Research Article
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Year 2017, , 125 - 133, 30.06.2017
https://doi.org/10.17261/Pressacademia.2017.501

Abstract

References

  • Nonaka, I., Kodama, M., Hirose, A., and Kohlbacher, F. (2014). Dynamic fractal organizations for promoting knowledge-based transformation–A new paradigm for organizational theory. European Management Journal, 32(1), 137-146.
  • Haan, S. A., and Kloub, M. A. (2013). Impact of organizational structure on knowledge management in the Jordanian insurance companies: from the perspective of the supervisory leadership. International Journal of Business and Social Science, 4(11).
  • Tilchin, O., and Essawi, M. (2013). Knowledge Management through Organizational Culture Change. International Journal of Business Administration, 4(5), 24.
  • Al Awamlah, H. S. (2013). The Impact of Organizational Justice at Organizational Conflict Level between Its Parties: A Field Study in Jordan Public Administration. International Journal of Business Administration, 4(6), 62.
  • Saeed, B. B., and Wang, W. (2013). Organisational diagnoses: a survey of the literature and proposition of a new diagnostic model. International Journal of Information Systems and Change Management, 6(3), 222-238.
  • Tompson, H. B., and Tompson, G. H. J. (2013). The focus of leadership development in MNCs. BOOK REVIEW: THE MYTH OF LEADERSHIP (2004) BY JS NIELSEN, 8(1), 6.
  • Tubigi, M. A., and Alshawi, S. N. (2012). The impact of knowledge management processes on organisational performance.
  • Von Krogh, G., Nonaka, I., and Rechsteiner, L. (2012). Leadership in organizational knowledge creation: a review and framework. Journal of Management Studies, 49(1), 240-277.
  • Tubigi, M. A., and Alshawi, S. N. (2012). The impact of knowledge management processes on organisational performance.
  • Mahmoudsalehi, M., Moradkhannejad, R., and Safari, K. (2012). How knowledge management is affected by organizational structure. The Learning Organization, 19(6), 518-528.
  • Damanpour, Fariborz, and Deepa Aravind. "Managerial innovation: Conceptions, processes, and antecedents." Management and Organization Review 8, no. 2 (2012): 423-454.
  • Zaied, A. N. H. (2012). An integrated knowledge management capabilities framework for assessing organizational performance. International Journal of Information Technology and Computer Science (IJITCS), 4(2), 1.
  • Gavrea, C., Ilies, L., and Stegerean, R. (2011). Determinants of organizational performance: The case of Romania. Management and Marketing, 6(2), 285.
  • López-Nicolás, C., and Meroño-Cerdán, Á. L. (2011). Strategic knowledge management, innovation and performance. International journal of information management, 31(6), 502-509.
  • Mitchell, R., and Boyle, B. (2010). Knowledge creation measurement methods. Journal of Knowledge Management, 14(1), 67-82.
  • Bratianu, C., and Orzea, I. (2010, March). Tacit knowledge sharing in organizational knowledge dynamics. In Proceedings of the 2nd European Conference on Intellectual Capital (pp. 107-1114).
  • Bowen, Frances E., Mahdi Rostami, and Piers Steel. "Timing is everything: A meta-analysis of the relationships between organizational performance and innovation." Journal of Business Research 63, no. 11 (2010): 1179-1185.
  • Shoham, S., and Perry, M. (2009). Knowledge management as a mechanism for technological and organizational change management in Israeli universities. Higher education, 57(2), 227-246.
  • Zack, M., McKeen, J., and Singh, S. (2009). Knowledge management and organizational performance: an exploratory analysis. Journal of knowledge management, 13(6), 392-409.
  • Althahr, Naim, (2009),"Knowledge Management", Irbid, modern world of books for publication and distribution, Amman, Jadara World Book Publishing and Distribution.
  • Marks, G., Hooghe, L., and Schakel, A. H. (2008). Patterns of regional authority. Regional and Federal Studies, 18(2-3), 167-181.
  • Seidler-de Alwis, R., and Hartmann, E. (2008). The use of tacit knowledge within innovative companies: knowledge management in innovative enterprises. Journal of knowledge Management, 12(1), 133-147.
  • Jasimuddin, S. M. (2008). A holistic view of knowledge management strategy. Journal of Knowledge Management, 12(2), 57-66.
  • Faulconbridge, J. R., Beaverstock, J. V., Muzio, D., and Taylor, P. J. (2007). Global law firms: Globalization and organizational spaces of crossborder legal work. Nw. J. Int'l L. and Bus., 28, 455.
  • Zaim, H., Tatoglu, E., and Zaim, S. (2007). Performance of knowledge management practices: a causal analysis. Journal of knowledge management, 11(6), 54-67.
  • Frese, M., Garst, H., and Fay, D. (2007). Making things happen: reciprocal relationships between work characteristics and personal initiative in a four-wave longitudinal structural equation model. Journal of Applied Psychology, 92(4), 1084.
