industry. This paper proposes several dimensions for knowledge strategy to manage knowledge assets that can be used as the key foundation to many organizations to stay competitive especially the construction trading industry.
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
Business innovation through knowledge sharing an applied study on the jordani...Alexander Decker
This document summarizes a study on knowledge sharing and innovation in the Jordanian mobile
telecommunications sector. The study found that individual enjoyment in helping others and top management
support positively influence employee knowledge sharing, while individual knowledge self-efficacy and
organizational rewards do not. The study reviewed literature on knowledge sharing enablers at the individual
level, like enjoyment in helping others and self-efficacy, and at the organizational level, like top management
support and rewards systems. A questionnaire was administered to employees in Jordanian mobile companies to
examine the effects of these factors on knowledge sharing and innovation capabilities.
The document provides an introduction to a study exploring the contribution of human resource management to knowledge management at Zimbabwe National Water Authority (ZINWA). It discusses the background and importance of knowledge management. It establishes the research problem, objectives, and questions. The significance of the study is outlined for the organization, researcher, and human resource practitioners. Limitations and key terms are defined.
Employees’ Perceptions towards the Knowledge Management Practices: An Empiric...AkashSharma618775
This present study is aimed to understand the implementation of knowledge management process in
Bharat Heavy Electricals Limited – Hyderabad. In order to examine this, various knowledge management subdimensions such as acquisition of information, information dissemination, knowledge storage, knowledge transfer,
team work, empowerment and commitment to knowledge. These concerned sub-dimensions are able to determine
the various knowledge management dimensions like, knowledge creation, knowledge transfer and storage and
application and usage of knowledge. The study is also aimed to understand the role of organizational culture in
deriving the firms sustainability.
Introduction
Why knowledge and knowledge management
What is KM
Knowledge Evolution Process
Types of Knowledge
KM Approaches – Overview
Knowledge Creation Model
Mc kinsey – achieving the full potential of cooperative organizationsInformaEuropa
The document summarizes findings from a study comparing the organizational agility of cooperatives to publicly traded companies. It finds that cooperatives excel at internal alignment through shared ownership and values, but are less agile than companies in decision-making, pursuing new opportunities, and developing talent. Exemplary cooperatives improve in these areas by clarifying roles, fostering transparency, encouraging innovation, and strengthening leadership programs.
The document provides a framework and best practices for embedding sustainability into organizational culture. It discusses five key elements: strategy, structure, processes, people, and rewards. For the strategy element, it recommends establishing an agreed-upon definition of sustainability, integrating sustainability into the corporate vision and linking it to the organization's mission and goals. It also suggests focusing on developing organizational strengths and selling the strategy to senior leadership.
Strategic Governance : A [Disruptive] Framework for Enterprise Learning Solut...Heather L. Hutchens, MBA
Even within small organizations, learning leaders often struggle with balancing diverse, competing, wants and needs, with maintaining secure and well-managed solutions. This session outlined key concepts, best practices, and provided a practical toolkit for maintaining compliance while achieving your highest organizational goals. No matter your role, you can manage governance like a boss!
This document discusses the role of organizational culture in knowledge management. It begins with definitions of knowledge management and discusses how it can benefit organizations by increasing efficiency, effectiveness, expertise and customer satisfaction. It then explains how knowledge in organizations can be either explicit or tacit. The document also discusses different frameworks for understanding organizational culture, such as the competing values framework, and how culture can impact a organization's approach to knowledge management, whether it takes a process-based approach that relies on formal systems or a practice-based approach that focuses on informal knowledge sharing. Finally, the document analyzes some case examples of knowledge management initiatives within a company and how cultural factors may have influenced their success or challenges.
The document discusses the location and types of knowledge. It identifies five locations where knowledge can exist: individual, groups/communities, structural, organizational, and extra-organizational. Organizational knowledge resides within individuals, groups, and at the organizational level. The document also examines organizational memory and the different repositories where knowledge can be stored, including individuals, culture, transformations, structures, and external activities. Finally, it defines knowledge work and knowledge workers, and identifies the key characteristics and skill sets required of knowledge workers, such as communication skills, analytical skills, and the ability to locate, gather, analyze and organize information.
The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
This chapter discusses key concepts related to organizational design and effectiveness. It identifies four common characteristics of organizations: coordination of effort, common goals, division of labor, and hierarchy of authority. The chapter also explains contingency organization design and distinguishes between mechanistic and organic organizations. Finally, it describes different departmentalization formats, centralization vs decentralization, and characteristics of organizational culture.
This document discusses enhancing employee engagement through strategic human resource management and technology. It argues that active employee engagement is vital for organizational success, and that public agencies can facilitate engagement through collaborative groups using intranet and internet tools. These groups allow employees to generate ideas outside traditional hierarchies. Surveys of other organizations found that increased engagement leads to better performance but requires management support for experimentation and long-term benefits.
How To Motivate and Retain Knowledge Workerskcarleton
This document discusses knowledge workers and how to motivate and retain them. It provides background on knowledge workers, their characteristics, and how they differ from manual workers. Some key ways to motivate knowledge workers mentioned include providing meaningful work, learning opportunities, adequate resources, recognition, and a supportive work environment. Managing knowledge workers effectively is important, and conventional command-and-control styles are ineffective, while supportive management that empowers workers is better. The work environment and adequate resources can significantly impact knowledge worker performance and productivity.
This document outlines best practices for leadership from the Canadian Forces modified for corporate application. It discusses key aspects of effective leadership including:
1. Building trust with subordinates through decisions, actions and interactions.
2. Distributed leadership that shares responsibilities vertically and horizontally.
3. Leader responsibilities like building teamwork, competence, clarifying objectives, problem-solving, and mentoring members.
4. Maintaining member well-being and commitment by establishing a healthy climate, treating people fairly, and fostering achievement.
5. Enhancing situational awareness by explaining events and decisions to reduce uncertainty.
6. Achieving collective leadership through mutually reinforcing actions across levels to achieve common goals.
Strategic impact of knowledge management and organizational learning on the p...Alexander Decker
This document summarizes a study that investigated the impact of knowledge management and organizational learning on the perceived performance of selected banks in Oyo State, Nigeria. The study aimed to determine the relationship between variables like knowledge acquisition, distribution, and interpretation, as well as organizational learning strategies, on bank performance. It developed four hypotheses to test these relationships and predict performance. The study found that knowledge management and organizational learning variables positively impacted bank performance. It concluded that banks need to effectively manage knowledge and embrace learning to improve performance and gain competitive advantage.
