Araştırma Makalesi
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Sivil Toplum Kuruluşlarının (STK) Performans Gelişiminde Bilgi Yönetimi (BY) Stratejilerinin Rolü: Filistin Vaka Çalışması

Yıl 2020, Cilt: 34 Sayı: 4, 723 - 743, 30.12.2020
https://doi.org/10.24146/tk.786237

Öz

Bu çalışmanın amacı STK'ların performansını artırmada bilgi yönetimi stratejilerinin rolünü araştırmaktır. Nicel araştırma tekniğinin kullanıldığı bu araştırmanın poülasyonuuFilistin’deki toplam 1.200 aktif yerel ve uluslararası STK'lar oluşturmaktadır. 291 anketin dikkate alındığı çalışmanın ampirik kısmında, STK yöneticilerinden veya -temsilcilerinden 228 anket toplanmıiştır. Verilerin güvenilirliğini ve geçerliliğini değerlendirmek ve değişkenler arası korelasyonlara bakmak için için yapılan istatistiksel analizler doğrultusunda, hipotezler test edilmiştir. Elde edilen sonuçlara gore örgütsel süreç/işlevlerin hem kodlama hemde kişiselleştirme stratejilerine etki ettiği görülmüştür. Ayrıca kişiselleştirme stratejisinin finansal sürdürülebilirliğe etkisi görülmüştür. Son olarak hem kodlama hemde kişiselleştirme stratejilerinin projeveya program performansına etki ettiği ortaya çıkmıştır. Araştırmadan elde dilen sonuçlara gore çalışmada, hem akademisyenlere hemde Filistindeki STK yöneticileri ve temsilcilerine kimi önermelerde bulunulmuştur.