  • Velcu, O. (2007). Exploring the effects of ERP systems on organizational performance: Evidence from Finnish companies. Industrial Management and Data Systems, 107(9), 1316-1334.
  • King, W. R. (2007). A research agenda for the relationships between culture and knowledge management. Knowledge and process management, 14(3), 226-236.
  • Palacios Marqués, D., and José Garrigós Simón, F. (2006). The effect of knowledge management practices on firm performance. Journal of Knowledge Management, 10(3), 143-156.
  • Tsui, A. S., Zhang, Z. X., Wang, H., Xin, K. R., and Wu, J. B. (2006). Unpacking the relationship between CEO leadership behavior and organizational culture. The Leadership Quarterly, 17(2), 113-137.
  • Smith, K. G., Collins, C. J., and Clark, K. D. (2005). Existing knowledge, knowledge creation capability, and the rate of new product introduction in high-technology firms. Academy of management Journal, 48(2), 346-357.
  • Darroch, J. (2005). Knowledge management, innovation and firm performance. Journal of knowledge management, 9(3), 101-115.
  • Mortensen, P. S., and Bloch, C. W. (2005). Oslo Manual-Guidelines for collecting and interpreting innovation data. Organisation for Economic Cooporation and Development, OECD.
  • McCann, J. (2004). Organizational effectiveness: Changing concepts for changing environments. People and Strategy, 27(1), 42.
  • Sher, P. J., and Lee, V. C. (2004). Information technology as a facilitator for enhancing dynamic capabilities through knowledge management. Information and management, 41(8), 933-945.
  • Lawson‐Borders, G. (2003). Integrating new media and old media: Seven observations of convergence as a strategy for best practices in media organizations. International Journal on Media Management, 5(2), 91-99.
  • Choi, B., and Lee, H. (2003). An empirical investigation of KM styles and their effect on corporate performance. Information and Management, 40(5), 403-417.
  • Bryant, S. E. (2003). The role of transformational and transactional leadership in creating, sharing and exploiting organizational knowledge. Journal of Leadership and Organizational Studies, 9(4), 32-44.
  • Darroch, J., and McNaughton, R. (2003). Beyond market orientation: Knowledge management and the innovativeness of New Zealand firms. European journal of Marketing, 37(3/4), 572-593.
  • Lee, H., and Choi, B. (2003). Knowledge management enablers, processes, and organizational performance: An integrative view and empirical examination. Journal of management information systems, 20(1), 179-228.
  • Dehning, B., and Richardson, V. J. (2002). Returns on investments in information technology: A research synthesis. Journal of Information Systems, 16(1), 7-30.
  • Schulz, M., and Jobe, L. A. (2001). Codification and tacitness as knowledge management strategies: an empirical exploration. The Journal of High Technology Management Research, 12(1), 139-165.
  • Bollinger, A. S., and Smith, R. D. (2001). Managing organizational knowledge as a strategic asset. Journal of knowledge management, 5(1), 8-18.
  • Eisenhardt, K. M., and Martin, J. A. (2000). Dynamic capabilities: what are they?. Strategic management journal, 21(10-11), 1105-1121.
  • Cross, R., and Baird, L. (2000). Technology is not enough: Improving performance by building organizational memory. MIT Sloan Management Review, 41(3), 69.
  • Gupta, B., Iyer, L. S., and Aronson, J. E. (2000). Knowledge management: practices and challenges. Industrial Management and Data Systems, 100(1), 17-21.
  • Cook, S.D.N. and Brown, J. S. Bridging Epistemologies: The Generative Dance between Organizational Knowledge and Organizational Knowing. Organization Science, (10:4) 1999, pp. 381-400.
  • Nonaka, I., Umemoto, K., and Senoo, D. "From information processing to knowledge creation: A paradigm shift in business management," Technology in Society (18:2) 1996, pp 203-218.
  • Nonaka, I., and Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford university press.
  • Ring, P. S., and Van de Ven, A. H. (1994). Developmental processes of cooperative inter organizational relationships. Academy of management review, 19(1), 90-118.
  • Nonaka, I. "A Dynamic Theory of Organizational Knowledge Creation," Organization Science (5:1), Feb 1994, pp 14-37.
  • Nonaka, I., Byosiere, P., Borucki, C. C., and Konno, N. (1994). Organizational knowledge creation theory: a first comprehensive test. International Business Review, 3(4), 337-351.
  • Drucker, P. (1992). The society of organizations. Harvard business review, 95-104.
  • Cameron, K. (1983). Organizational effectiveness. John Wiley and Sons, Ltd.
  • Weiner, N., and Mahoney, T. A. (1981). A model of corporate performance as a function of environmental, organizational, and leadership influences. Academy of management Journal, 24(3), 453-470.
  • Seashore, S. E., and Yuchtman, E. (1967). Factorial analysis of organizational performance. Administrative Science Quarterly, 377-395.