A comparative analysis of knowledge management in banking sector an empirica...Alexander Decker
This document discusses knowledge management in the banking sector. It identifies four key components of effective knowledge management: leadership, organizational culture, measurement of results, and information technologies. The document provides details on each component and their importance for knowledge creation and sharing within organizations. The purpose of the study is to examine these components of knowledge management in banks and determine if there are differences between private and state-owned banks in their knowledge management practices.
STAFFS MOTIVATIONAL IN KNOWLEDGE TRANSFER BEHAVIOURijcsit
Previous have highlighted knowledge transfer behaviour (KTB) for an increase organization performance,
however an obstacle from the perspective among staffs still exists. The problem is still difficult because
staffs will not share their knowledge as they thinking their knowledge is important. This paper investigated
factors of staffs motivational that influence KTB among staffs in Riau Province of Indonesia. The survey
400 respondents were used, 325 were returned, and 75 were not returned. Likert and smart PLS to
confirmation the conceptual model. This paper conclude factors that reward, trust, and an enjoyment
helping colleagues of staffs motivation are factors which influencing the KTB. The results and conclusions
are discussed.
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONIAEME Publication
This document summarizes a research paper on the relationship between knowledge management practices and organizational performance in engineering organizations. The paper reviews literature on knowledge management and organizational performance. It develops a research model and hypotheses that knowledge management practices positively impact an organization's financial, non-financial, and operational performance. A survey was conducted of 125 engineers at an engineering organization to examine the effects of knowledge management practices on these three aspects of organizational performance. The findings of the study revealed relationships between knowledge management practices and improved organizational performance.
Management is what managers do. The document discusses the importance of knowledge management in modern organizations. It defines knowledge management as processes to generate, capture, codify and transfer knowledge across an organization to achieve competitive advantage. Key benefits include facilitating decision-making, building learning organizations, and stimulating cultural change and innovation. Successful knowledge management requires participation from employees, appropriate technology solutions, and standardized processes for knowledge contribution and retrieval. It also outlines six key knowledge assets in an organization.
THE IMPACT OF KNOWLEDGE MANAGEMENT ON ORGANISATIONAL PERFORMANCEIAEME Publication
Knowledge Management is a process that transforms individual knowledge into organisational knowledge. The main aim of the project is to show that through creating, accumulating, organising and utilising knowledge, oraganisation can enhance organisational performance. The impact of knowledge Management practices on performance was emprically tested through structural equation modelling. The sample included 52 employees from HCL .The result shows that knowledge management practices measured through information technology, organisation and knowledge positively affect organisational performance
Strategies to Improve Knowledge Sharing in Trading Construction OrganizationITIIIndustries
In this present economy that is wholly centered on knowledge and skill, knowledge sharing (KS) is gradually regarded as an important factor in organizational effectiveness and an innovative mechanism to cope with challenges [1]. Therefore, for organizations to create new knowledge sharing strategies are essentials to align to the knowledge economy to overcome business challenges [2, 3]. A preliminary investigation was conducted by focusing on the Critical Success Factors (CSF) to promote knowledge sharing at the organizational level and to examine the employees’ perception towards the types of knowledge sharing tools in the construction trading industry. This paper proposes several dimensions for knowledge strategy to manage knowledge assets that can be used as the key foundation to many organizations to stay competitive especially the construction trading industry.
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
Business innovation through knowledge sharing an applied study on the jordani...Alexander Decker
This document summarizes a study on knowledge sharing and innovation in the Jordanian mobile
telecommunications sector. The study found that individual enjoyment in helping others and top management
support positively influence employee knowledge sharing, while individual knowledge self-efficacy and
organizational rewards do not. The study reviewed literature on knowledge sharing enablers at the individual
level, like enjoyment in helping others and self-efficacy, and at the organizational level, like top management
support and rewards systems. A questionnaire was administered to employees in Jordanian mobile companies to
examine the effects of these factors on knowledge sharing and innovation capabilities.
The document provides an introduction to a study exploring the contribution of human resource management to knowledge management at Zimbabwe National Water Authority (ZINWA). It discusses the background and importance of knowledge management. It establishes the research problem, objectives, and questions. The significance of the study is outlined for the organization, researcher, and human resource practitioners. Limitations and key terms are defined.
Employees’ Perceptions towards the Knowledge Management Practices: An Empiric...AkashSharma618775
This present study is aimed to understand the implementation of knowledge management process in
Bharat Heavy Electricals Limited – Hyderabad. In order to examine this, various knowledge management subdimensions such as acquisition of information, information dissemination, knowledge storage, knowledge transfer,
team work, empowerment and commitment to knowledge. These concerned sub-dimensions are able to determine
the various knowledge management dimensions like, knowledge creation, knowledge transfer and storage and
application and usage of knowledge. The study is also aimed to understand the role of organizational culture in
deriving the firms sustainability.
Introduction
Why knowledge and knowledge management
What is KM
Knowledge Evolution Process
Types of Knowledge
KM Approaches – Overview
Knowledge Creation Model
Mc kinsey – achieving the full potential of cooperative organizationsInformaEuropa
The document summarizes findings from a study comparing the organizational agility of cooperatives to publicly traded companies. It finds that cooperatives excel at internal alignment through shared ownership and values, but are less agile than companies in decision-making, pursuing new opportunities, and developing talent. Exemplary cooperatives improve in these areas by clarifying roles, fostering transparency, encouraging innovation, and strengthening leadership programs.
The document provides a framework and best practices for embedding sustainability into organizational culture. It discusses five key elements: strategy, structure, processes, people, and rewards. For the strategy element, it recommends establishing an agreed-upon definition of sustainability, integrating sustainability into the corporate vision and linking it to the organization's mission and goals. It also suggests focusing on developing organizational strengths and selling the strategy to senior leadership.
Strategic Governance : A [Disruptive] Framework for Enterprise Learning Solut...Heather L. Hutchens, MBA
Even within small organizations, learning leaders often struggle with balancing diverse, competing, wants and needs, with maintaining secure and well-managed solutions. This session outlined key concepts, best practices, and provided a practical toolkit for maintaining compliance while achieving your highest organizational goals. No matter your role, you can manage governance like a boss!
