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.
Knowledge management and organizational innovation sjbssCharlesUgwuegbu
This document summarizes a study that investigated the effect of knowledge management on organizational innovation. It discusses knowledge management variables like knowledge acquisition, sharing, and application and organizational innovation variables like technical and administrative innovation. The study was conducted among 30 staff members at CAMILA OIL LTD in Nigeria. Regression analysis revealed that knowledge application, acquisition, and sharing significantly affect technical and administrative innovation. It concludes that investment in knowledge management and innovation is critical for organizations to gain competitive advantage. The study recommends organizations establish knowledge storage policies and procedures to document both successful and unsuccessful experiences.
This document discusses knowledge management in education and proposes a model for knowledge management in schools. It begins by defining knowledge management and distinguishing between explicit and implicit knowledge. It then addresses how knowledge management has been applied successfully in industries but models from industry cannot be directly transferred to education due to different organizational features of schools. The document proposes a circular model called GAMO for knowledge management in schools that includes establishing, applying, modifying, and organizing knowledge. It also discusses enablers like culture, technology, infrastructure, and assessment that can facilitate the knowledge management process in schools. Finally, it identifies common barriers to knowledge management in schools such as organizational culture, lack of resources, and structure.
This document discusses knowledge management strategy and its relationship to organizational strategy. It argues that knowledge, rather than physical assets, now drives competition so knowledge management is crucial. Effective knowledge management requires aligning knowledge processes with strategic goals and intellectual capital assets. Visionary leadership plays a key role in developing an organizational knowledge culture and competitive advantage through tacit knowledge. A knowledge management strategy should support organizational strategy and decision-making across all levels.
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.
This document summarizes a research study that assessed key factors for establishing knowledge management in hospitals in Isfahan, Iran. The study examined the relationship between organizational culture, knowledge processes, information technology, and knowledge management establishment. A survey was administered to 300 hospital staff. The results showed that organizational culture, knowledge processes, and information technology all had a significant positive impact on knowledge management establishment. Organizational culture was found to promote participation and a sense of belonging, while knowledge processes and information technology facilitated knowledge sharing and management. The study concluded that considering these key factors can help to successfully establish knowledge management in organizations.
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
Knowledge management and organizational innovation sjbssCharlesUgwuegbu
This document summarizes a study that investigated the effect of knowledge management on organizational innovation. It discusses knowledge management variables like knowledge acquisition, sharing, and application and organizational innovation variables like technical and administrative innovation. The study was conducted among 30 staff members at CAMILA OIL LTD in Nigeria. Regression analysis revealed that knowledge application, acquisition, and sharing significantly affect technical and administrative innovation. It concludes that investment in knowledge management and innovation is critical for organizations to gain competitive advantage. The study recommends organizations establish knowledge storage policies and procedures to document both successful and unsuccessful experiences.
This document discusses knowledge management in education and proposes a model for knowledge management in schools. It begins by defining knowledge management and distinguishing between explicit and implicit knowledge. It then addresses how knowledge management has been applied successfully in industries but models from industry cannot be directly transferred to education due to different organizational features of schools. The document proposes a circular model called GAMO for knowledge management in schools that includes establishing, applying, modifying, and organizing knowledge. It also discusses enablers like culture, technology, infrastructure, and assessment that can facilitate the knowledge management process in schools. Finally, it identifies common barriers to knowledge management in schools such as organizational culture, lack of resources, and structure.
This document discusses knowledge management strategy and its relationship to organizational strategy. It argues that knowledge, rather than physical assets, now drives competition so knowledge management is crucial. Effective knowledge management requires aligning knowledge processes with strategic goals and intellectual capital assets. Visionary leadership plays a key role in developing an organizational knowledge culture and competitive advantage through tacit knowledge. A knowledge management strategy should support organizational strategy and decision-making across all levels.
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.
This document summarizes a research study that assessed key factors for establishing knowledge management in hospitals in Isfahan, Iran. The study examined the relationship between organizational culture, knowledge processes, information technology, and knowledge management establishment. A survey was administered to 300 hospital staff. The results showed that organizational culture, knowledge processes, and information technology all had a significant positive impact on knowledge management establishment. Organizational culture was found to promote participation and a sense of belonging, while knowledge processes and information technology facilitated knowledge sharing and management. The study concluded that considering these key factors can help to successfully establish knowledge management in organizations.
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
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.
THE IMPACT OF KNOWLEDGE MANAGEMENT ON ACHIEVING INSTITUTIONAL EXCELLENCE: THE...IJDKP
This study aims to examine the impact of knowledge management on institutionalexcellence in the General Coordinator of the Governorates in the Kingdom of Bahrain. The researchersutilized a combined measure of the four-dimensional knowledge management standards (knowledge generation, knowledge storage, knowledge sharing, and application of knowledge) and the measurement of institutional excellence (culture of excellence, leadership excellence and human skills) to achieve the aim of the study.
The study used a questionnaire survey to collect data and distribute 162 questionnaires which were selected randomly. A regression analysis was utilized to analyze the collected data. Results reveal that the most significant dimensions of knowledge management in relation to institutional excellence were the application of knowledge (0.781), knowledge generation (0.684), while human skills is the most important element of institutional excellence in relation to knowledge management. Further, the knowledge storage was the most significant knowledge management component with an average of 3.655.
Findings reveals that Knowledge collection and storage is conducted at a very advanced level in Bahrain. Bahrain utilizes an extensive database on its population and actively collects and stores data at all levels. For instance, the ID that is carried by all residents in Bahrain (CPR) has all the relevant data on the holder and is updated regularly. Also, the use of e-banking and marketing is widely used by the government, business organizations, NGOs and the vast majority of residences in Bahrain.
2.[10 18]influencing organisational behaviour through the application of lear...Alexander Decker
This document discusses how organizational behavior can be influenced through the application of learning theories. It first defines key terms like organization, organizational behavior, and organizational learning. It then outlines several major factors that influence organizational behavior, including individual differences, organizational culture, information technology, organizational structure, and learning. The document argues that learning underpins organizational competitiveness and is essential for an organization's survival and success in changing business environments. It proposes that applying learning concepts can help build effective organizational learning.
Organizational Alignmemt Case Study of Ministry Of Justice of Cape Verdeinventionjournals
This research has the purpose to investigate the organizational alignment through organizational culture, leader’s values, and the formal structures in the organization. The study was conducted in the Ministry of Justice in Cape Verde, and the instrument used to investigate organizational alignment is VOX Organizationis. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy. The instrument includes two types of questionnaires, one that is submitted to employees (measuring the organizational culture) and the other one submitted to leaders (measuring leader’s values and the formal aspect of organizational functioning). All the questions contained in the two questionnaires are measured on four dimension, decision-making and behavior, people versus task orientation, innovativeness and risk-taking, and open versus closed system. The results that obtained will show the correlation between organizational culture, Leader's values, and the formal aspect of the organizational functioning, and from that, we can see the organization's level of alignment.
Organizational culture and performance of higher educational institutions the...Alexander Decker
This document summarizes a study that examined the relationship between organizational culture, individual readiness for change, and organizational performance in higher education institutions in Pakistan. The study hypothesized that individual readiness for change mediates the positive relationship between organizational culture and organizational performance. Data was collected through questionnaires distributed to 307 faculty members with PhDs from universities and higher education institutions in Pakistan. The study found support for individual readiness for change partially mediating the relationship between organizational culture and organizational performance. The findings provide insight into how different dimensions of organizational culture relate to performance.
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.
This document provides background information on a case study that explored how six high-technology firms in Taiwan implemented organizational learning as an organization development intervention strategy. The case study sought to understand how individuals, teams, and organizations learned during the OL process and the extent to which OL activities contributed to organizational performance. It provides theoretical frameworks on organization development and organizational learning and describes the research methods used, which included interviews, documentation review, and observations at the six firms.
Exploring the state of leadership effectiveness of tertiary institutions in g...Alexander Decker
This document discusses a study that investigated the leadership effectiveness of leaders at two tertiary institutions in Ghana. The study examined the leadership styles used as well as the leadership energy and effectiveness. Data showed that leaders at both institutions adopted a team leadership style with concerns for organizational goals and staff well-being. The conclusion was that there is effective leadership with high energy that motivates staff. Recommendations encourage high concern for production, staff, and institutions to achieve goals and objectives sustainably.
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.
Effect of Knowledge Management Strategies and Innovation on Organizational Pe...AJHSSR Journal
The purpose of this study is about the influence of knowledge management strategies and
innovation can enhance organizational performance. This research was conducted on the electrical railroad
(KRL), a land transportation mode operated by PT. KCJ (Commuter KAI Jabodetabek) Indonesia. The variables
of study are operated by the dimensions of knowledge management strategy (codification and personalization),
innovation (process and product) and organizational performance by using balanced scorecard indicators,
namely financial perspective, customer perspective, internal business process perspective, and learning and
growth process perspective. Analysis Data were used SEM-PLS with vadility test and reliability test and
hypotheses tested using path coefficients. The results of the study shown that knowledge management strategies
influence to innovation on organizational performance on PT. Commuter Line (Jabodetabek) Indonesia.
This document summarizes a research study that examined the relationships between organizational innovations, internal sources of knowledge, and organizational performance in Tunisian companies. The study confirmed relationships between internal knowledge sources and organizational innovation, and between internal knowledge and organizational performance. However, the study did not find a relationship between organizational innovation and organizational performance. The study was based on a survey of 200 Tunisian companies from various sectors.
This document discusses definitions and concepts related to educational management, administration, and leadership. It defines educational management as the application of management principles in educational institutions and fields. Educational administration involves acquiring and allocating resources to achieve predetermined educational goals. Leadership is defined as the ability to influence and motivate others towards a shared vision.