ROLE OF KNOWLEDGE MANAGEMENT IN ACHIEVING ORGANIZATIONAL PERFORMANCE: PROPOSED FRAMEWORK THROUGH LITERATURE SURVEY

Year 2017, , 125 - 133, 30.06.2017
https://doi.org/10.17261/Pressacademia.2017.501

Abstract

Purpose- Keeping in view the increasing demand of knowledge
management, Researchers has recognized the need for structures for appraising
the influence of knowledge management (KM) on organizational performance (OP).
Despite of the wide performances of KM, at present there is no uniform
structure for evaluating the OP. The basic intent of this study / research is
to plan the appropriate methodologies to evaluate the impact of KM to enhance
OP. 

Methodology- At the end of this paper, the
author proposes a theoretical model based on comprehensive and inclusive
researches in the extent of KM and OP. 

Findings- Through a wide-ranging
organization of KM practices, the probable model discovers the influence of
each KM practice on enlightening the level of OP. 







Conclusion- The suggested model can play an
important part in the management of the processes of KM execution in order to
explore as it affects on OP. 

References

  • Nonaka, I., Kodama, M., Hirose, A., and Kohlbacher, F. (2014). Dynamic fractal organizations for promoting knowledge-based transformation–A new paradigm for organizational theory. European Management Journal, 32(1), 137-146.
  • Haan, S. A., and Kloub, M. A. (2013). Impact of organizational structure on knowledge management in the Jordanian insurance companies: from the perspective of the supervisory leadership. International Journal of Business and Social Science, 4(11).
  • Tilchin, O., and Essawi, M. (2013). Knowledge Management through Organizational Culture Change. International Journal of Business Administration, 4(5), 24.
  • Al Awamlah, H. S. (2013). The Impact of Organizational Justice at Organizational Conflict Level between Its Parties: A Field Study in Jordan Public Administration. International Journal of Business Administration, 4(6), 62.
  • Saeed, B. B., and Wang, W. (2013). Organisational diagnoses: a survey of the literature and proposition of a new diagnostic model. International Journal of Information Systems and Change Management, 6(3), 222-238.
  • Tompson, H. B., and Tompson, G. H. J. (2013). The focus of leadership development in MNCs. BOOK REVIEW: THE MYTH OF LEADERSHIP (2004) BY JS NIELSEN, 8(1), 6.
  • Tubigi, M. A., and Alshawi, S. N. (2012). The impact of knowledge management processes on organisational performance.
  • Von Krogh, G., Nonaka, I., and Rechsteiner, L. (2012). Leadership in organizational knowledge creation: a review and framework. Journal of Management Studies, 49(1), 240-277.
  • Tubigi, M. A., and Alshawi, S. N. (2012). The impact of knowledge management processes on organisational performance.
  • Mahmoudsalehi, M., Moradkhannejad, R., and Safari, K. (2012). How knowledge management is affected by organizational structure. The Learning Organization, 19(6), 518-528.
  • Damanpour, Fariborz, and Deepa Aravind. "Managerial innovation: Conceptions, processes, and antecedents." Management and Organization Review 8, no. 2 (2012): 423-454.
  • Zaied, A. N. H. (2012). An integrated knowledge management capabilities framework for assessing organizational performance. International Journal of Information Technology and Computer Science (IJITCS), 4(2), 1.
  • Gavrea, C., Ilies, L., and Stegerean, R. (2011). Determinants of organizational performance: The case of Romania. Management and Marketing, 6(2), 285.
  • López-Nicolás, C., and Meroño-Cerdán, Á. L. (2011). Strategic knowledge management, innovation and performance. International journal of information management, 31(6), 502-509.
  • Mitchell, R., and Boyle, B. (2010). Knowledge creation measurement methods. Journal of Knowledge Management, 14(1), 67-82.