This document discusses the role of organizational culture in knowledge management. It begins with definitions of knowledge management and discusses how it can benefit organizations by increasing efficiency, effectiveness, expertise and customer satisfaction. It then explains how knowledge in organizations can be either explicit or tacit. The document also discusses different frameworks for understanding organizational culture, such as the competing values framework, and how culture can impact a organization's approach to knowledge management, whether it takes a process-based approach that relies on formal systems or a practice-based approach that focuses on informal knowledge sharing. Finally, the document analyzes some case examples of knowledge management initiatives within a company and how cultural factors may have influenced their success or challenges.
The document discusses the location and types of knowledge. It identifies five locations where knowledge can exist: individual, groups/communities, structural, organizational, and extra-organizational. Organizational knowledge resides within individuals, groups, and at the organizational level. The document also examines organizational memory and the different repositories where knowledge can be stored, including individuals, culture, transformations, structures, and external activities. Finally, it defines knowledge work and knowledge workers, and identifies the key characteristics and skill sets required of knowledge workers, such as communication skills, analytical skills, and the ability to locate, gather, analyze and organize information.
The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
This chapter discusses key concepts related to organizational design and effectiveness. It identifies four common characteristics of organizations: coordination of effort, common goals, division of labor, and hierarchy of authority. The chapter also explains contingency organization design and distinguishes between mechanistic and organic organizations. Finally, it describes different departmentalization formats, centralization vs decentralization, and characteristics of organizational culture.
This document discusses enhancing employee engagement through strategic human resource management and technology. It argues that active employee engagement is vital for organizational success, and that public agencies can facilitate engagement through collaborative groups using intranet and internet tools. These groups allow employees to generate ideas outside traditional hierarchies. Surveys of other organizations found that increased engagement leads to better performance but requires management support for experimentation and long-term benefits.
How To Motivate and Retain Knowledge Workerskcarleton
This document discusses knowledge workers and how to motivate and retain them. It provides background on knowledge workers, their characteristics, and how they differ from manual workers. Some key ways to motivate knowledge workers mentioned include providing meaningful work, learning opportunities, adequate resources, recognition, and a supportive work environment. Managing knowledge workers effectively is important, and conventional command-and-control styles are ineffective, while supportive management that empowers workers is better. The work environment and adequate resources can significantly impact knowledge worker performance and productivity.
This document outlines best practices for leadership from the Canadian Forces modified for corporate application. It discusses key aspects of effective leadership including:
1. Building trust with subordinates through decisions, actions and interactions.
2. Distributed leadership that shares responsibilities vertically and horizontally.
3. Leader responsibilities like building teamwork, competence, clarifying objectives, problem-solving, and mentoring members.
4. Maintaining member well-being and commitment by establishing a healthy climate, treating people fairly, and fostering achievement.
5. Enhancing situational awareness by explaining events and decisions to reduce uncertainty.
6. Achieving collective leadership through mutually reinforcing actions across levels to achieve common goals.
Strategic impact of knowledge management and organizational learning on the p...Alexander Decker
This document summarizes a study that investigated the impact of knowledge management and organizational learning on the perceived performance of selected banks in Oyo State, Nigeria. The study aimed to determine the relationship between variables like knowledge acquisition, distribution, and interpretation, as well as organizational learning strategies, on bank performance. It developed four hypotheses to test these relationships and predict performance. The study found that knowledge management and organizational learning variables positively impacted bank performance. It concluded that banks need to effectively manage knowledge and embrace learning to improve performance and gain competitive advantage.
A comparative analysis of knowledge management in banking sector an empirica...Alexander Decker
This document discusses knowledge management in the banking sector. It identifies four key components of effective knowledge management: leadership, organizational culture, measurement of results, and information technologies. The document provides details on each component and their importance for knowledge creation and sharing within organizations. The purpose of the study is to examine these components of knowledge management in banks and determine if there are differences between private and state-owned banks in their knowledge management practices.
STAFFS MOTIVATIONAL IN KNOWLEDGE TRANSFER BEHAVIOURijcsit
Previous have highlighted knowledge transfer behaviour (KTB) for an increase organization performance,
however an obstacle from the perspective among staffs still exists. The problem is still difficult because
staffs will not share their knowledge as they thinking their knowledge is important. This paper investigated
factors of staffs motivational that influence KTB among staffs in Riau Province of Indonesia. The survey
400 respondents were used, 325 were returned, and 75 were not returned. Likert and smart PLS to
confirmation the conceptual model. This paper conclude factors that reward, trust, and an enjoyment
helping colleagues of staffs motivation are factors which influencing the KTB. The results and conclusions
are discussed.
DEMYSTIFYING KNOWLEDGE SOCIALIZATION AND SERVICE DIFFERENTIATION OF SELECTED ...IAEME Publication
Acquiring knowledge and skills is important facet for growth and development. Organisations have seen the necessity of create emerging ideas through socialization so as to meet up with the standards of the evolving world. The technology industry remains one which has huge potential and has made considerable progress in the last few years. A good number of IT firms are slowly beginning to carve a niche for themselves and deliver impressive products and services. IT firms have become highly competitive and despite their efforts in creating new knowledge, they are still faced with challenges of diverse socialization of ideas, innovative technologies, cultural syndrome and competencies for service differentiation. This array of challenges facing many IT firms in Nigeria forces one to question their levels of innovation. This study was specifically, descriptive and managers of three hierarchical levels (strategic, tactical and operational) in the four selected IT firms were selected as subjects of study.
DEMYSTIFYING KNOWLEDGE SOCIALIZATION AND SERVICE DIFFERENTIATION OF SELECTED ...IAEME Publication
Acquiring knowledge and skills is important facet for growth and development.