The document compares the key differences between management, administration, and leadership. Management focuses on functions like planning, organizing, and controlling to achieve organizational goals efficiently. Administration involves formulating plans, policies, and objectives at the top level of an organization. Leadership is a process of influencing others through vision and values to fulfill targets. It also outlines the goals of educational leadership in developing strategic, instructional, and managerial
Management Role Performance Appraisal of State Elementary School Heads in Nor...ijtsrd
Management role performance appraisal is very essential to gauge the success and whereabouts of any organization. Using descriptive evaluative correlational method this study sought to determine the management role performance of state elementary school heads in the province of Northern Samar, Philippines. A total of 100 school heads and 300 teachers were selected as participants for this study. This study bank on Minstzberg’s management role conceptual categories, to wit interpersonal managing through people informational managing be information and decisional managing through action . Data revealed that the appraisals made by the school heads themselves and their teacher constituents are both outstanding. It can be noted however, that the appraisal rating performed by the teacher constituents is way higher than the self administered appraisals of the school heads. Leah A. De Asis | Brenfred N. Romero "Management Role Performance Appraisal of State Elementary School Heads in Northern Samar, Philippines" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-2 , February 2021, URL: https://www.ijtsrd.com/papers/ijtsrd38468.pdf Paper Url: https://www.ijtsrd.com/other-scientific-research-area/other/38468/management-role-performance-appraisal-of-state-elementary-school-heads-in-northern-samar-philippines/leah-a-de-asis
This study aims to discuss opportunities for developing the concept of Personal Prophetic Leadership
(Perpec-L) as an intrinsic character education model that can increase productivity. This study examines the
relationship between machiavellism, lecturer achievement index, prophet leadership and lecturer
productivity
This document discusses how investing in employee learning and development can help align people's skills with organizational objectives to improve performance. It explores the relationship between the concepts of a "learning organization" and the Investors in People indicators. The key points made are:
1) Organizational learning needs to be integrated into the overall business strategy in order to enhance individual and team performance and help the organization achieve its goals.
2) The Investors in People indicators can be used to assess how successful an organization is at developing a culture of continuous learning.
3) For an organization to be truly learning-oriented, it must facilitate learning for all employees and continuously transform itself through aligning personal and organizational development.
This document discusses definitions and concepts related to educational management, administration, and leadership. It defines educational management as the application of management principles in education. The main functions of educational management are planning, organizing, directing, coordinating, and controlling. Educational administration involves acquiring and allocating resources to achieve educational goals. Leadership in education involves developing a shared vision and influencing others towards its achievement. While management focuses on tasks, leadership guides people. The document compares management and administration, and discusses the differences between educational management and leadership.
The document outlines a proposed thesis to examine the relationship between organizational culture, leadership style, type of information system, and organizational efficiency in pharmaceutical companies in Thailand. It discusses relevant concepts and presents research objectives, assumptions, study groups, and a proposed methodology involving surveys and regression analysis. The goal is to understand how these factors influence organizational efficiency, specifically in the learning and growth dimension.
Influence of Knowledge Management Processes on Organizational Performance in ...inventionjournals
This research attempts to establish a link between knowledge management processes and organizational performance in knowledge intensive service sectors. The key dimensions of knowledge management processes have been identified which could influence the organizational performance. Metric has been developed for the empirical investigation of the relationships between these research constructs. Structural Equation Modelling (SEM) using partial least square techniques has been used to test these hypotheses with a sample size of 491 knowledge workers (330 - Higher educational institutions and 161 from the IT companies) to investigate the empirical relationships between the factors. All the four hypotheses were supported. The testing of the hypotheses justified the identification of the key dimensions of KM as the critical success factors in terms of the organizational performance. Implications of the study would enable the strategic planning managers to make their knowledge management processes more effective so as to enhance the organizational performance
This document analyzes the organizational cultures of high-performing schools (HPS) and low-performing schools (LPS) in the state of Kedah, Malaysia. The study used Cameron and Quinn's Organizational Culture Assessment Instrument to measure four types of culture - clan, adhocracy, market, and hierarchy - in two HPS and two LPS with a total of 129 teachers. The findings showed that both HPS and LPS have dominant hierarchy cultures, with HPS scoring higher. Both practiced market culture equally. LPS practiced more clan culture while both practiced little adhocracy. Teachers in both schools preferred clan culture. HPS preferred market culture more than LPS. The study aims to identify cultural differences between
Know Your Organisational Knowledge Management OrientationHimanshu Dutt
The document discusses knowledge management and organizational orientation. It describes the four pillars of knowledge as competence, commitment, experience/interpretation/context, and data/information. It outlines three components of a knowledge system: create, apply, share. There are two basic knowledge forms - explicit/tacit knowledge. The goal of knowledge management is to create value and competitive advantage by developing intellectual capital through experience and learning.
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
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.
THE IMPACT OF KNOWLEDGE MANAGEMENT ON ACHIEVING INSTITUTIONAL EXCELLENCE: THE...IJDKP
This study aims to examine the impact of knowledge management on institutionalexcellence in the General Coordinator of the Governorates in the Kingdom of Bahrain. The researchersutilized a combined measure of the four-dimensional knowledge management standards (knowledge generation, knowledge storage, knowledge sharing, and application of knowledge) and the measurement of institutional excellence (culture of excellence, leadership excellence and human skills) to achieve the aim of the study.
The study used a questionnaire survey to collect data and distribute 162 questionnaires which were selected randomly. A regression analysis was utilized to analyze the collected data. Results reveal that the most significant dimensions of knowledge management in relation to institutional excellence were the application of knowledge (0.781), knowledge generation (0.684), while human skills is the most important element of institutional excellence in relation to knowledge management. Further, the knowledge storage was the most significant knowledge management component with an average of 3.655.
Findings reveals that Knowledge collection and storage is conducted at a very advanced level in Bahrain. Bahrain utilizes an extensive database on its population and actively collects and stores data at all levels. For instance, the ID that is carried by all residents in Bahrain (CPR) has all the relevant data on the holder and is updated regularly. Also, the use of e-banking and marketing is widely used by the government, business organizations, NGOs and the vast majority of residences in Bahrain.
2.[10 18]influencing organisational behaviour through the application of lear...Alexander Decker
This document discusses how organizational behavior can be influenced through the application of learning theories. It first defines key terms like organization, organizational behavior, and organizational learning. It then outlines several major factors that influence organizational behavior, including individual differences, organizational culture, information technology, organizational structure, and learning. The document argues that learning underpins organizational competitiveness and is essential for an organization's survival and success in changing business environments. It proposes that applying learning concepts can help build effective organizational learning.
Organizational Alignmemt Case Study of Ministry Of Justice of Cape Verdeinventionjournals
This research has the purpose to investigate the organizational alignment through organizational culture, leader’s values, and the formal structures in the organization. The study was conducted in the Ministry of Justice in Cape Verde, and the instrument used to investigate organizational alignment is VOX Organizationis. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy. The instrument includes two types of questionnaires, one that is submitted to employees (measuring the organizational culture) and the other one submitted to leaders (measuring leader’s values and the formal aspect of organizational functioning). All the questions contained in the two questionnaires are measured on four dimension, decision-making and behavior, people versus task orientation, innovativeness and risk-taking, and open versus closed system. The results that obtained will show the correlation between organizational culture, Leader's values, and the formal aspect of the organizational functioning, and from that, we can see the organization's level of alignment.
Organizational culture and performance of higher educational institutions the...Alexander Decker
This document summarizes a study that examined the relationship between organizational culture, individual readiness for change, and organizational performance in higher education institutions in Pakistan. The study hypothesized that individual readiness for change mediates the positive relationship between organizational culture and organizational performance. Data was collected through questionnaires distributed to 307 faculty members with PhDs from universities and higher education institutions in Pakistan. The study found support for individual readiness for change partially mediating the relationship between organizational culture and organizational performance. The findings provide insight into how different dimensions of organizational culture relate to performance.
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.
This document provides background information on a case study that explored how six high-technology firms in Taiwan implemented organizational learning as an organization development intervention strategy. The case study sought to understand how individuals, teams, and organizations learned during the OL process and the extent to which OL activities contributed to organizational performance. It provides theoretical frameworks on organization development and organizational learning and describes the research methods used, which included interviews, documentation review, and observations at the six firms.
Exploring the state of leadership effectiveness of tertiary institutions in g...Alexander Decker
This document discusses a study that investigated the leadership effectiveness of leaders at two tertiary institutions in Ghana. The study examined the leadership styles used as well as the leadership energy and effectiveness. Data showed that leaders at both institutions adopted a team leadership style with concerns for organizational goals and staff well-being. The conclusion was that there is effective leadership with high energy that motivates staff. Recommendations encourage high concern for production, staff, and institutions to achieve goals and objectives sustainably.
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.
Effect of Knowledge Management Strategies and Innovation on Organizational Pe...AJHSSR Journal
The purpose of this study is about the influence of knowledge management strategies and
innovation can enhance organizational performance. This research was conducted on the electrical railroad
(KRL), a land transportation mode operated by PT. KCJ (Commuter KAI Jabodetabek) Indonesia. The variables
of study are operated by the dimensions of knowledge management strategy (codification and personalization),
innovation (process and product) and organizational performance by using balanced scorecard indicators,
namely financial perspective, customer perspective, internal business process perspective, and learning and
growth process perspective. Analysis Data were used SEM-PLS with vadility test and reliability test and
hypotheses tested using path coefficients. The results of the study shown that knowledge management strategies
influence to innovation on organizational performance on PT. Commuter Line (Jabodetabek) Indonesia.
This document summarizes a research study that examined the relationships between organizational innovations, internal sources of knowledge, and organizational performance in Tunisian companies. The study confirmed relationships between internal knowledge sources and organizational innovation, and between internal knowledge and organizational performance. However, the study did not find a relationship between organizational innovation and organizational performance. The study was based on a survey of 200 Tunisian companies from various sectors.