Kaynakça

  • Aboramadan, M., & Borgonovi, E. (2016). Strategic management practices as a key determinant of superior Non-Governmental Organizations Performance. Problems of management in the 21st century, 11(2), 71-92.‏
  • Aboramadan, M. (2018). NGOs management: a roadmap to effective practices. Journal of Global Responsibility.‏
  • Abuaddous, H. Y., Al Sokkar, A. A., & Abualodous, B. I. (2018). The Impact of Knowledge Management on Organizational Performance. International Journal of Advanced Computer Science and Applications, 9(4), 204-208.‏
  • Akadiri, O. P. (2011). Development of a multi-criteria approach for the selection of sustainable materials for building projects (Doctoral dissertation, University of Wolverhampton).‏
  • Andreasen, A. R., Kotler, P., & Parker, D. (2008). Strategic marketing for nonprofit organizations.‏
  • Andy, F. (2000). Discovering statistics using spss for windows: Advanced techniques for the beginner.‏
  • Barman, E. (2007). What is the bottom line for nonprofit organizations? A history of measurement in the British voluntary sector. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 18(2), 101-115.‏
  • Brauner, E., & Becker, A. (2006). Beyond knowledge sharing: the management of transactive knowledge systems. Knowledge and process management, 13(1), 62-71.‏
  • Buckmaster, N. (1999). Associations between outcome measurement, accountability and learning for non‐profit organisations. International Journal of Public Sector Management.‏
  • Cannon, L. (1999). Life beyond aid: Twenty strategies to help make NGO's sustainable. Initiative for Participatory Development.‏
  • Carman, J. G. (2007). Evaluation practice among community-based organizations: Research into the reality. American Journal of evaluation, 28(1), 60-75.‏
  • Cavusoglu, B. (2016). Knowledge Economy and North Cyprus. Procedia Economics and Finance, 39, 720-724.‏
  • Collins, C. J., & Clark, K. D. (2003). Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of management Journal, 46(6), 740-751.‏
  • Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business Press.‏
  • Drucker, P. F. (1990). The emerging theory of manufacturing. Harvard Business Review, 68(3), 94-102.‏
  • Dutta, S. (1997). Strategies for implementing knowledge-based systems. IEEE Transactions on Engineering Management, 44(1), 79-90.‏
  • Epstein, M. J., & Buhovac, A. R. (2009). Improving performance measurement: not-for-profit organizations.‏
  • Fine, T., & Snyder, L. (1999). What is the difference between performance measurement and benchmarking. Public Management, 81(1), 24-25.‏
  • Gakuo, E. W., & Rotich, G. (2017). Effect of strategic knowledge management on performance of commercial banks in Kenya. International academic journal of human resource and business administration, 2(3), 19-45.‏
  • Gammelgaard, J., & Ritter, T. (2005). The knowledge retrieval matrix: codification and personification as separate strategies. Journal of Knowledge Management.‏
  • Gholami, M. H., Asli, M. N., Nazari-Shirkouhi, S., & Noruzy, A. (2013). Investigating the influence of knowledge management practices on organizational performance: an empirical study. Acta Polytechnica Hungarica, 10(2), 205-216.‏
  • Greiner, M. E., Böhmann, T., & Krcmar, H. (2007). A strategy for knowledge management. Journal of knowledge management.‏
  • Hair Jr, J. F. Multivariate Data Analysis Joseph F. Hair Jr. William C. Black Barry J. Babin Rolph E. Anderson (2014). Seventh Edition.‏
  • Hansen, M. T., Nohria, N., & Tierney, T. (1999). What’s your strategy for managing knowledge. The knowledge management yearbook 2000–2001, 77(2), 106-116.‏
  • Jaber, O., & Caglar, D. (2017). The Role of Organizational Learning as a Mediator in Investigating the Relationship between Knowledge Management and Organizational Performance: The Case of Banks Listed in the Stocks Exchange of Palestine. International Journal of Economic Perspectives, 11(1). ‏ Kendall, J., & Knapp, M. (2000). Measuring the performance of voluntary organizations. Public Management Review, 2(1), 105-132.‏
  • Keskin, H. (2005). The relationships between explicit and tacit oriented KM strategy, and firm performance.‏
  • Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and psychological measurement, 30(3), 607-610.‏
  • Kumar, J. A., & Ganesh, L. S. (2011). Balancing knowledge strategy: codification and personalization during product development. Journal of Knowledge Management.‏
  • Lecy, J. D., Schmitz, H. P., & Swedlund, H. (2012). Non-governmental and not-for-profit organizational effectiveness: A modern synthesis. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 23(2), 434-457.‏
  • Lewis, T. (2009). Practical financial management for NGOs-Mango. Management Accounting for Non-Governmental Organizations.‏
  • Liebowitz, J. (2016). Beyond knowledge management: What every leader should know. Auerbach Publications.‏
  • Lindenberg, M., & Bryant, C. (2001). Going global: Transforming relief and development NGOs (p. 220). Bloomfield, CT: Kumarian Press.‏
  • Liu, H., Chai, K. H., & Nebus, J. F. (2013). Balancing codification and personalization for knowledge reuse: a Markov decision process approach. Journal of Knowledge Management.‏
  • Malhotra, Y. (2004). Why knowledge management systems fail: enablers and constraints of knowledge management in human enterprises. In Handbook on Knowledge Management 1 (pp. 577-599). Springer, Berlin, Heidelberg.‏