Organisations have seen the necessity of create emerging ideas through socialization
so as to meet up with the standards of the evolving world. The technology industry
remains one which has huge potential and has made considerable progress in the last
few years. A good number of IT firms are slowly beginning to carve a niche for
themselves and deliver impressive products and services. IT firms have become highly
competitive and despite their efforts in creating new knowledge, they are still faced
with challenges of diverse socialization of ideas, innovative technologies, cultural
syndrome and competencies for service differentiation. This array of challenges
facing many IT firms in Nigeria forces one to question their levels of innovation. This
study was specifically, descriptive and managers of three hierarchical levels
(strategic, tactical and operational) in the four selected IT firms were selected as
subjects of study. The target population of this study comprised IT firms that were
listed on JarusHub Nigeria (2017), Nigerian Yellow Pages (2011) and Nigeria Search
Engine (2011) which are the commonly used business directories in Nigeria. The
multi stage sampling technique was adopted which comprised purposive, stratified
and; convenience (availability) sampling techniques. A structured questionnaire
Running head GLOBALIZATION AND KNOWLEDGE MANAGEMENT .docxcowinhelen
Running head: GLOBALIZATION AND KNOWLEDGE MANAGEMENT
GLOBALIZATION AND KNOWLEDGE MANAGEMENT
GLOBALIZATION AND KNOWLEDGE MANAGEMENT
Name
Institution
Advices:
The document needs to be well written: tone of writing, grammar, punctuation, formatting indent, paragraphs, title, sentences structure and so on.
Considering all of the changes and learning that has been accomplished in your field of study during the past two decades, what have you studied or seen as innovative or linked to the creation of new knowledge? Needs to be included in the essay.
During your course of study, you have been exposed to the areas of distance learning and virtual teams (whether working as a group or with your instructor(s) on a one-on-one basis), so you have seen innovation in terms of moving the classroom from a physical location into a virtual state. With this virtual state in mind, more and more organizations have been able to operate globally to a larger degree. Thus, the sharing of knowledge between organizations has become a valued commodity in the workplace and marketplace. Needs to be included in the essay.
Specifically, as you write your response to this question, you may want to incorporate how your current level of knowledge can be used in an innovative way to help strengthen or increase the knowledge in your field. Also, you may want to consider how your experience in distance learning has changed or not changed your views on globalization, distance learning, and/or knowledge management. Needs to be included in the essay.
Abstract
Globalization and knowledge management deals with the application of knowledge, tools and methodologies in the coordination of the complex and unique project. In accordance to the definition, project knowledge can be regarded as useful, resourceful information that enables implementation of the project concerning the objectives that is time to be taken, the execution cost and the quality of the outcome. Knowledge in organisational activities has been confirmed by researchers as fundamental for building competitive advantages of firms and business. This paper aims to document the results of the survey concerning the use of knowledge management practices in international organizations and shows that knowledge management as a helpful tool in the globalization process.
Introduction (It goes in the second page) (Each paragraph needs to be indent) (You have long paragraphs, it needs to be distributed)
Basing your information on the striping and downsizing of the organizations’ core assets in the 19th century, knowledge always surpassed the downsizing aspects. Most of the organization came into realization on the lost assets thus established a framework for managing their existing and future know-how on the assets. Progressively, the companies are focused on the establishment of explicit management in the knowledge assets and seek to leverage the experiences, know-how as well as th ...
Leadership plays a key role in influencing innovation in organizations. Leaders establish an organizational culture that encourages innovation by implementing a structure that fosters creativity, such as through specialization and team reflexivity. Transformational and transactional leadership styles both positively impact innovation, though transformational leadership better motivates employees. Leaders also create a supportive psychological climate and strengthen relationships to generate ideas and implement innovations.
Knowledge Sharing Barrier in Higher Education Faisal Jakaria
The document discusses knowledge sharing barriers in higher education. It introduces knowledge sharing and its importance for organizational success. It then outlines several general barriers to knowledge sharing, including a lack of interest from organizational members, insufficient technological knowledge, difficulties convincing others of knowledge's value, and cultural and environmental restrictions. The purpose is to determine the best ways to encourage a positive attitude toward knowledge sharing by examining barriers, strategies to overcome them, attitudes, and sharing behaviors. A survey will be used to collect data on these variables from students and faculty to analyze their relationships and impacts on knowledge sharing.
Employee Mentoring and Organizational Effectivenessijtsrd
This study examines the relationship between mentoring and organizational effectiveness. Mentoring in the workplace is a comprehensive business strategy that utilizes the skills and expertise of more experienced employees as resources to those who are new to the company or those who are less experienced in certain areas within the company. The paper after a critical review of the available literature revealed a significant relationship between mentoring and organizational effectiveness. Based on the above conclusion, the paper recommend that There should be more organized formal corporate mentoring programs supported by relevant policies and management will power Management should develop a program advisory team on mentoring with defined objectives, regularly evaluating their performance against set standards and correcting unhealthy deviations from standards where such exist. Victor Barinua | Ibe, Uchenna Mabel "Employee Mentoring and Organizational Effectiveness" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49978.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/49978/employee-mentoring-and-organizational-effectiveness/victor-barinua
The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
EXPLORING THE INFLUENCE OF PRINCIPALS' TRANSFORMATIONAL LEADERSHIP ON FACULTY...indexPub
This scholarly investigation delves into the impact of transformational leadership wielded by principals on knowledge sharing and organizational learning within faculty in Bengaluru, India's higher educational institutions. Drawing data from a diverse sample of 505 faculty members across ten institutions of varying sizes, encompassing small, medium-sized, and large establishments, the study utilizes structural equation modelling. The results illuminate a positive correlation between transformational leadership and knowledge sharing, as well as organizational learning.
Organizational development (OD) refers to a process aimed at enhancing organizational effectiveness through planned interventions and changes. It involves improving an organization's problem-solving and renewal processes in order to help it adapt and thrive. Some key characteristics of OD include being planned, organization-wide, and managed from the top. OD emerged in the 1960s and has evolved from a focus on individual and group-level changes to system-wide interventions. Factors like communication, leadership, training, and strategic data use need to be addressed through the OD process to help organizations overcome challenges and become more effective.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
Knowledge Management Encouraging of Innovation Through The Acceleration of Re...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Importance Of Development In Organizational...Monica Rivera
Organizational culture has a significant impact on team development and performance. A positive culture that values collaboration, innovation and continuous learning will foster high-performing teams. As teams form and interact over time, they develop their own norms, values and ways of working that are influenced by the larger organizational culture. Leaders play a key role in shaping culture and can reinforce behaviors that support team goals. If the culture is not aligned with team objectives, it can create barriers like silos and risk aversion that prevent teams from achieving their full potential. Assessing and strategically shaping organizational culture is important for developing effective teams.