This document discusses definitions and concepts related to educational management, administration, and leadership. It defines educational management as the application of management principles in educational institutions and fields. Educational administration involves acquiring and allocating resources to achieve predetermined educational goals. Leadership is defined as the ability to influence and motivate others towards a shared vision.
The document compares the key differences between management, administration, and leadership. Management focuses on functions like planning, organizing, and controlling to achieve organizational goals efficiently. Administration involves formulating plans, policies, and objectives at the top level of an organization. Leadership is a process of influencing others through vision and values to fulfill targets. It also outlines the goals of educational leadership in developing strategic, instructional, and managerial
Management Role Performance Appraisal of State Elementary School Heads in Nor...ijtsrd
Management role performance appraisal is very essential to gauge the success and whereabouts of any organization. Using descriptive evaluative correlational method this study sought to determine the management role performance of state elementary school heads in the province of Northern Samar, Philippines. A total of 100 school heads and 300 teachers were selected as participants for this study. This study bank on Minstzberg’s management role conceptual categories, to wit interpersonal managing through people informational managing be information and decisional managing through action . Data revealed that the appraisals made by the school heads themselves and their teacher constituents are both outstanding. It can be noted however, that the appraisal rating performed by the teacher constituents is way higher than the self administered appraisals of the school heads. Leah A. De Asis | Brenfred N. Romero "Management Role Performance Appraisal of State Elementary School Heads in Northern Samar, Philippines" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-2 , February 2021, URL: https://www.ijtsrd.com/papers/ijtsrd38468.pdf Paper Url: https://www.ijtsrd.com/other-scientific-research-area/other/38468/management-role-performance-appraisal-of-state-elementary-school-heads-in-northern-samar-philippines/leah-a-de-asis
This study aims to discuss opportunities for developing the concept of Personal Prophetic Leadership
(Perpec-L) as an intrinsic character education model that can increase productivity. This study examines the
relationship between machiavellism, lecturer achievement index, prophet leadership and lecturer
productivity
This document discusses how investing in employee learning and development can help align people's skills with organizational objectives to improve performance. It explores the relationship between the concepts of a "learning organization" and the Investors in People indicators. The key points made are:
1) Organizational learning needs to be integrated into the overall business strategy in order to enhance individual and team performance and help the organization achieve its goals.
2) The Investors in People indicators can be used to assess how successful an organization is at developing a culture of continuous learning.
3) For an organization to be truly learning-oriented, it must facilitate learning for all employees and continuously transform itself through aligning personal and organizational development.
This document discusses definitions and concepts related to educational management, administration, and leadership. It defines educational management as the application of management principles in education. The main functions of educational management are planning, organizing, directing, coordinating, and controlling. Educational administration involves acquiring and allocating resources to achieve educational goals. Leadership in education involves developing a shared vision and influencing others towards its achievement. While management focuses on tasks, leadership guides people. The document compares management and administration, and discusses the differences between educational management and leadership.
The document outlines a proposed thesis to examine the relationship between organizational culture, leadership style, type of information system, and organizational efficiency in pharmaceutical companies in Thailand. It discusses relevant concepts and presents research objectives, assumptions, study groups, and a proposed methodology involving surveys and regression analysis. The goal is to understand how these factors influence organizational efficiency, specifically in the learning and growth dimension.
Influence of Knowledge Management Processes on Organizational Performance in ...inventionjournals
This research attempts to establish a link between knowledge management processes and organizational performance in knowledge intensive service sectors. The key dimensions of knowledge management processes have been identified which could influence the organizational performance. Metric has been developed for the empirical investigation of the relationships between these research constructs. Structural Equation Modelling (SEM) using partial least square techniques has been used to test these hypotheses with a sample size of 491 knowledge workers (330 - Higher educational institutions and 161 from the IT companies) to investigate the empirical relationships between the factors. All the four hypotheses were supported. The testing of the hypotheses justified the identification of the key dimensions of KM as the critical success factors in terms of the organizational performance. Implications of the study would enable the strategic planning managers to make their knowledge management processes more effective so as to enhance the organizational performance
This document analyzes the organizational cultures of high-performing schools (HPS) and low-performing schools (LPS) in the state of Kedah, Malaysia. The study used Cameron and Quinn's Organizational Culture Assessment Instrument to measure four types of culture - clan, adhocracy, market, and hierarchy - in two HPS and two LPS with a total of 129 teachers. The findings showed that both HPS and LPS have dominant hierarchy cultures, with HPS scoring higher. Both practiced market culture equally. LPS practiced more clan culture while both practiced little adhocracy. Teachers in both schools preferred clan culture. HPS preferred market culture more than LPS. The study aims to identify cultural differences between
Know Your Organisational Knowledge Management OrientationHimanshu Dutt
The document discusses knowledge management and organizational orientation. It describes the four pillars of knowledge as competence, commitment, experience/interpretation/context, and data/information. It outlines three components of a knowledge system: create, apply, share. There are two basic knowledge forms - explicit/tacit knowledge. The goal of knowledge management is to create value and competitive advantage by developing intellectual capital through experience and learning.
Knowledge management and learning organizationRajan Neupane
Knowledge management and learning organizations were discussed. Knowledge was defined as representing reality based on adequate grounds. Knowledge management focuses on people who create and use knowledge, and the processes and technologies for knowledge creation, storage, and access. A learning organization is one where people continually expand their capacity to achieve desired results through shared visions and mental models, team learning, and personal mastery. Key benefits of knowledge management and learning organizations include competitive advantage through innovation and avoiding reinventing solutions.
The report article analyzes the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. The authors introduce the conceptual background in the fields of Organizational learning and Knowledge management while paying attention to the relationship between the two. The article also reflects on the past literature on OL and KM and specific cases in India.
The research carried out by the authors was conducted in a large public sector company, which is working in the field of heavy engineering projects. The company is responsible for setting up the large power plants and transformers that contribute to more than 75 percent of the total electrical power produced in the country.
The research aims to support the hypotheses that 'The dimensions of OL should have a positive impact on the firm’s performance in India' and 'The dimensions of OL should have a positive impact on KM practices in an Indian heavy engineering organization'.
The research was conducted by providing questionnaires to 205 executives and supervisors in the company. The results were measured on the self-report basis while the OL factors were measured using 'Dimensions of learning organization questionnaire' (DLOQ), developed by Marsick and Watkins (2003). The KM factors were measured through a Knowledge Management Assessment Tool (KMAT).
The final research results showed that OL had a positive impact on different dimensions of organizational performance and KM practices. The findings are supportive to the existing theoretical frameworks developed by several researchers to integrate the field of OL and KM in various organizational and cultural contexts.
Similar to Strategic impact of knowledge management and organizational learning on the percieved performance of selected banks in oyo state of nigeria.
Kiziloglu - 2015 - The effect of organizational learning on firm innovation c...Rudi Salam
This document summarizes a research study that investigated the relationship between organizational learning capability and innovation in Turkish banking sector. The study collected survey data from 272 employees in public banks operating in Denizli, Turkey. It found a positive relationship between organizational learning capability and innovation attitudes/activities. Specifically, the dimensions of "commitment to learn", "shared vision", and "knowledge sharing" were positively related to innovation, but "open-mindedness" was not. The results provide insights into how organizational learning can impact innovation in banks and contribute to literature on this topic.
Organizational performance; the role of knowledge management and performance ...AGBEDZAVUEMMANUEL
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.
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.
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 ...
Learning organization and change management power pointJack Onyisi Abebe
This presentation discusses how learning organizations link to change management with projected barriers, critical factors for organizational learning, change management and the theories of organizational learning.
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.
Concept of Learning Organization: Facilitators and Flow of Learning IJERA Editor
Purpose – The purpose of this study is to ascertain that various facilitators of learning such as learning culture,
climate, semantic web technology, information communication technology and knowledge management hold
importance to facilitate the flow of learning, which begins at individual-group-and ultimately at organizational
level in an organization.
Design/methodology/approach – This review paper is based on the research papers written by other authors,
who have studied the concept of learning organization, importance of conducive learning culture and climate,
impact of facilitators on the flow of learning in an enterprise. A model is developed to illustrate the impact of
the facilitators of learning on the flow of learning in an organization.
Findings – The study expresses that a conducive and harmonious learning culture and climate, web technology,
knowledge management leads to smooth flow of learning at individual-group- and organizational level. Such a
culture and climate contributes to an ethical organization, has a direct relationship with the performance of an
enterprise, learning capability and competitive advantage.
Limitations –This study is based on secondary research which has been published by reputed authors in this
field.
Acronyms – LO (Learning Organization), OL (Organization Learning), KM (Knowledge Management), SWT
(Semantic Web Technology), ICT (Information and Communication technology).
Concept of Learning Organization: Facilitators and Flow of LearningIJERA Editor
Purpose – The purpose of this study is to ascertain that various facilitators of learning such as learning culture,
climate, semantic web technology, information communication technology and knowledge management hold
importance to facilitate the flow of learning, which begins at individual-group-and ultimately at organizational
level in an organization.
Design/methodology/approach – This review paper is based on the research papers written by other authors,
who have studied the concept of learning organization, importance of conducive learning culture and climate,
impact of facilitators on the flow of learning in an enterprise. A model is developed to illustrate the impact of
the facilitators of learning on the flow of learning in an organization.
Findings – The study expresses that a conducive and harmonious learning culture and climate, web technology,
knowledge management leads to smooth flow of learning at individual-group- and organizational level. Such a
culture and climate contributes to an ethical organization, has a direct relationship with the performance of an
enterprise, learning capability and competitive advantage.
Limitations –This study is based on secondary research which has been published by reputed authors in this
field.