  • Maroofi, F., Nayebi, H., & Dehghani, M. (2013). Strategic Knowledge Management, Innovation and Performance. International Journal of Research in Social Sciences, 3(3), 27-37.
  • Mekonnen, L. (2017). The Role of Knowledge Management in Enhancing Organizational Performance; The Case of Selected International NGOs Operating in Addis Ababa (Doctoral dissertation, Addis Ababa University).‏
  • Miller, J. (2007). An effective performance measurement system: Developing an effective performance measurement system for city of Elmira sub-grantees. Unpublished manuscript, New York: Binghamton University, State University of New York.‏
  • Morley, E., Hatry, H. P., & Vinson, E. (2001). Outcome measurement in nonprofit organizations: Current practices and recommendations. Washington, DC: Independent Sector.‏
  • Muliro, J. (2017). Assessment of the Key Success Factors Of Strategic Knowledge Management That Influence Organizational Performance: A Case of the World Agroforestry Centre (Doctoral dissertation, United States International University-Africa).‏
  • Ng, A. H. H., Yip, M. W., Binti Din, S., & Bakar, N. A. (2012). Integrated knowledge management strategy: a preliminary literature review. Procedia-Social and Behavioral Sciences, 57, 209-214.‏
  • Olimpia, N. (2014). Some Reflections on Knowledge Management within NGOs. Ovidius University Annals, Series Economic Sciences, 14(2).‏
  • Onyango, D. A. (2016). Knowledge management capabilities and performance of international humanitarian organizations in Kenya. Doctoral dissertation, Nairobi: University of Nairobi.‏
  • Pallant, J. (2007). SPSS survival manual, 3rd. Edition. McGrath Hill, 15.‏
  • Pandey, S. C., & Dutta, A. (2013). Role of knowledge infrastructure capabilities in knowledge management. Journal of knowledge management.‏
  • Poister, T. H. (2008). Measuring performance in public and nonprofit organizations. John Wiley & Sons.‏
  • Poole, D. L., Nelson, J., Carnahan, S., Chepenik, N. G., & Tubiak, C. (2000). Evaluating performance measurement systems in nonprofit agencies: The program accountability quality scale (PAQS). American Journal of Evaluation, 21(1), 15-26.‏
  • Pratibha Sharma, B Com, Qualified CMA Asst. December 2012 Consultant (Strategy and Finance group), Browne & Mohan Bangalore. Performance Measurement in NGOs. The Management Accountant.
  • Ramadan, M. A., & Borgonovi, E. (2015). Performance measurement and management in non-governmental organizations. IOSR Journal of Business and Management, 17(2), 70-765.‏
  • Ritchie, W. J., & Kolodinsky, R. W. (2003). Nonprofit organization financial performance measurement: An evaluation of new and existing financial performance measures. Nonprofit Management and Leadership, 13(4), 367-381.‏
  • Sağsan, M. (2006, July). A new life cycle model for processing of knowledge management. In 2nd International Congress of Business, Management and Economics (pp. 15-18).‏
  • Sagsan, M. (2009). Knowledge management discipline: Test for an undergraduate program in Turkey. Electronic Journal of Knowledge Management, 7(5).‏
  • Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach. John Wiley & Sons.‏
  • Storey, C., & Kahn, K. B. (2010). The role of knowledge management strategies and task knowledge in stimulating service innovation. Journal of service research, 13(4), 397-410.‏
  • Tabachnick, B., & Fidell, L. (2013). Using multivariate statistics: Pearson new international edition. International edition of sixth edition. ed: United Kingdom: Pearson Education.‏
  • Teelken, C. (2008). The intricate implementation of performance measurement systems: exploring developments in professional-service organizations in the Dutch non-profit sector. International Review of Administrative Sciences, 74(4), 615-635.‏
  • Tom, B., & Frentzel, B. (2005). Performance-Based Management Builds Support & Funding. Nonprofit World, 23(6), 28.‏
  • Tseng, M. L. (2010). An assessment of cause and effect decision-making model for firm environmental knowledge management capacities in uncertainty. Environmental monitoring and assessment, 161(1-4), 549-564.‏
  • Uriarte, F. A. (2008). Introduction to Knowledge Management, the ASEAN Foundation. Jakarta, Indonesia,.‏
  • Venkitachalam, K., & Willmott, H. (2017). Strategic knowledge management—Insights and pitfalls. International Journal of Information Management, 37(4), 313-316.‏
  • Wai, Y., Chai, D., Booker, L., & Songip, A. (2010). Influence of soft elements on KM implementation in Malaysian higher learning institutions. Journal of Knowledge Management Practice, 11(3).‏
  • Wiig, K. M. (1994). Knowledge Management Foundations: Thinking about Thinking-how People and Organizations Represent, Create, and Use Knowledge. Schema Press, Limited.‏
  • Zack, M. H. (1999). Developing a knowledge strategy. California management review, 41(3), 125-145.‏
  • Zack, M. H. (2002). Developing a knowledge strategy: Epilogue. The strategic management of intellectual capital and organizational knowledge: A collection of readings, 277-295.‏
  • Zanjani, M. S., Mehrasa, S., & Modiri, M. (2008, September). Organizational dimensions as determinant factors of KM approaches in SMEs. In Proceedings of World Academy of Science, Engineering and Technology (Vol. 35, No. 1, p. 390).‏