This document provides an overview of knowledge management from an organizational perspective. It discusses how effective knowledge management requires a knowledge-sharing culture built on trust between individuals, groups, and the organization. It also emphasizes that an organizational structure is needed that facilitates knowledge sharing, manages both explicit and tacit knowledge, aligns with organizational strategies, and fits the culture to lead to organizational learning. Technology can help enable knowledge management but is only one part of creating an effective system within an organization.
Knowledge constitutes a valuable, intangible asset for creating and sustaining competitive advantage within organizations. To fulfil organizational objectives, Knowledge sharing culture paves way for tacit knowledge externalization is highly emphasized. Knowledge Sharing is an activity through which knowledge is exchanged among employees in organizations to operate effectively in the global market. Amongst several factors that affect knowledge sharing in organizations, organizational culture is an effective Knowledge Management initiative for Knowledge sharing. As each and every organization has its own personality which is called as its culture, a Knowledge sharing culture that enables tacit knowledge externalization constitutes a major challenge in the field of Knowledge Management.
Reflection On Organizational DevelopmentPamela Wright
This document discusses organizational development and how its principles can be applied. It begins by noting that OD is important for organizations to adapt to changes in the global economy. The document then discusses how OD requires a planned approach to change that meets the needs of both people and the organization. It also discusses applying OD principles like establishing trust and involving employees in the change process. The goal is to help create positive change for organizations in the future by applying lessons learned about OD theories and techniques.
Knowledge management in universities in uganda a social perspectiveAlexander Decker
1) The document discusses knowledge management in universities in Uganda and its impact on transforming society. It assessed the relationship between knowledge management and society transformation in two private Ugandan universities.
2) The study found an average negative relationship between knowledge management and society transformation, indicating universities are not effectively applying knowledge to solve societal problems.
3) The author recommends universities strengthen knowledge sharing between students, faculty, and other institutions to better acquaint graduates with problem solving approaches that can transform society.
Implementing communities of practice in a matrix organizationAndrew Muras, PMP
Presented at ASEM's (American Society of Engineering Management) annual conference in October 2014. It's based on work done at Pearl Harbor Naval Shipyards.
Similar to Organizational performance; the role of knowledge management and performance measurement (20)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
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[To download this presentation, visit:
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Organizational performance; the role of knowledge management and performance measurement
1. To cite this, reference to: Agbedzavu, E., Markou, C (2020); An Organizational Performance; The
Mediation Role of Knowledge Management and Performance Measurement: USW, MBA Q & A
FACULTY OF BUSINESS AND SOCIETY
Master of Business Administration (MBA)
University of South Wale, UK
Tutor’s Name: Dr. Chrystalla Markou
Student’s Name: Agbedzavu Emmanuel
Module Code: ST4S39 Module Title: Strategic System Thinking
Work Tittle:
An organizational performance; the mediation Role of
Knowledge Management and Performance Measurement
Submitted by,
Agbedzavu Emmanuel
Enrollment ID: R1708D3236685 / 74113619
Date: 25/10/2020; 3:11 pm
2. To cite this, reference to: Agbedzavu, E., Markou, C (2020); An Organizational Performance; The
Mediation Role of Knowledge Management and Performance Measurement: USW, MBA Q & A
Introduction
Organizations inject lot of resources into its operations, and it is critically important to weigh or
measure performance of its operations to infer either it is strategically tuned or running into ditch
and take corrective measures. Performance measurement of an entity is necessary as it informs
management or managers what needs to be improved, sustained and reviewed in line with
strategic goal. Performance measurement is a multi-dimensional, and different models and
frameworks are developed by practitioners and scholars (Kaplan, Norton 2001; Kueng 2000;
Neely et al. 2000) to measure organizational activities. Initially, measurement is limited to
traditional control model which takes into account only financial performance, but there have
been paradigm shift of more balance and integrated approach to measurement. One of these
approaches is balance scorecard model developed by Kaplan, Norton (2001; 1996), and applies
to business areas of customer, financial, processes, growth and learning. To achieve this, metric
aids to transform balance scorecard to operational performance marks in relation to strategic
objective and target for each areas to be weighed (customer, financial, process, learning and
growth) in organization.
As organization is a chain of activities connecting to achieve a desired goal, this paper explores
areas of knowledge management, communities of practice, challenges of performance
measurement, and intellectual capital and social networks. And Secondary data are employed to
construct above areas of organizational operations and their contributions to organizational
performance, and with illustration of practices at both Chevron Texaco and Skandia.
Knowledge Management / Environment
Knowledge management is the process of identifying, creating and retaining, diffusing and the
application of knowledge to solving practical situations or to achieve organizational goal.
Knowledge is a product of both tacit and explicit knowledge (Theriou, Chatzoglou, 2008;
Kaplan, Norton 2001). According to Lee, Sukoco (2007), organizations are relying on
knowledge management utilization and other resources to prosecute its superior performance. As
a necessary tool for organizations, knowledge management promotes flow of knowledge within
entities (Hislop 2013).
Knowledge management impacts on organizational is achieved through the integration and
implementation of knowledge strategy within an organization by incorporating and developing
policies and values in support of knowledge creation and sharing for competitive advantage
(Metaxiotis et al. 2005; Meyer et al. 2002).
Knowledge management Infrastructures and processing
Just like cars need good road networks to help owner’s movement to places, same as enabling
system of organization (structure, culture, process and technology) promote knowledge
management within an organization.
Structure here refers to hierarchical layers, working relationship among the employees and
management team, and communication structure can play a salient role in inculcating culture of
knowledge production, sharing and application. The flexibility of organizational structure or
flattened layers help flow of communication among workers with its accompanied sharing of
knowledge (Gold et al. 2001; Rezgui, Y. 2007.). The effective communication with a trusting
3. To cite this, reference to: Agbedzavu, E., Markou, C (2020); An Organizational Performance; The
Mediation Role of Knowledge Management and Performance Measurement: USW, MBA Q & A
relationship among workers and external stakeholders spurs knowledge sharing to organizational
benefit (Huang, N.T., el al, 2007)
Organizational culture is set of values, belief, symbols and behavior that shape knowledge
production within entities (Ho, 2009). The extent to which culture accommodates knowledge
sharing affects the success or failure of knowledge management within an organization (Mills,
Smith, 2011). According to Sin, Tse (2000), they assert that organizational culture that
encourages consumer centric, product quality and innovation achieve superior performance. As
demonstrated at Skandia, management recognizes the importance of knowledge management and
incorporate into organizational structure.