Acronyms – LO (Learning Organization), OL (Organization Learning), KM (Knowledge Management), SWT
(Semantic Web Technology), ICT (Information and Communication technology).
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.
Knowledge Management in Educational Administrationmin993535
This document summarizes 7 articles on the topic of strategic knowledge management. The articles cover various aspects of knowledge transfer within and between organizations, including internal and external search strategies, knowledge transfer in multinational corporations, balancing exploration and exploitation of knowledge across alliance networks, and the role of human resource practices and employee retention in innovation performance. The document provides high-level overviews of the objectives and key findings of each article.
WHY KNOWLEDGE MANAGEMENT SYSTEM FAILED by DANIEL DONI SUNDJOJODaniel Doni
The document discusses why knowledge management systems often fail in organizations. It argues that for a KM system to be effective, an organization must first transform into a learning organization where there is a culture of learning, motivation to learn, and a willingness to challenge assumptions. The document presents research from a case study of an internet services provider that implemented a KM system alongside strategic, policy, and operational learning initiatives. The results showed that the KM system was effective because the company had transformed into a learning organization where sharing knowledge and improving was a priority.
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.
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.
This presentation is authored by Jack Abebe and Annaline Jepkiyeny. It discusses how learning organizations pick on change management as a strategic direction.
External Knowledge in Innovation: Unveiling the Implications for Organizations analyzes the role of external knowledge in organizational innovation. The document begins by defining knowledge and discussing its importance for competitive advantage. It then examines how organizations are increasingly relying on external knowledge to overcome innovation challenges as internal resources are inadequate. The paper reviews literature on external knowledge and innovation and explores the forms of external knowledge from customers, suppliers, competitors, universities, and more that are needed to create innovations. It discusses implications for organizations when adopting external knowledge and concludes that both external and internal knowledge are necessary for growth and innovation in organizations.
The role of intellectual capital in promoting knowledge management initiativesMansour Esmaeil Zaei
This document summarizes a research paper that investigates the role of intellectual capital in promoting successful knowledge management initiatives. It reviews literature on intellectual capital and knowledge management. The paper develops a conceptual model showing that intellectual capital (including human, structural, and customer capital) has a direct positive effect on knowledge management processes (creation, retention, transfer, and application of knowledge). The paper tests this model through a survey of companies in Iran's energy sector. The results from structural equation modeling support the hypotheses that intellectual capital positively impacts successful knowledge management initiatives.
The influence of information technology capability, organizational learning, ...Alexander Decker
This document reports on a study that examined the influence of information technology capability, organizational learning, and knowledge management capability on organizational performance in banking branches in Southern Kalimantan Province, Indonesia. The study hypothesized that information technology capability positively impacts organizational learning, knowledge management capability, and organizational performance. It also hypothesized that organizational learning positively impacts knowledge management capability and organizational performance. Survey data were collected from 69 banking branches and analyzed using partial least squares. The results supported most of the hypotheses, finding significant positive relationships between the variables except for the relationship between organizational learning and knowledge management capability.
Effect of Knowledge Management on Employee Retention in IT industry: Regressi...AkashSharma618775
This document discusses a study examining the effect of knowledge management on employee retention in the IT industry. It identifies key variables of knowledge management like organizational culture, leadership, financial resources, technological infrastructure, employee empowerment, training, continuous learning, and motivation. The study uses a descriptive research methodology including a survey of 100 IT industry employees. Regression analysis found a positive correlation between knowledge management and employee retention. Most employees agreed that the identified knowledge management variables influence retention. The study suggests organizations focus on technology, research/development, empowerment, motivation, and adapting to industry changes to better manage knowledge and retain employees.
Knowledge Application and Organizational Sustainability of Oil and Gas Compan...AJHSSR Journal
ABSTRACT: This study examined the relationship between knowledge application and organizational
sustainability of oil and gas companies in Rivers State. The study adopted a cross-sectional survey in its
investigation of the variables. Primary data was generated through structured administered questionnaire. The
population for this study was is made up of the twenty-four registered indigenous oil servicing companies in
Port Harcourt. Since the population is small, this study therefore adopts the entire population of 24 oil and gas
companies in Rivers State as a census. Five (5) managers were selected from each of 24 oil and gas companies
in Rivers State giving a total of 120 respondents. The reliability of the instrument was achieved by the use of the
Cronbach Alpha coefficient with all the items scoring above 0.70. The hypotheses were tested using the
Spearman’s Rank Order Correlation Statistics while the partial correlation was used to test the moderating effect
of organizational culture. The tests were carried out at a 0.05 significance level.The hypotheses were tested
using the Spearman rank order correlation Coefficient. The tests were carried out at a 95% confidence interval
and a 0.05 level of significance. The study findings revealed that there is a significant relationship between
enterprise knowledge audit and organizational sustainability of oil and gas companies in Rivers State. The study
concludes that when the investment in enterprise knowledge audit by oil and gas companies in Rivers State
positively enhances organizational sustainability. The study recommends that management of oil and gas
companies should ensure that knowledge delivery and analysis should be in sustainable environment within the
organization.
KEYWORD: Knowledge Application, Organizational Sustainability,
This document discusses knowledge management in public and private higher education organizations in India. It aims to understand the dimensions of knowledge management and how they differ between public and private sectors. The document provides an extensive literature review on knowledge management, including definitions, types of knowledge, knowledge infrastructure capabilities like organizational culture, structure, and information technology. It also reviews past studies on knowledge management implementation in universities around the world.
Similar to Strategic impact of knowledge management and organizational learning on the percieved performance of selected banks in oyo state of nigeria. (20)
Abnormalities of hormones and inflammatory cytokines in women affected with p...Alexander Decker
Women with polycystic ovary syndrome (PCOS) have elevated levels of hormones like luteinizing hormone and testosterone, as well as higher levels of insulin and insulin resistance compared to healthy women. They also have increased levels of inflammatory markers like C-reactive protein, interleukin-6, and leptin. This study found these abnormalities in the hormones and inflammatory cytokines of women with PCOS ages 23-40, indicating that hormone imbalances associated with insulin resistance and elevated inflammatory markers may worsen infertility in women with PCOS.
A usability evaluation framework for b2 c e commerce websitesAlexander Decker
This document presents a framework for evaluating the usability of B2C e-commerce websites. It involves user testing methods like usability testing and interviews to identify usability problems in areas like navigation, design, purchasing processes, and customer service. The framework specifies goals for the evaluation, determines which website aspects to evaluate, and identifies target users. It then describes collecting data through user testing and analyzing the results to identify usability problems and suggest improvements.
A universal model for managing the marketing executives in nigerian banksAlexander Decker
This document discusses a study that aimed to synthesize motivation theories into a universal model for managing marketing executives in Nigerian banks. The study was guided by Maslow and McGregor's theories. A sample of 303 marketing executives was used. The results showed that managers will be most effective at motivating marketing executives if they consider individual needs and create challenging but attainable goals. The emerged model suggests managers should provide job satisfaction by tailoring assignments to abilities and monitoring performance with feedback. This addresses confusion faced by Nigerian bank managers in determining effective motivation strategies.
A unique common fixed point theorems in generalized dAlexander Decker
This document presents definitions and properties related to generalized D*-metric spaces and establishes some common fixed point theorems for contractive type mappings in these spaces. It begins by introducing D*-metric spaces and generalized D*-metric spaces, defines concepts like convergence and Cauchy sequences. It presents lemmas showing the uniqueness of limits in these spaces and the equivalence of different definitions of convergence. The goal of the paper is then stated as obtaining a unique common fixed point theorem for generalized D*-metric spaces.
A trends of salmonella and antibiotic resistanceAlexander Decker
This document provides a review of trends in Salmonella and antibiotic resistance. It begins with an introduction to Salmonella as a facultative anaerobe that causes nontyphoidal salmonellosis. The emergence of antimicrobial-resistant Salmonella is then discussed. The document proceeds to cover the historical perspective and classification of Salmonella, definitions of antimicrobials and antibiotic resistance, and mechanisms of antibiotic resistance in Salmonella including modification or destruction of antimicrobial agents, efflux pumps, modification of antibiotic targets, and decreased membrane permeability. Specific resistance mechanisms are discussed for several classes of antimicrobials.
A transformational generative approach towards understanding al-istifhamAlexander Decker
This document discusses a transformational-generative approach to understanding Al-Istifham, which refers to interrogative sentences in Arabic. It begins with an introduction to the origin and development of Arabic grammar. The paper then explains the theoretical framework of transformational-generative grammar that is used. Basic linguistic concepts and terms related to Arabic grammar are defined. The document analyzes how interrogative sentences in Arabic can be derived and transformed via tools from transformational-generative grammar, categorizing Al-Istifham into linguistic and literary questions.
A time series analysis of the determinants of savings in namibiaAlexander Decker
This document summarizes a study on the determinants of savings in Namibia from 1991 to 2012. It reviews previous literature on savings determinants in developing countries. The study uses time series analysis including unit root tests, cointegration, and error correction models to analyze the relationship between savings and variables like income, inflation, population growth, deposit rates, and financial deepening in Namibia. The results found inflation and income have a positive impact on savings, while population growth negatively impacts savings. Deposit rates and financial deepening were found to have no significant impact. The study reinforces previous work and emphasizes the importance of improving income levels to achieve higher savings rates in Namibia.
A therapy for physical and mental fitness of school childrenAlexander Decker
This document summarizes a study on the importance of exercise in maintaining physical and mental fitness for school children. It discusses how physical and mental fitness are developed through participation in regular physical exercises and cannot be achieved solely through classroom learning. The document outlines different types and components of fitness and argues that developing fitness should be a key objective of education systems. It recommends that schools ensure pupils engage in graded physical activities and exercises to support their overall development.