The Role of Knowledge Management (KM) Strategies in Enhancing Non-Governmental Organizations' (NGOs’) Performance: A Case Study in Palestine

Yıl 2020, Cilt: 34 Sayı: 4, 723 - 743, 30.12.2020
https://doi.org/10.24146/tk.786237

Öz

The purpose of this study is to investigate the role of knowledge management strategies in enhancing NGOs’ performance. Descriptive research is followed in this study as well as a quantitative methodology design based on an electronic questionnaire survey to collect data. The research population consists of a total of 1,200 local and international NGOs that are active throughout the Palestinian Territories. A total number of 291 questionnaires were distributed to managers of NGOs or their representatives a total of 228 responses were received. The validity and reliability of the collected data were evaluated, which was used for statistical analysis. The researcher used SPSS (Statistical Package for Social Science) version 25.00 to evaluate these hypotheses. The research results demonstrate that the knowledge management strategies of “codification” and “personalization” are significantly affecting the selected NGOs' performance indicators in Palestine in terms of financial sustainability, organization process/function, and program/project performance. However, the hypothesis of the impact of the codification strategy on financial sustainability was dropped from the model due to a lack of significance. The study recommends that decision-makers in NGOs in Palestine should apply knowledge management strategies as a means of increasing organizational performance.

Kaynakça

  • Aboramadan, M., & Borgonovi, E. (2016). Strategic management practices as a key determinant of superior Non-Governmental Organizations Performance. Problems of management in the 21st century, 11(2), 71-92.‏
  • Aboramadan, M. (2018). NGOs management: a roadmap to effective practices. Journal of Global Responsibility.‏
  • Abuaddous, H. Y., Al Sokkar, A. A., & Abualodous, B. I. (2018). The Impact of Knowledge Management on Organizational Performance. International Journal of Advanced Computer Science and Applications, 9(4), 204-208.‏
  • Akadiri, O. P. (2011). Development of a multi-criteria approach for the selection of sustainable materials for building projects (Doctoral dissertation, University of Wolverhampton).‏
  • Andreasen, A. R., Kotler, P., & Parker, D. (2008). Strategic marketing for nonprofit organizations.‏
  • Andy, F. (2000). Discovering statistics using spss for windows: Advanced techniques for the beginner.‏
  • Barman, E. (2007). What is the bottom line for nonprofit organizations? A history of measurement in the British voluntary sector. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 18(2), 101-115.‏
  • Brauner, E., & Becker, A. (2006). Beyond knowledge sharing: the management of transactive knowledge systems. Knowledge and process management, 13(1), 62-71.‏
  • Buckmaster, N. (1999). Associations between outcome measurement, accountability and learning for non‐profit organisations. International Journal of Public Sector Management.‏
  • Cannon, L. (1999). Life beyond aid: Twenty strategies to help make NGO's sustainable. Initiative for Participatory Development.‏
  • Carman, J. G. (2007). Evaluation practice among community-based organizations: Research into the reality. American Journal of evaluation, 28(1), 60-75.‏
  • Cavusoglu, B. (2016). Knowledge Economy and North Cyprus. Procedia Economics and Finance, 39, 720-724.‏
  • Collins, C. J., & Clark, K. D. (2003). Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of management Journal, 46(6), 740-751.‏
  • Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business Press.‏
  • Drucker, P. F. (1990). The emerging theory of manufacturing. Harvard Business Review, 68(3), 94-102.‏
  • Dutta, S. (1997). Strategies for implementing knowledge-based systems. IEEE Transactions on Engineering Management, 44(1), 79-90.‏
  • Epstein, M. J., & Buhovac, A. R. (2009). Improving performance measurement: not-for-profit organizations.‏
  • Fine, T., & Snyder, L. (1999). What is the difference between performance measurement and benchmarking. Public Management, 81(1), 24-25.‏
  • Gakuo, E. W., & Rotich, G. (2017). Effect of strategic knowledge management on performance of commercial banks in Kenya. International academic journal of human resource and business administration, 2(3), 19-45.‏
  • Gammelgaard, J., & Ritter, T. (2005). The knowledge retrieval matrix: codification and personification as separate strategies. Journal of Knowledge Management.‏
  • Gholami, M. H., Asli, M. N., Nazari-Shirkouhi, S., & Noruzy, A. (2013). Investigating the influence of knowledge management practices on organizational performance: an empirical study. Acta Polytechnica Hungarica, 10(2), 205-216.‏
  • Greiner, M. E., Böhmann, T., & Krcmar, H. (2007). A strategy for knowledge management. Journal of knowledge management.‏