  • Bratianu, C., and Orzea, I. (2010, March). Tacit knowledge sharing in organizational knowledge dynamics. In Proceedings of the 2nd European Conference on Intellectual Capital (pp. 107-1114).
  • Bowen, Frances E., Mahdi Rostami, and Piers Steel. "Timing is everything: A meta-analysis of the relationships between organizational performance and innovation." Journal of Business Research 63, no. 11 (2010): 1179-1185.
  • Shoham, S., and Perry, M. (2009). Knowledge management as a mechanism for technological and organizational change management in Israeli universities. Higher education, 57(2), 227-246.
  • Zack, M., McKeen, J., and Singh, S. (2009). Knowledge management and organizational performance: an exploratory analysis. Journal of knowledge management, 13(6), 392-409.
  • Althahr, Naim, (2009),"Knowledge Management", Irbid, modern world of books for publication and distribution, Amman, Jadara World Book Publishing and Distribution.
  • Marks, G., Hooghe, L., and Schakel, A. H. (2008). Patterns of regional authority. Regional and Federal Studies, 18(2-3), 167-181.
  • Seidler-de Alwis, R., and Hartmann, E. (2008). The use of tacit knowledge within innovative companies: knowledge management in innovative enterprises. Journal of knowledge Management, 12(1), 133-147.
  • Jasimuddin, S. M. (2008). A holistic view of knowledge management strategy. Journal of Knowledge Management, 12(2), 57-66.
  • Faulconbridge, J. R., Beaverstock, J. V., Muzio, D., and Taylor, P. J. (2007). Global law firms: Globalization and organizational spaces of crossborder legal work. Nw. J. Int'l L. and Bus., 28, 455.
  • Zaim, H., Tatoglu, E., and Zaim, S. (2007). Performance of knowledge management practices: a causal analysis. Journal of knowledge management, 11(6), 54-67.
  • Frese, M., Garst, H., and Fay, D. (2007). Making things happen: reciprocal relationships between work characteristics and personal initiative in a four-wave longitudinal structural equation model. Journal of Applied Psychology, 92(4), 1084.
  • Velcu, O. (2007). Exploring the effects of ERP systems on organizational performance: Evidence from Finnish companies. Industrial Management and Data Systems, 107(9), 1316-1334.
  • King, W. R. (2007). A research agenda for the relationships between culture and knowledge management. Knowledge and process management, 14(3), 226-236.
  • Palacios Marqués, D., and José Garrigós Simón, F. (2006). The effect of knowledge management practices on firm performance. Journal of Knowledge Management, 10(3), 143-156.
  • Tsui, A. S., Zhang, Z. X., Wang, H., Xin, K. R., and Wu, J. B. (2006). Unpacking the relationship between CEO leadership behavior and organizational culture. The Leadership Quarterly, 17(2), 113-137.
  • Smith, K. G., Collins, C. J., and Clark, K. D. (2005). Existing knowledge, knowledge creation capability, and the rate of new product introduction in high-technology firms. Academy of management Journal, 48(2), 346-357.
  • Darroch, J. (2005). Knowledge management, innovation and firm performance. Journal of knowledge management, 9(3), 101-115.
  • Mortensen, P. S., and Bloch, C. W. (2005). Oslo Manual-Guidelines for collecting and interpreting innovation data. Organisation for Economic Cooporation and Development, OECD.
  • McCann, J. (2004). Organizational effectiveness: Changing concepts for changing environments. People and Strategy, 27(1), 42.
  • Sher, P. J., and Lee, V. C. (2004). Information technology as a facilitator for enhancing dynamic capabilities through knowledge management. Information and management, 41(8), 933-945.
  • Lawson‐Borders, G. (2003). Integrating new media and old media: Seven observations of convergence as a strategy for best practices in media organizations. International Journal on Media Management, 5(2), 91-99.