A theory of efficiency for managing the marketing executives in nigerian banksAlexander Decker
This document summarizes a study examining efficiency in managing marketing executives in Nigerian banks. The study was examined through the lenses of Kaizen theory (continuous improvement) and efficiency theory. A survey of 303 marketing executives from Nigerian banks found that management plays a key role in identifying and implementing efficiency improvements. The document recommends adopting a "3H grand strategy" to improve the heads, hearts, and hands of management and marketing executives by enhancing their knowledge, attitudes, and tools.
This document discusses evaluating the link budget for effective 900MHz GSM communication. It describes the basic parameters needed for a high-level link budget calculation, including transmitter power, antenna gains, path loss, and propagation models. Common propagation models for 900MHz that are described include Okumura model for urban areas and Hata model for urban, suburban, and open areas. Rain attenuation is also incorporated using the updated ITU model to improve communication during rainfall.
A synthetic review of contraceptive supplies in punjabAlexander Decker
This document discusses contraceptive use in Punjab, Pakistan. It begins by providing background on the benefits of family planning and contraceptive use for maternal and child health. It then analyzes contraceptive commodity data from Punjab, finding that use is still low despite efforts to improve access. The document concludes by emphasizing the need for strategies to bridge gaps and meet the unmet need for effective and affordable contraceptive methods and supplies in Punjab in order to improve health outcomes.
A synthesis of taylor’s and fayol’s management approaches for managing market...Alexander Decker
1) The document discusses synthesizing Taylor's scientific management approach and Fayol's process management approach to identify an effective way to manage marketing executives in Nigerian banks.
2) It reviews Taylor's emphasis on efficiency and breaking tasks into small parts, and Fayol's focus on developing general management principles.
3) The study administered a survey to 303 marketing executives in Nigerian banks to test if combining elements of Taylor and Fayol's approaches would help manage their performance through clear roles, accountability, and motivation. Statistical analysis supported combining the two approaches.
A survey paper on sequence pattern mining with incrementalAlexander Decker
This document summarizes four algorithms for sequential pattern mining: GSP, ISM, FreeSpan, and PrefixSpan. GSP is an Apriori-based algorithm that incorporates time constraints. ISM extends SPADE to incrementally update patterns after database changes. FreeSpan uses frequent items to recursively project databases and grow subsequences. PrefixSpan also uses projection but claims to not require candidate generation. It recursively projects databases based on short prefix patterns. The document concludes by stating the goal was to find an efficient scheme for extracting sequential patterns from transactional datasets.
A survey on live virtual machine migrations and its techniquesAlexander Decker
This document summarizes several techniques for live virtual machine migration in cloud computing. It discusses works that have proposed affinity-aware migration models to improve resource utilization, energy efficient migration approaches using storage migration and live VM migration, and a dynamic consolidation technique using migration control to avoid unnecessary migrations. The document also summarizes works that have designed methods to minimize migration downtime and network traffic, proposed a resource reservation framework for efficient migration of multiple VMs, and addressed real-time issues in live migration. Finally, it provides a table summarizing the techniques, tools used, and potential future work or gaps identified for each discussed work.
A survey on data mining and analysis in hadoop and mongo dbAlexander Decker
This document discusses data mining of big data using Hadoop and MongoDB. It provides an overview of Hadoop and MongoDB and their uses in big data analysis. Specifically, it proposes using Hadoop for distributed processing and MongoDB for data storage and input. The document reviews several related works that discuss big data analysis using these tools, as well as their capabilities for scalable data storage and mining. It aims to improve computational time and fault tolerance for big data analysis by mining data stored in Hadoop using MongoDB and MapReduce.
1. The document discusses several challenges for integrating media with cloud computing including media content convergence, scalability and expandability, finding appropriate applications, and reliability.
2. Media content convergence challenges include dealing with the heterogeneity of media types, services, networks, devices, and quality of service requirements as well as integrating technologies used by media providers and consumers.
3. Scalability and expandability challenges involve adapting to the increasing volume of media content and being able to support new media formats and outlets over time.
This document surveys trust architectures that leverage provenance in wireless sensor networks. It begins with background on provenance, which refers to the documented history or derivation of data. Provenance can be used to assess trust by providing metadata about how data was processed. The document then discusses challenges for using provenance to establish trust in wireless sensor networks, which have constraints on energy and computation. Finally, it provides background on trust, which is the subjective probability that a node will behave dependably. Trust architectures need to be lightweight to account for the constraints of wireless sensor networks.
This document discusses private equity investments in Kenya. It provides background on private equity and discusses trends in various regions. The objectives of the study discussed are to establish the extent of private equity adoption in Kenya, identify common forms of private equity utilized, and determine typical exit strategies. Private equity can involve venture capital, leveraged buyouts, or mezzanine financing. Exits allow recycling of capital into new opportunities. The document provides context on private equity globally and in developing markets like Africa to frame the goals of the study.
This document discusses a study that analyzes the financial health of the Indian logistics industry from 2005-2012 using Altman's Z-score model. The study finds that the average Z-score for selected logistics firms was in the healthy to very healthy range during the study period. The average Z-score increased from 2006 to 2010 when the Indian economy was hit by the global recession, indicating the overall performance of the Indian logistics industry was good. The document reviews previous literature on measuring financial performance and distress using ratios and Z-scores, and outlines the objectives and methodology used in the current study.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Strategic impact of knowledge management and organizational learning on the percieved performance of selected banks in oyo state of nigeria.
1. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.12, 2013
45
Strategic Impact of Knowledge Management and Organizational
Learning on the Percieved Performance of Selected Banks in Oyo
State of Nigeria.
Prof. Ogunsiji, Amos Sola (Ph.D)
Department of Management & Accounting, Faculty of Management Sciences, Ladoke Akintola University of
Technology,Ogbomoso, P.M.B. 4000, Oyo State, Nigeria
E-MAIL: amosogunsiji@yahoo.com
Akanbi, Paul Ayobami
Department of Business Administration, Faculty Of Social and Management Sciences, Ajayi Crowther
University, Oyo, P.M.B. 1066, Oyo State, Nigeria
E-MAIL: paulayobami@yahoo.com
Srategic Impact of Knowledge Management and Organizational Learning on the Perceived Performance of
Selected Banks in Oyo State Of Nigeria
Abstract
This study investigated the impact of knowledge management and organizational learning on the perceived
performance of selected banks in Oyo State of Nigeria. The study aimed at determining the main and interactive
effect of knowledge acquisition, knowledge distribution, knowledge interpretation, organizational memory,
system orientation strategy and human orientation strategy on organizational performance. It also looked at the
nexus between knowledge management variables as well as organizational learning variables and organizational
performance. Four hypotheses were formulated and tested using Multiple Analysis of Variance (MANOVA),
Canonical Correlation and Multiple Regression. The findings showed that the independent variables (knowledge
acquisition, knowledge distribution, knowledge interpretation, organizational memory, system orientation
strategy and human orientation strategy) were predictors of organizational performance. The study also
established a significant positive relationship between knowledge management variables as well as
organizational learning variables and organizational performance. Based on the findings, it was recommended
that there is a need for organizations especially banks to efficiently and effectively manage knowledge and
embrace individual and group learning in order to improve organizational performance and gain sustainable
competitive advantage.
Keywords: Knowledge management, organizational learning, strategic management , resource based view ,
organizational performance.
Introduction
In the present day era of knowledge-based economy, knowledge becomes a major resource of
competitiveness (Drucker, 1993) and also a new criterion for wealth creation (Thurow, 1996). Knowledge
Management defines a systematic, explicit and deliberated building processes required to manage knowledge,
the purpose of which is to maximize an enterprise’s knowledge-related effectiveness and create values (Bixler,
&Stankosky, 2005). The process incorporated in KM includes collecting, organizing, clarifying, disseminating
and reusing the information and knowledge throughout an organization.Consequently, there is a need for proper
management of knowledge. Knowledge Management(KM) has become a crucial source of corporate
competitiveness (Andrew, 2005). KM as a company’s foundation, both organization- and technology-wise, is
defined as “the continuous process of improving organizational performance offering correct knowledge at the
right time to members who need it, to enable them take right action(s) appropriately”.
The process consists of stages such as the creating, confirming, collecting, categorizing/saving,
sharing/storage, using/refining and retiring of knowledge (O’Dell & Grayson, 1998) and an organization may
effectively improve its performance by implementing such a process (Laurie, 1997). Alavi & Leidner (2001)
believe that the process of knowledge creation comprises the creation, storage, conversion and application of
knowledge. Such a continuous process enables individuals, groups or companies to share explicit/tacit
knowledge on an ongoing basis. Knowledge has two types, explicit and tacit. Explicit knowledge can be
articulated in formal language and transmitted among individuals; tacit knowledge involves more intangible
factors and is personal knowledge embedded in individual experience (Frappaolo, 2002). Both explicit and tacit
knowledge must create returns and solve today’s problems within an organization.
As the knowledge-based economy grows exponentially, the knowledge assets become increasingly
invaluable to organizations. Thus, use of knowledge has become crucial to the organization’s survival and
2. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.12, 2013
46
success in competitive global markets, and it has also become strong potential to problems solving, decision
making, organizational performance enhancements and innovation. Precisely, effective use of knowledge is
Knowledge Management.
Organizational learning has been considered, from a strategic perspective, as a source of heterogeneity
among organizations, as well as a basis for a possible competitive advantage (Grant, 1996; Lei et al.,1999). Pilar
et al. (2005) consider organizational learning to be a latent multidimensional construct including managerial
commitment, systems perspective, openness and experimentation, and knowledge transfer and integration of
knowledge designed to arrest or checkmate the current uncertainty in which businesses operate. In order to
develop and perform efficiently, organizational learning (OL) has been regarded as one of the strategic means of
achieving long-term organizational success (Senge, 1990).