However, some companies’ culture are influenced by despotic tendencies belief which may
be static, rigid and unaccommodating of change will be a barrier to knowledge creation and
transfer, therefore, disallowed the practice of knowledge management.
Information technology forms a vital structural elements of propagating knowledge in
organizations. Technology helps in businesses intelligent gathering, distribution of learning and
knowledge, discovering, knowledge mapping and integrate into existing knowledge flow to bring
about new knowledge (Gold et al. 2001).
Equally important in knowledge management is knowledge processing, thus acquisition, sharing
and applying same within organization. Knowledge management is a continuous process which
resides within individuals, groups and organizations that involve in knowledge processing
(Pirkkalainen, Pawlowski, 2014).
According to knowledge management framework; SECI, Nonaka (1994) asserts that knowledge
generation is systemic, changing, ongoing processes which happens and repeat over time. SECI
model of knowledge emphasis on knowledge conversion from one type to another ( tacit and
explicit) and manifested through interaction of individual, groups and to organization .SECI
means Socialization, Externalization, Combination and Internalization of knowledge process
from one type of knowledge to another ( Nonaka,1994). Tacit knowledge is transferred amongst
individuals through daily experiences as they interact and socialize. This knowledge is difficult
to codify for learning, except through direct work experiences over time (Nonaka, Toyama,
2003). This tacit knowledge is converted to explicit type through externalization process in form
of concept and in the written documents. This conversion is framed with dialogue and team
discussion in order to codify hidden knowledge residing in individuals for easy accessing,
learning, use and share within an organization. This knowledge codification creates
organizational memories as employees resigns or retires from work, and this knowledge
continues to serve the interest of entity (Nonaka et al., 2006). As tacit asset converted to explicit,
it can be combined with existing ones to form a complex stock of knowledge available to
organization in order to internalize and apply same to practical situations in organizational areas
of competitiveness, stakeholders’ satisfaction, incremental or radical innovations.
Leadership in Knowledge management
It is easy to see a well-designed strategy unfulfilled due to lack of senior management’s
commitment, therefore, a strong and quality leadership support for generating knowledge,
learning and applying same to organizational challenges is imperative and highly anticipated in
changing and dynamic environment of businesses. Setting system rewards, promotion of workers
4. To cite this, reference to: Agbedzavu, E., Markou, C (2020); An Organizational Performance; The
Mediation Role of Knowledge Management and Performance Measurement: USW, MBA Q & A
who exhibit innovation and problem solving capacity be encouraged within organizations.
According to Basadur, M. (2004), capable leaders will encourage workers to devise innovative
ways of solving organizational challenges and this goes on long way to produce capacity base
and leads to superior performance within organization. According to Gilmore, el al (2013),
leader stimulates employees’ interest in innovation when a challenging responsibility is
given with autonomy for execution of assigned works or duties. At Skandia, leadership
supports knowledge base building strategy by appointing Leif Edvinsson to develop,
nurture, train and diffuse knowledge within Skandia and outside.
However, a bad leadership with no clear vision for future will not value knowledge
management as a competitive advantage to an organizational operation. This style of
leadership have a little room for integrating new knowledge into company’s operations.
Communities of Practice
Community of Practice (CoP) is approach to comprehend learning and its strategic impacts in
different professions as members come together to form a learning communities through which
people or practitioners interact for knowledge sharing and problem solving (Lave, Wenger
1991). Generally, this practice is an informal and membership is seen through the lens of
professional domains, forming communities where members learn, share and solve problems
concerning the field of interest. The informal nature of the practice enables members to freely
learn from others, sharing experiences, easy flow of communication and grooming of new
entrants in same fields for more knowledge acquisition and application to their situated
problems. According to Wenger, el al (2002); Wenger (1998), communities of practice is a group
of people who share common interest or passion for a field and interact with one another in order
to increase their knowledge base and expertise. As organizations grow with emerging issues and
are gradually relying on knowledge generation, retention and its applications to solving
organizational problems, practitioners find communities of practice as a strategic tool for
developing capabilities in operational areas of production, customer management, marketing,
and IT, and business intelligence in whole of supply chain management. Community of practice
can be seen as an intra and inter-organizational context of interdependence of shared ideas,
workflows, social interaction, objective driven (Kozlowski and Bell (2003, P334) and self-
controlled and independent (Hollenbeck et al. 2012). It can serve as consulting group within the
companies (Devine, 2002) or to external entities. It becomes a strategic and synergic force or
bloc assembling and developing a mental power for innovation and superior performance in
organization. The network within the group can be likened to a flattened layer or structure of
organization where flow of information is fastly disseminated among members which can be
utilized to solving customers’ problems through shared experiences and approach to similar issue
elsewhere. Not only resolving customers’ concerns, but a whole of supply chain value ,thus
procurement, production processes, quality and risk management, distribution channels and
market knowledge which give organization competitive edge and superior performance.
Chevron Texaco applies this model as it expands its operations geographically, and with
communities of practices, workers can be cross-fertilized with needed competencies and uphold
the best practice across the world just like host country where it is incorporated.
The effectiveness and implementation of communities of practice depends largely on the
organizational infrastructures (culture, technology information, process and structure) which are
5. To cite this, reference to: Agbedzavu, E., Markou, C (2020); An Organizational Performance; The
Mediation Role of Knowledge Management and Performance Measurement: USW, MBA Q & A
to be framed and aligned to accommodate communities of practice for a robust inculcation of
knowledge production, diffusion and application within organization.
Chevron Texaco for instance, sponsors knowledge sharing networks in areas of safety,
exploration and production, information technology and other areas as it seeks to integrate
culture, process and business. For Chevron Texaco to deliver its strategic goal, it hosts or stores
its culture, process and others on web-based platform which are accessible by its multi-national
branches, fostering social interactions and learning, knowledge diffusion and performance.
According to Rockland et al., (2010), capabilities of employees are important to meet an
organizational challenges, however, it is difficult to predict skill of worker capable of giving a
competitive edge (Caprile, el al,.2015), therefore, requiring the assemblage of practitioners and
pool of diverse knowledge and experiences through Communities of Practice for day to day
challenges face by organizations.