  • Choi, B., and Lee, H. (2003). An empirical investigation of KM styles and their effect on corporate performance. Information and Management, 40(5), 403-417.
  • Bryant, S. E. (2003). The role of transformational and transactional leadership in creating, sharing and exploiting organizational knowledge. Journal of Leadership and Organizational Studies, 9(4), 32-44.
  • Darroch, J., and McNaughton, R. (2003). Beyond market orientation: Knowledge management and the innovativeness of New Zealand firms. European journal of Marketing, 37(3/4), 572-593.
  • Lee, H., and Choi, B. (2003). Knowledge management enablers, processes, and organizational performance: An integrative view and empirical examination. Journal of management information systems, 20(1), 179-228.
  • Dehning, B., and Richardson, V. J. (2002). Returns on investments in information technology: A research synthesis. Journal of Information Systems, 16(1), 7-30.
  • Schulz, M., and Jobe, L. A. (2001). Codification and tacitness as knowledge management strategies: an empirical exploration. The Journal of High Technology Management Research, 12(1), 139-165.
  • Bollinger, A. S., and Smith, R. D. (2001). Managing organizational knowledge as a strategic asset. Journal of knowledge management, 5(1), 8-18.
  • Eisenhardt, K. M., and Martin, J. A. (2000). Dynamic capabilities: what are they?. Strategic management journal, 21(10-11), 1105-1121.
  • Cross, R., and Baird, L. (2000). Technology is not enough: Improving performance by building organizational memory. MIT Sloan Management Review, 41(3), 69.
  • Gupta, B., Iyer, L. S., and Aronson, J. E. (2000). Knowledge management: practices and challenges. Industrial Management and Data Systems, 100(1), 17-21.
  • Cook, S.D.N. and Brown, J. S. Bridging Epistemologies: The Generative Dance between Organizational Knowledge and Organizational Knowing. Organization Science, (10:4) 1999, pp. 381-400.
  • Nonaka, I., Umemoto, K., and Senoo, D. "From information processing to knowledge creation: A paradigm shift in business management," Technology in Society (18:2) 1996, pp 203-218.
  • Nonaka, I., and Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford university press.
  • Ring, P. S., and Van de Ven, A. H. (1994). Developmental processes of cooperative inter organizational relationships. Academy of management review, 19(1), 90-118.
  • Nonaka, I. "A Dynamic Theory of Organizational Knowledge Creation," Organization Science (5:1), Feb 1994, pp 14-37.
  • Nonaka, I., Byosiere, P., Borucki, C. C., and Konno, N. (1994). Organizational knowledge creation theory: a first comprehensive test. International Business Review, 3(4), 337-351.
  • Drucker, P. (1992). The society of organizations. Harvard business review, 95-104.
  • Cameron, K. (1983). Organizational effectiveness. John Wiley and Sons, Ltd.
  • Weiner, N., and Mahoney, T. A. (1981). A model of corporate performance as a function of environmental, organizational, and leadership influences. Academy of management Journal, 24(3), 453-470.
  • Seashore, S. E., and Yuchtman, E. (1967). Factorial analysis of organizational performance. Administrative Science Quarterly, 377-395.
There are 56 citations in total.

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Journal Section Articles
Authors

Muhammad Yousaf Jamil This is me

Publication Date June 30, 2017
Published in Issue Year 2017

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APA Jamil, M. Y. (2017). ROLE OF KNOWLEDGE MANAGEMENT IN ACHIEVING ORGANIZATIONAL PERFORMANCE: PROPOSED FRAMEWORK THROUGH LITERATURE SURVEY. Journal of Business Economics and Finance, 6(2), 125-133. https://doi.org/10.17261/Pressacademia.2017.501

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