Therefore, the analysis of organizational learning has become an increasingly important area recently.
Various works have dealt with the analysis of this construct from differing viewpoints. Jerez-Góomez et al.(2005)
mention that there are many studies that focus on this construct using a psychological approach (Cyert and
March, 1963; Daft and Weick, 1984), a sociological approach (Levitt and March, 1988), or from the point of
view of Organizational Theory ( Senge, 1990; Huber, 1991). Facing the current uncertainty environment,
business must keep learning to maintain its competitiveness. And, organizational learning will develop well base
on well structured knowledge in organizations. In other words, business could have organizational learning
capabilities underlying well individual learning (Nonaka and Takeuchi, 1995).
In the experimental experience of English enterprises, Garratt (1990) observed earlier that only a
learning organization that applies organizational development and learning process can satisfy consumers’
capricious demands. Organization should develop personal or group learning abilities. The development of
development of these learning abilities become germane for organizational success and survival. Without
effective knowledge management, organizations cannot develop personal or group learning abilities (Garratt,
1990, Su, Huang, and Hsieh, 2004). Organizational learning enhances firm’s innovative capabilities by
improving the level of firms’ competitiveness and performance. Organizations creative innovation is dependent
on their learning (Chen and Chen, 2010).
Objectives of the Study
The primary objective of this research work is to investigate the impact of knowledge management and
organizational learning on the performance of selected banks in Oyo State of Nigeria. Other objectives include:
1. To determine the main and interactive effect of knowledge acquisition, knowledge distribution,
knowledge interpretation, organizational memory, system orientation strategy and human
orientation strategy on organizational performance.
2. To ascertain the significant relationship between organizational learning variables(knowledge
acquisition, knowledge distribution, knowledge interpretation, and organizational memory)
and organizational performance.
3. To assess whether knowledge acquisition, knowledge distribution, knowledge interpretation,
organizational memory, system orientation strategy and human orientation strategy can jointly and
independently predict organizational performance.
4. To examine the significant relationship between knowledge management strategy
variables(system orientation strategy and human orientation strategy) and organizational
performance.
Research Hypotheses
In line with the objectives set for this study, four hypotheses are to be tested namely,
i There is no main and interactive effect of knowledge acquisition, knowledge distribution,
knowledge interpretation, organizational memory, system orientation strategy and human
orientation strategy on organizational performance.
ii There is no significant relationship between organizational learning variables(knowledge
acquisition, knowledge distribution, knowledge interpretation, and organizational memory)
and organizational performance.
iii knowledge acquisition, knowledge distribution, knowledge interpretation, organizational
memory, system orientation strategy and human orientation strategy cannot jointly and
independently predict organizational performance.
iv There is no significant relationship between knowledge management strategy variables(system
orientation strategy and human orientation strategy) and organizational performance.
3. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.12, 2013
47
Literature Review and Theoretical Framework
Sedera and Gable (2010) describe in their paper, a cycle of knowledge management that goes through
four phases: creation, transfer, retention and application. Each of these four phases is described as models of
knowledge management. Creating knowledge is the first phase of the cycle of the entrepreneurial system, which
belongs to planning and implementation of knowledge in the organizations. This phase is based on knowledge
requirements to outline a structured model of the cycle. Knowledge transfer highlights a number of channels
through which knowledge can be transferred, channels which can be formal or informal (Pan et al., 2007). The
formal transfer of knowledge is established by a rigorous program, and informal knowledge transfer can take
place even in the coffee break, for example. Informal transfer of knowledge also promotes effective socialization
in small organizations.
Avital and Vandenbosch (2000) argue that the formal transfer of knowledge takes place especially
during training programs and is focused on knowledge transfer. Accumulation/retention of knowledge shows
that people accumulate knowledge from observations, experiences and actions (Sanderlands and Stablein, 1987).
Gable et al. (1998) observed the importance of the organizational strategies of retention of knowledge by the
success determined by the cycle of entrepreneurial system,
Application of knowledge highlights the fact that once knowledge is created, the transfer and the
accumulation interact with entrepreneurship system. Markus (2001) suggests that the source of competitive
advantage lies not in knowledge but the application of knowledge. Application of knowledge is essential in the
cycle described in the outlined system of the knowledge management, in particular by the maintenance and
achieving the success.
There are many articles in the literature discussing various types and dimensions of knowledge. In
particular, the distinction between tacit knowledge and explicit knowledge is given special attention. Tacit
knowledge is that which exists in the minds of individuals, while explicit knowledge are outsourced and shared
with others. Reijers et al. (2009) identified the same patterns of knowledge interaction as Nonaka and Takeuchi
(1995). Therefore, we can identify the transition from:
- Tacit knowledge to tacit knowledge - the process of "socialization" while sharing experience and
interaction.
- Explicit knowledge to explicit knowledge - process of "combining" of existing knowledge with the innovative
ones, the transition from basic knowledge to new knowledge.
- Tacit knowledge to explicit knowledge - process of "outsourcing" of knowledge that individuals assimilate
them.
- Explicit knowledge to tacit knowledge - process of "internalization" of acquired knowledge (Polanyi, 1967).
Drew (1999) presents a classification of economic knowledge in which may appear the risk of
deficiency of knowledge:
- What we KNOW, KNOW (sharing and access to knowledge);
- What we KNOW, NOT KNOW (finding and creating knowledge);
- What we do NOT KNOW, KNOW (tacit knowledge, concealing knowledge);
- What we do NOT KNOW, NOT KNOW (the discovery, exposure and opportunities).
Holsapple and Singh (2001) have divided the knowledge management into five main activities and four
secondary activities. The five core activities concern to acquisition, selection, generation, internalization and
externalization of knowledge.
The other four secondary activities are leadership, coordination control and measurement. These activities
encompass the knowledge logistic model. Analysis of activities and resources necessary to lead to knowledge
management operations leads to competitive advantages.
Logistic model of knowledge is described by the two specialists as follows:
- Acquisition, through which external knowledge must be transposed into the organizational environment.
- Selection, through which knowledge must be so selected to obtain the best results.
- Generation, through which the knowledge obtained is useful and can be analyzed to create new
knowledge.
- Internalization, through which knowledge is transformed into internal resources.
- Externalization, through which knowledge is communicated.
Organizational knowledge creation is a process that includes new perspectives needed for the
development of the culture and organizational environment of companies.
Learning can basically be seen as the process through which an individual acquires knowledge, skills,
attitudes and opinions(Idowu,2013). Organizational learning occupies an important niche in modern
management literature. In fact it has emerged as one of the most promising concepts in strategic management
since the late 1980s (Skerlavaj & Dimovski, 2006), and has been associated with other key constructs such as
innovation (Huber, 1998 ;) Nolas, 2006), strategic renewal (Crossan & Bedrow, 2003), and the external
4. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.12, 2013
48
adaptability of firms (Chen, 2005; Castaneda & Rios, 2007). Several authors recognize organization learning as a
foundation for sustainable competitive advantage (Epstein & Roy, 1997; Fiol & Lyles, 1985; Garratt 1987;
Grieves 2000; Kiechel, 1990; Marguardt, 2002; and Senge, 1990, all cited by Retna, 2007). De Geus (1988) even
contends that “the ability to learn faster than your competitors may be the only sustainable competitive
advantage.”
Organizational learning is basically how learning takes place in a particular organization. Castaneda and
Rios (2007) elaborate by saying that organizational learning is a process that institutionalizes individual learning
in order to enable an organization to adapt to environmental changes or to proactively change the environment,
depending on its level of development. Organizational learning can be viewed from several perspectives. From a
cognitive perspective, it is assumed that individual learning, taken together, will result to organizational learning.
From a behavioral perspective, organizational learning is considered a process that entails “application
and utilization of learning” and is measured through behavioral outcomes. From the technical perspective,
organizational learning is defined as “the processing and interpretation of information from inside or outside the
organization.” From the social perspective, learning is treated “as inseparable from the social interaction and
engagement in work practice.” Many of these consider organizational learning as a process that involves the
transformation of information into knowledge (e.g. Argyris & Schön, 1978; Crossan, Lane, White, & Djurfeldt,
1995; Day, 1994; Dimovski, 1994; Fiol & Lyles, 1985; Huber, 1991; Lee, Courtney, & O’Keefe, 1992). Whether
the information processing (i.e. information acquisition, interpretation, and storage in organizational memory)
extends to behavioral and cognitive changes is where the differences surface. More recent definitions (Sanchez,
2001; Schwandt & Marquardt, 2000, as cited by Škerlavaj & Dimovski, 2007; Friedman, 2006; Rashman,
Withers & Hartley, 2008; Yukl, 2009) see organizational learning as taking place on multiple levels and as being
a relational phenomenon.
According to Huber (1998), “it is useful to think of organizational learning as occurring in different
modes.” Organizations learn through sensing as when they observe relevant events (e.g., changes in technology,
morale, or competitor actions) in their external or internal environments. They also learn experientially, as when
through their ongoing experiences they find ways to manufacture products more rapidly and at lower cost.
Finally, organizations learn vicariously from those who already know, as when they rent or hire outside experts
with specialized knowledge.” Organizational learning can be defined as a dynamic process of creation,
acquisition and integration of knowledge aimed at the development of resources and capabilities that allow the
organizations a better performance.
The knowledge-based theory views firms as distributed knowledge systems, which means that they are
composed of knowledge embodied individuals and their social interactions. The knowledge-based theory of the
firm postulate that knowledge is the only resource that provides sustainable competitive advantage, and therefore
the firm’s attention and the decision-making should focus primarily on knowledge and the competitive
capabilities developed from it. The key contribution of the knowledge based view of the firm and KM literature
is the insistence that knowledge can be managed as an organizational resource that in turn, hopefully, constitutes
competitive advantage (Choo et. al., 2002). Soo et al. (2002) assert that the capacity to manage human intellect
and to transform intellectual output into a service or a group of services embodied in a product is fast becoming
the critical executive skill of this era
Subjects
The subjects of this study were seventy six males and thirty females who were employees of Skye Bank,
Eco Bank and Zenith Bank located in Ogbomoso, Oyo and Ibadan in Oyo State, Nigeria selected using stratified
random sampling technique.