However, communities of practice is conceptually flawed as a strategy in sense that it is linked
to organizational structure from different companies and societies (Hayes, N., Walsham, G.
2000) as members are drawn from organizations with effective hierarchical layers which are
influenced by the norm. Again, it lacks a measureable result and possibly develops its own
policies to govern communities. According to Czarniawska, B.(2003), organizations have
competing goals to achieve within a certain time frame, therefore, aligning individualized needs
and goal emerging from communities of practice may have a dire consequence on delivery of
organizational goal and serve as counterproductive. Adding to above, informal communities of
practice with a high degree of free thinking, self-organizing and autonomous can lead entities
into chaos through its influence.
Despite the above contradictory accounts, communities of practice is considered as a hybrid
force capable of transforming tacit knowledge to explicit and makes available organizational
memories of stock of knowledge for superior performance.
Performance measurement
Organizations deploy theirs resources of tangible and non-tangible in return for satisfactory
outcome. Therefore, performance alone cannot be equated to an organizational growth and
successes, but every activities leading to outputs need to be measured in order to trace
interrelated actions to a sustained growth and improvement. As posit by Hauser, Katz (1998),
organization is what it is measured of and Cocca, Alberti, (2010); Kaplan, Norton, (1992) also
add that what one measures is what one gets. This proves reason why financial institutions
demand for organizational value by quantifying its wealth (financial and competence
measurement) before granting loans because that is what the company is, with security assurance
to Banks, except it is manipulated.
According to (Neely et al. (2000); neely (1992), the core elements of performance and
improvement management system are metrics which are used to quantify efficiency and
effectiveness of organization. Some of these metrics are balance scorecard, dashboards, quality
improvement system et cetera. However, Franco-Santos et al. (2007), suggest three practical
stages; information gathering, measure design and selection and capturing of data which
emphasizes that organizations should construct metrics anchored on performance measurement
and improvement system, implement, and evaluate in order to improve on processes based on
6. To cite this, reference to: Agbedzavu, E., Markou, C (2020); An Organizational Performance; The
Mediation Role of Knowledge Management and Performance Measurement: USW, MBA Q & A
feedback generated. According to Franco-Santos, et al (2012), performance measurement should
influence the character of employees, promotes organizational abilities and performance.
To do what Franco-Santos el al (2007) asserted above, it is imperative to have a clear strategic
objective, and when it is achieved leads to solving performance problem in an organization.
Closely related to identifying objective are the critical success factors (CSFs) in the areas need to
be improved (sub-objective) which serves as guiding path to attaining set objective (Robertson,
2008) . And employment of indicators for tracking progress and performance gauging, and are
meant to infer how performance is, in relation to strategic aims. They are developed and tailored
according to contextual needs by ensuring alignment between strategy and operation (Kaplan,
Norton 2001).
Asking of key performance questions (KPQs) such as; are we were we supposed to be? If not so,
why? which seek answers of cause-effect and narrow down the focus to establish gap and create
nexus (links) designed to address the performance pitfall.
This can be assisted by relying on data and compare analytically between data and actual desired
goal in order to establish gap, and communicate strategic goal to workers. The gap reveals what
needs to be done to address pitfalls by aligning performance to strategic purpose, and to ensure
input-output and outcome process implementation. These become guiding tools and steps for
performance delivery where progress is being evaluated, monitored, and reviewed in line with
goal.
Challenges of performance measurement
Organizations are operating in a fast changing trend of social and economic environments where
their stake is high, and as a result of this, they are making tirelessly effort to measure their
performances in every area of supply chain value. This leads organizations to adopt frameworks
such as dashboard, balance scorecard, quality improvement management and the rest, relying on
available data, process it, and transform them into useful reports for decision making in an
organization. With the final report, organizations utilize it in taking decision on which company
is driven towards its strategic goal attainment (Kennerley, Neely, 2003). It is highly duty bond to
monitor and assess performance levels towards strategic goal and delivery of stakeholders’ value
(Kennerley, Neely, 2003).
However, with all these fine-tuned wordings attributed to importance of measuring
performance, it is rather characterized with pocket of challenges of top-down approach in
deciding what elements to use, framework and identification of cause-effect (Neely, et al, 2001;
Kaplan, Norton, 1992). Adoption of top-down perspective denies the contributions from other
stakeholders in framing the measurement tools and components, therefore, the suppression of
needed skills, innovation, competencies and derivative competitive advantage is inevitable
(Neely, et al, 2001).
Organizational culture influences and shapes the behaviour of employees, principles and rules
and other values. In this sense, it is argued that culture that is rigid, structurally blinded, and
static in nature cannot cope and accommodate changes which are inevitable in fast changing
open space, as a result influences under-performance (Magee, K. C. (2002). Paradoxically,
7. To cite this, reference to: Agbedzavu, E., Markou, C (2020); An Organizational Performance; The
Mediation Role of Knowledge Management and Performance Measurement: USW, MBA Q & A
Kandula (2006) observed that a strong culture promotes high performance and influences
strategic ways towards targets.
The developed indicators or metrics are considered to be prescriptive and normative in nature
which may not be suitable in some contexts in an organization. This heightened the errors and
unreliability of generated reports, thus potential to mislead. In attempt to address above, Franco-
Santos et al (2007); Suwignjo et al. (2000) opine that the development and construction of
metrics should be carefully guided through the lens of practical approach (organization specific)
in areas of concern through their proposed framework, but their views are parallel to Kaplan’s
submission (Kaplan, 2012), who emphasized on generic school of thought (structured and
codified approach) in order to enable practitioners to learn and apply same.
In addition to above, businesses operate in open-space environment which influences activities
within the organization, but difficult to measure and figure out all these in external environment.
Lack of qualified personnel who can gather, process and transform data appropriately adds more
challenges to performance management bottlenecks.