Instruments
The study made use of a questionnaire which was divided into four sections. Section A focused
on the demographic information of the subjects covering sex, age, marital status and cadre among other things.
Section B centred on knowledge Management strategy (measuring system orientation strategy(items 1-4) and
human orientation strategy(items 5-8) based on prior works by Choi (2002) and Hsin-Jung (2007). The scale is
an eighth item questionnaires with Likert scoring format ranging from (SA) strongly agree (5) to (SD) strongly
disagree (1). The scale had a reliability Cronobach alpha value of 0.84.
Section C dealt with organizational learning. Organizational learning was measured in terms of
knowledge acquisition, knowledge distribution, knowledge interpretation, and organizational memory. This is a
twenty five item scale using a 5-point Likert scoring format ranging from strongly disagree=1 to strongly agree
=5. The first seven items dealt with knowledge acquisition, items 8 to 12 measured knowledge distribution,
items 13 to 17 measured knowledge interpretation and items 18 to 25 measured organizational memory. These
scales had reliability Cronobach alpha values of 0.77, 0.77, 0.82 and 0.84 respectively. Organizational learning
5. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.12, 2013
49
scale is based on prior work by Lopez et al (2005).
Organizational performance was measured in section D. The organizational performance scale is
adapted from a scale developed by khandwalla (1977) and David et. al (2002) which is an eighth item scale with
a Likert scoring format ranging from very high (6) to very low (1). The scale had a reliability Cronobach alpha
value of 0.87.
The instruments were revalidated and the Cronobach alpha reliability values gave the following results:
knowledge management: 0.79 , organizational learning: 0.93 and organizational performance: 0.78
Statistical Analysis
The biodata information was analysed using frequency counts and simple percentage. Hypothesis 1 was
tested using Multiple Analysis of Variance (MANOVA) while hypotheses 2 and 4 were analysed using
Canonical Correlation. Hypothesis 3 was tested using Multiple Regression
Results and Discussion
Hypotheses Testing
Hypothesis 1
There is no main and interactive effect of knowledge acquisition, knowledge distribution,
knowledge interpretation, organizational memory, system orientation strategy and human
orientation strategy on organizational performance.
Table 1: summary of the Multiple Analysis of Variance(MANOVA) showing main and interactive effect
of knowledge acquisition, knowledge distribution, knowledge interpretation,
organizational memory, system orientation strategy and human orientation strategy on
organizational performance
Variables F- Ratio Sig of
P
Canonical
Correlation
R2
Pearson
Correlation
Knowledge acquisition 2.120 .000 .6069 .3683 .216**
Knowledge distribution 2.486 .219**
knowledge interpretation 2.507 -.319*
Organizational memory 3.525 .502**
System orientation strategy 1.919 -.212**
Human orientation strategy 1.909 .312**
Table 1 shows the summary of the Multiple Analysis of Variance(MANOVA) showing main and
interactive effect of knowledge acquisition, knowledge distribution, knowledge interpretation, organizational
memory, system orientation strategy and human orientation strategy on organizational performance of Banks in
Oyo State. This contains multivariate tests for statistical significance, where tests namely, Pillais, Hotellings,
Wilks and Roy (see MANOVA analysis) all of which show that the model as a whole is statistically significant
at 1% level of significance. There is more than one way to combine the independent variable into a latent factor,
to combine the dependent variable into a latent factor, and to relate the two latent factors to one another. The first
canonical correlation is always the largest, because it was selected to maximize the associations between the two
sets of variables (perfomance variables on one hand and Organizational Learning and Knowledge Management
on the other hand). That’s the one that is usually reported for a canonical correlation analysis.
For this analysis, the canonical correlation is .6069. The implication of this is that there is a strong
positive correlation between the set of dependent variables and the respective set of independent variables. When
the variables are examined individually, knowledge acquisition (r = .216**, F = 2.120), knowledge distribution
(r = .219**, F = 2.486) and organizational memory (r = .502**, F = 3.525), Human orientation strategy (r
= .312**, F = 1.909) and System orientation strategy (r = -.212**, F = 1.919) are significant at .01 level while
knowledge interpretation (r = -.319*, F = 2.507). Of the entire independent variables, knowledge acquisition,
knowledge distribution, organizational memory and Human orientation strategy are positively related to
organizational performance while knowledge interpretation and System orientation strategy are negatively
related to organizational performance. With these we can conclusively say there is main and interactive effect of
knowledge acquisition, knowledge distribution, knowledge interpretation, organizational memory, system
orientation strategy and human orientation strategy on organizational performance of Banks in Oyo State.
Hypothesis 2
There is no significant relationship between organizational learning variables(knowledge
acquisition, knowledge distribution, knowledge interpretation, and organizational memory)
and organizational performance.
6. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.12, 2013
50
Table 2: Showing Canonical Correlation Between Organizational Learning Variables and
Organizational Performance.
Variable Mean Std.
Dev.
N
Pearson
R
Canon
corr
P Remark
Organizational performance
knowledge acquisition
knowledge distribution
knowledge interpretation
organizational memory
4.5224
4.0007
4.1570
4.1589
4.0118
.8662
.6931
.6895
.6901
.6908
106
106
106
106
106
.216**
.219**
-.319*
.502**
.59005
.009
.005
.015
.000
Sig
** Sig. at .01 level
* Sig. at .05 level
Table 2 shows the relationship between organizational learning variables (knowledge acquisition,
knowledge distribution, knowledge interpretation, and organizational memory) and organizational performance
of Banks in Oyo State. The analysis shows that there is a positive correlation between knowledge acquisition (r
= .216**, p = .009), knowledge distribution (r = .219**, p = .005) and organizational memory (r = .502**, p
= .000) and the dependent variable (Organizational performance) and are significant at .01 level of significance
while knowledge interpretation (r = -.319*, p = .015) is negatively related and is significant at .05 level of
significance. With these respective values, it means that 1% change in each of knowledge acquisition, knowledge
distribution, knowledge interpretation, and organizational memory respectively resulted in 21.6%, 21.9%,
50.2% and 31.9% change in organizational performance of Banks in Oyo State. As a result of this, we can
conclusively say that there is a significant relationship between organizational learning variables(knowledge
acquisition, knowledge distribution, knowledge interpretation, and organizational memory) and organizational
performance.
Hypothesis 3
knowledge acquisition, knowledge distribution, knowledge interpretation, organizational
memory, system orientation strategy and human orientation strategy cannot jointly and
independently predict organizational performance.
Table 3: Showing multiple regression of knowledge acquisition, knowledge distribution,
knowledge interpretation, organizational memory, system orientation strategy and
human orientation strategy on organizational performance.
Variables F- Ratio Sig
of P
R R2
Adj
R2
B t P
Knowledge acquisition 8.009 .000 .572 .327 .286 .198 2.191 .037
Knowledge distribution .563 4.987 .026
Knowledge interpretation -.927 -3.943 .048
Organizational memory .514 6.176 .000
System orientation strategy -.457 -2.208 .030
Human orientation strategy .451 2.191 .036
Table 3 shows the linear multiple regresssion among knowledge acquisition, knowledge distribution,
knowledge interpretation, organizational memory, system orientation strategy and human orientation strategy
and organizational performance of Banks in Oyo State. The result shows that knowledge acquisition, knowledge
distribution, knowledge interpretation, organizational memory, system orientation strategy and human
orientation strategy will jointly and independently predict organizational performance. F = 8.009; R = .572, R2
= .327, Adj. R2
= .286; P = .000). The independent/predictor variables jointly accounted for a variation of about
32.7% in organizational performance. When these variables were examined individually, the parameters of
knowledge acquisition (β = .198, P <.05), knowledge distribution (β =.563, P <.05), knowledge interpretation (β
= -.927, P = .48), organizational memory (β = .514, P < .05), system orientation strategy (β = -.457, P < .05) and
human orientation strategy (β = .451, P <.05) are respectively significant at 5% level of significance. The
tolerance value and Variance Inflation Factor (VIF) are within reasonable bound. With this result, we can
conclude that, knowledge acquisition, knowledge distribution, knowledge interpretation, organizational memory,
system orientation strategy and human orientation strategy jointly and independently predicted organizational
performance.
7. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.12, 2013
51
Hypothesis 4
There is no significant relationship between knowledge management strategy variables(system
orientation strategy and human orientation strategy) and organizational performance.
Table 4: Showing Canonical Correlation Between Organizational Learning Variables and
Organizational Performance.
Variable Mean Std. Dev. N Pearson
R
Canon
corr.
P Remark
Organizational performance
System orientation strategy
Human orientation strategy
4.5224
4.1198
4.1236
.8662
.7111
.7092
106
-.212**
.312**
.32276
.012
.002
Sig
Table 4 shows the relationship between knowledge management strategy variables (system orientation
strategy and human orientation strategy) and organizational performance of Banks in Oyo State. The analysis
shows that there is a positive correlation between Human orientation strategy (r = .312**, p = .002) and the
dependent variable (Organizational performance) while System orientation strategy (r = -.212**, p = .012) is
negatively related. Both are significant at .01 level of significance. With these respective values, it means that
1% change in each of system orientation strategy and human orientation strategy will respectively result in
21.2%, and 31.2% change in organizational performance of Banks in Oyo State. As a result of this, we can
conclusively say that there is a significant relationship between knowledge management strategy
variables(system orientation strategy and human orientation strategy) and organizational performance.
Concluding Remarks
This study has investigated the strategic impact of knowledge management and organizational learning
on the perceived performance of banks in Oyo State. This research revealed strong association between
organizational learning and bank performance. This means banks can gain sustained competitive advantage as
individuals and groups in the organization learn. Banks can also achieve superior performance if they can
acquire, store, disseminate and interprete effectively and efficiently new knowledge. This is in line with findings
by Idowu, (2013) who found out in her study that organizational learning is positively correlated with firm
performance.
Organizational learning which constitutes a complex capacity difficult to imitate and develop which is
useful in all the dimensions of the company's performance and can be considered a veritable source of
competitive advantage (Day, 1994; Slater, 1997). Among the benefits of organizational learning it is worth
mentioning, first, that it establishes a link between the organization and the environment which allows a
proactive behavior rather than a reactive one. Learning implies an improvement in response capacity through a
wider understanding of the environment (Sinkula, 1994).
This study also concluded that organizational learning variables(knowledge acquisition, knowledge
distribution, knowledge interpretation, and organizational memory) and knowledge management variables
(system orientation strategy and human orientation) were predictors of bank performance. All these variables
were found to be significant. Based on the these findings, banks and other organizations should strategically
work and improve their knowledge and learning base so as to improve their performance and in the long run gain
sustained competitive advantage.
References
Alavi, M. and Leidner, D. E. (2001), Review: Knowledge management and knowledge management systems:
conceptual foundations and research issues, MIS Quarterly, 25 (1), 107-136.
Andrew, L. S. G. (2005), Harnessing Knowledge for Innovation: An Integrated Management Framework,
Journal of Knowledge Management, 9 (4): 6-18.
Avital, M.and Vandenbosch, B. (2000). SAP implementation at metalica: an organizational drama in two acts.
Journal of Information Technology, vol. 15, pp. 183–194.
Barney, J. B. and Baysinger, B. (1990), The organization of schumpeterian innovation, Strategic Management in
High Technology Firms, 19 (2), 3-14.
Bixler, C.H. (2005). Developing a Foundation for a successful Knowledge Management System. In M.
Stankoshy. (Ed.).Creating the Discipline of Knowledge Management: The Latest in University Reserch
(pp.51-65).Amsterdam, Boston: Elsevier Butterworth-Heinemann.
Chen, M.L, Chen, K.J (2010). Relationships among Organizational Innovation, Learning and Knowledge
Management in the Information Technology Industry. Africa Journal of Business Management, 4(14),
3191-3200.
.Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. New Jersey: Prentice-Hall, Inc.
Choo, C. W. and Bontis, N; Eds. (2002). The Strategic Management of Intellectual Capital and Organizational
8. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.12, 2013
52
Knowledge.New York : Oxford University Press.
Daft, R. L. and Weick, K. E (1984). Toward a Model of Organization as Interpretation Systems. Academic
Management Review, 9, 284-295.
David, W., Chin,H.O and Victor, K. (2002). Strategic Human Resource Management and organizational
Performance in Singapore. Sage Publications,July/August.
Drucker, P.F. (1993). Post-Capitalist Society. New York: Harper Business.
Frappaolo, C. (2002). Knowledge Management. Oxford: Capstone Publishing Ltd.
Gable, G.G., Scott, J. and Davenport, T. (1998). Cooperative ERP life cycle knowledge management in
Edmundson, B. and Wilson, D. (eds.) Proceedings of the 9th Australian Conference on Information
Systems Association for Information Systems, pp. 227–240, Sydney, New South Wales, Australia.
Garratt, B. (1990). Creating a Learning Organization: A Guide to Leadership, Learning, and Development. New
York: Simon & Schuster.
Grant, R.M. (1996). Toward a Knowledge-Based Theory of the Firm. Strategic Management Journal, Vol. 17,
Winter Special Issue, pp. 109-122.
Holsapple, C.W., and Joshi, K.D. (2001). Organizational knowledge resource. Decision Support Systems, vol. 31,
pp. 39–54.
Huber, G. (1991) Organizational learning: contributing processes and the literature, Organizational Science, 2,
pp. 88 – 115.
Idowu, A.(2013). Organizational Learning, Innovativeness and Financial Performance of Small and Medium
Scale Enterprises(SMEs) in Nigeria. European Journal of Business and Management, International
Institute for Science, Technology and Education, New York, USA. Vol. 5, No 2 179-186.
Jerez-Góomez, Pilar, Céspedes-Lorente, José, Valle-Cabrera, Ramón. (2005). Organizational Learning
Capability: a proposal of measurement. Journal of Business Research, Vol. 58, No. 6, pp. 715-725.
Laurie, J. B. (1997), Harnessing the Power of Intellectual Capital, Training and Development, 51 (12): 25-30.
Lei, D., Slocum, J. W. and Pitts, R. A. (1999) Designing organizations for competitive advantage: the power of
unlearning and learning. Organizational Dynamics, 37(3), pp. 24 – 38.
Lopez S.P, Montes J.M, Jose C.V (2005) Human resource practices, organizational learning and business
performance, human resource development international, vol .8. no.2, 147- 164, June 2005.
Markus, L. (2001). Toward a theory of knowledge reuse: types of knowledge reuse situations and factors in
reuse success. Journal of Management Information Systems, vol. 18, pp. 57–93.
Nonaka, I. and Takeuchi, H. (1995) The Knowledge Creating Company: How Japanese Companies Create the
Dynamics of Innovation.New York: Oxford University Press.
Nonaka, I. and Takeuchi, H. (1995) The knowledge-creating company: How Japanese companies create the
dynamics of innovation. New York: Oxford University Press.
O’Dell, C. & Grayson, C. J. (1998), If only We Knew What We Know: Identification and Transfer of Internal
Best Practices, California Management Review, 40 (3), 154-174.
Pan, S.L., Newell, S., Huang, J. and Galliers, R.D. (2007). Overcoming knowledge management challenges
during ERP implementation: the need to integrate and share different types of knowledge, Journal of
the American Society for Information Science and Technology, vol. 58, pp. 404–419.
Polanyi, M. (1967) The tacit dimension. New York: Doubleday.
Reijers, H.A., Mans, R.S., and van der Toorn, R.A. (2009). Improved model management with aggregated
business process models, Data & Knowledge Engineering, vol. 68, pp. 221–243.
Sanderlands, L.E., Stablein, R.E. (1987) The concept of organization mind, in Bacharach, S.B., Bamberger, P.,
Tolbert, P., Torres, D., Lawler, E.J. (eds.) Research in the Sociology of Organizations. pp. 135–161,
Greenwich: JAI Press.
Sedera, D., and Gable, G.G. (2010). Knowledge Management Competence for Enterprise System Success.
Journal of Strategic Information Systems, vol. 19, pp. 296–306.
Senge, P. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York:
Doubleday.
Sinkula, J.M. (1994). Market Information Processing and Organizational Learning. Journal of Marketing, 58,
35-45.
Su, K.J., Huang, L.C., and Hsieh, H.L. (2004). The Development of a Knowledge Flow Paradigm in Engineering
Education: Empirical Research in Taiwanese Universities. World Transactions on Engineering and
Technology Education, Vol. 3, No. 1, pp. 125-128.
Thurow, L.C. (1996). The Future of Capitalism: How Today’s Economic Forces Shape Tomorrow’s World. New
York: William Morrow & Co.
9. Journal of Economics and Sustainable Development www.iiste.org
ISSN 2222-1700 (Paper) ISSN 2222-2855 (Online)
Vol.4, No.12, 2013
53
APPENDIX
Manova ( All indepedent variables and performance)
* * * * * * * * * * * * * * * * * A n a l y s i s o f V a r i a n c e -- Design 1 * * * * * * * * * *
EFFECT .. WITHIN CELLS Regression
Multivariate Tests of Significance (S = 6, M = 1/2, N = 45 )
Test Name Value Approx. F Hypoth. DF Error DF Sig. of F
Pillais .87558 2.07172 48.00 582.00 .000
Hotellings 1.21216 2.28122 48.00 542.00 .000
Wilks .35973 2.19760 48.00 456.74 .000
Roys .36826
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Eigenvalues and Canonical Correlations
Root No. Eigenvalue Pct. Cum. Pct. Canon Cor. Sq. Cor
1 .58293 48.09033 48.09033 .60685 .36826
2 .34453 28.42250 76.51283 .50621 .25624
3 .17612 14.52935 91.04218 .38697 .14975
4 .08577 7.07620 98.11838 .28107 .07900
5 .02216 1.82807 99.94645 .14724 .02168
6 .00065 .05355 100.00000 .02547 .00065
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
10. This academic article was published by The International Institute for Science,
Technology and Education (IISTE). The IISTE is a pioneer in the Open Access
Publishing service based in the U.S. and Europe. The aim of the institute is
Accelerating Global Knowledge Sharing.
More information about the publisher can be found in the IISTE’s homepage:
http://www.iiste.org
CALL FOR PAPERS
The IISTE is currently hosting more than 30 peer-reviewed academic journals and
collaborating with academic institutions around the world. There’s no deadline for
submission. Prospective authors of IISTE journals can find the submission
instruction on the following page: http://www.iiste.org/Journals/
The IISTE editorial team promises to the review and publish all the qualified
submissions in a fast manner. All the journals articles are available online to the
readers all over the world without financial, legal, or technical barriers other than
those inseparable from gaining access to the internet itself. Printed version of the
journals is also available upon request of readers and authors.
IISTE Knowledge Sharing Partners
EBSCO, Index Copernicus, Ulrich's Periodicals Directory, JournalTOCS, PKP Open
Archives Harvester, Bielefeld Academic Search Engine, Elektronische
Zeitschriftenbibliothek EZB, Open J-Gate, OCLC WorldCat, Universe Digtial
Library , NewJour, Google Scholar