Intellectual Capital and Social networks
Intellectual capital is organization’s prowess housed within the company to create values even in
the face of social and economic upheavals. Knowledge becomes a strategic and economic
resources for firm’s competitive advantage (Ramezan, 2011), and organizations realize that its
performance depends on its resources such as tangible assets, financial and intellectual resources
(Wall, 2005; Andriessen, 2004). Intellectual assets become a mechanism use by firms to obtain
competitive edge over rivals, initiation of novel products and modification, organizational
success performance, and value creation (Ramezan, 2011; Wall, 2005). The application of skill
competencies and know-how is paramount when marshalling other resources for competitive
advantage, performance and navigation of firm in the turbulent time. An implicit and hidden
resources housed in organizations is its intellectual capital which becomes an imperative tool for
its survival, efficiency and high performance in face of milieu. Intellectual capital has been
named differently such as intangible asset, invisible asset, capital or resources by scholars (Marr,
B., Chatzkel, J. 2004; Kaufmann, Schneider, 2004).
Despite the different approach and ways researchers view components of intangible resource,
large number of them aligned with Sveiby (1997) ,who categorizes intellectual capital as human
capital, structure capital and relational capital( customer) (Marr, B., Adams, C. (2004; Bontis, N.
(2002). Human capital comprises of competences, aptitudes and attitudes of workers as
employees apply their skill sets to affect positive change in organizations (Garcia-Meca, E.,
2006). The structure or organizational capital, as averred by Marr el al., (2003) constitutes
organizational culture, process and innovation. This represents a complex system and needs
flexibility to adapt, therefore, designing stage of structures needs attention of incorporating
culture and other components capable of accommodating change as an effective tool to respond
to environment. And while the relational capital refers to organizational networks with
stakeholders. The relationship organization keeps with its employees, customers and other bodies
generates useful feedbacks on improvement process, performance and promotes knowledge
sharing among members, and if managed well, catapults competitive edge and widen its market
space.
8. To cite this, reference to: Agbedzavu, E., Markou, C (2020); An Organizational Performance; The
Mediation Role of Knowledge Management and Performance Measurement: USW, MBA Q & A
Channels to cultivate Intellectual resources
Nothing works in vacuum and in same vein, intellectual capital needs roads (soft infrastructures)
on which its cargoes (usefulness and impacts) can be felt in an organization’s value chain
creation. Owing to above assertion, Rostogi (2003, p.230); Daun (2002); Lev (2001) concord
that intellectual capital enhancement and sustenance needs connectivity efforts of company’s
human capital, relational capital, organization’s enabling channels and knowledge management.
On human capital aspect of intellectual capital, employees should avail themselves for skill
acquisition, share it with others, transform acquired skills into production of goods and
processes, and document same in order to create an organizational memories even if manager
resigns or retires from work, entity can still utilize it for competitive advantage.
According to Ho, (2009), organizational culture is set of values, belief, symbols and behavior
that shape activities within the company. The extent to which culture accommodates knowledge
production, sharing and application of same affects the success or failure of knowledge
management within an organization (Mills, Smith, 2011). According to Sin, Tse (2000), they
assert that organizational culture that encourages consumer centric, product quality and
innovation promotes a superior performance and therefore, creates enabling environment for
building intellectual capital to thrive.
However, companies’ culture which is rigid, static and driven on despotic and dictatorship
style of leadership will find it uneasy to allow intellectual resources to emerge among workers.
The relational capital as a nexus to build intellectual capital emphasizes the relationship of entity
with internal and external stakeholders, which Huang, N.T., el al, (2007) observed that
relationship and trust among workers and external stakeholders spurs knowledge sharing,
learning, and enhance customers’ service improvement and satisfaction. Contrary to above,
customers especially can easily desert organizations that do not value customers and to some
extent, causes disaffection and resignation among workers which can affect knowledge base of
an organization.
Above all channels through which intellectual capital is manifested, knowledge management is
crucial of maintaining and sustaining of intellectual assets. According to Lee, Sukoco (2007),
organizations depend on knowledge management practice and other resources to realize its
superior performance, and as a necessary tool for organization which allows acquisition, and
sharing of knowledge within its operations (Hislop 2013).
Measurement of intangible resource
Much time and attention is being paid to intellectual capital by watchers and practitioners, and
so, they are curious to know what it contributes to the survival and growth of the
organiszations.This leads to development of different school of thought on models to measure
intellectual capital (Kaufmann, L., Schneider, Y.2004). Some of the models are Intangible Asset
Monitor(Sveiby,1997), which involve data gathering about growth, renewal, efficiency, stability
9. To cite this, reference to: Agbedzavu, E., Markou, C (2020); An Organizational Performance; The
Mediation Role of Knowledge Management and Performance Measurement: USW, MBA Q & A
and risk connecting to each of classified elements of intellectual capital, thus employee’s
competence, internal and external structures. Other models such as Balance scorecard (Kaplan,
Norton, 2004; 2000; 1996) which considers processes, customers, financial, learning and growth.
This model is applicable to both tangible and intangible elements as approach to measure whole
operation. Even though there are more models, but these are widely used in many companies,
and all of them are viewed as qualitative, generalize and unclear (Kaufmann, L., Schneider,
Y.2004).
To evaluate and measure an intellectual capital, entities rely on a derived value chain from
intangible resources and present it in texts or figures. According to (Garcia-Meca, E., 2006),
value chain derivation of intangible resources is encouraged owing to the fact that financial
report captures intellectual capital as incomplete variables in the statement because of its
measurement problem. As stated in the work of Lev (2002b, 2001), intellectual capital is an
invisible resource which binds (organizes) the whole system effectively and efficiently in the
productive processes, technology, innovative process and therefore, its value creation should be
seen as an implicit value in the ongoing value chain processes. For instance, manager’s
competency can only be valued through output to which his skill is applied to. According to
(Nielsen, C., el al., (2006), organizations should develop rules that will contain the report on
intellectual capital on the statement in manner that it can be independently verified
However, despite the significance attached to intellectual capital, it is observed that it comes at
cost where the acquisition of new technologies, training, and technicalities of incorporating
architectural design are expensive, bureaucratic and cumbersome.
In conclusion, many enterprises remain stagnant, under-performed and eventually collapse,
largely depends on lack of or inappropriate use of its intangible assets, networking, and a porous
handling of knowledge management which supposed to help organization to remain competitive
and technologically driven to impact on their operations and respond to its environment. Moreso,
performance in organization is critical to its success and growth, and it is important to cultivate
and encourage performance measurement which guides organizations on a strategic path to
achieving objectives.
10. To cite this, reference to: Agbedzavu, E., Markou, C (2020); An Organizational Performance; The
Mediation Role of Knowledge Management and Performance Measurement: USW, MBA Q & A
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