  • Hair Jr, J. F. Multivariate Data Analysis Joseph F. Hair Jr. William C. Black Barry J. Babin Rolph E. Anderson (2014). Seventh Edition.‏
  • Hansen, M. T., Nohria, N., & Tierney, T. (1999). What’s your strategy for managing knowledge. The knowledge management yearbook 2000–2001, 77(2), 106-116.‏
  • Jaber, O., & Caglar, D. (2017). The Role of Organizational Learning as a Mediator in Investigating the Relationship between Knowledge Management and Organizational Performance: The Case of Banks Listed in the Stocks Exchange of Palestine. International Journal of Economic Perspectives, 11(1). ‏ Kendall, J., & Knapp, M. (2000). Measuring the performance of voluntary organizations. Public Management Review, 2(1), 105-132.‏
  • Keskin, H. (2005). The relationships between explicit and tacit oriented KM strategy, and firm performance.‏
  • Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and psychological measurement, 30(3), 607-610.‏
  • Kumar, J. A., & Ganesh, L. S. (2011). Balancing knowledge strategy: codification and personalization during product development. Journal of Knowledge Management.‏
  • Lecy, J. D., Schmitz, H. P., & Swedlund, H. (2012). Non-governmental and not-for-profit organizational effectiveness: A modern synthesis. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 23(2), 434-457.‏
  • Lewis, T. (2009). Practical financial management for NGOs-Mango. Management Accounting for Non-Governmental Organizations.‏
  • Liebowitz, J. (2016). Beyond knowledge management: What every leader should know. Auerbach Publications.‏
  • Lindenberg, M., & Bryant, C. (2001). Going global: Transforming relief and development NGOs (p. 220). Bloomfield, CT: Kumarian Press.‏
  • Liu, H., Chai, K. H., & Nebus, J. F. (2013). Balancing codification and personalization for knowledge reuse: a Markov decision process approach. Journal of Knowledge Management.‏
  • Malhotra, Y. (2004). Why knowledge management systems fail: enablers and constraints of knowledge management in human enterprises. In Handbook on Knowledge Management 1 (pp. 577-599). Springer, Berlin, Heidelberg.‏
  • Maroofi, F., Nayebi, H., & Dehghani, M. (2013). Strategic Knowledge Management, Innovation and Performance. International Journal of Research in Social Sciences, 3(3), 27-37.
  • Mekonnen, L. (2017). The Role of Knowledge Management in Enhancing Organizational Performance; The Case of Selected International NGOs Operating in Addis Ababa (Doctoral dissertation, Addis Ababa University).‏
  • Miller, J. (2007). An effective performance measurement system: Developing an effective performance measurement system for city of Elmira sub-grantees. Unpublished manuscript, New York: Binghamton University, State University of New York.‏
  • Morley, E., Hatry, H. P., & Vinson, E. (2001). Outcome measurement in nonprofit organizations: Current practices and recommendations. Washington, DC: Independent Sector.‏
  • Muliro, J. (2017). Assessment of the Key Success Factors Of Strategic Knowledge Management That Influence Organizational Performance: A Case of the World Agroforestry Centre (Doctoral dissertation, United States International University-Africa).‏
  • Ng, A. H. H., Yip, M. W., Binti Din, S., & Bakar, N. A. (2012). Integrated knowledge management strategy: a preliminary literature review. Procedia-Social and Behavioral Sciences, 57, 209-214.‏
  • Olimpia, N. (2014). Some Reflections on Knowledge Management within NGOs. Ovidius University Annals, Series Economic Sciences, 14(2).‏
  • Onyango, D. A. (2016). Knowledge management capabilities and performance of international humanitarian organizations in Kenya. Doctoral dissertation, Nairobi: University of Nairobi.‏
  • Pallant, J. (2007). SPSS survival manual, 3rd. Edition. McGrath Hill, 15.‏
  • Pandey, S. C., & Dutta, A. (2013). Role of knowledge infrastructure capabilities in knowledge management. Journal of knowledge management.‏
  • Poister, T. H. (2008). Measuring performance in public and nonprofit organizations. John Wiley & Sons.‏
  • Poole, D. L., Nelson, J., Carnahan, S., Chepenik, N. G., & Tubiak, C. (2000). Evaluating performance measurement systems in nonprofit agencies: The program accountability quality scale (PAQS). American Journal of Evaluation, 21(1), 15-26.‏
  • Pratibha Sharma, B Com, Qualified CMA Asst. December 2012 Consultant (Strategy and Finance group), Browne & Mohan Bangalore. Performance Measurement in NGOs. The Management Accountant.
  • Ramadan, M. A., & Borgonovi, E. (2015). Performance measurement and management in non-governmental organizations. IOSR Journal of Business and Management, 17(2), 70-765.‏
  • Ritchie, W. J., & Kolodinsky, R. W. (2003). Nonprofit organization financial performance measurement: An evaluation of new and existing financial performance measures. Nonprofit Management and Leadership, 13(4), 367-381.‏
  • Sağsan, M. (2006, July). A new life cycle model for processing of knowledge management. In 2nd International Congress of Business, Management and Economics (pp. 15-18).‏
  • Sagsan, M. (2009). Knowledge management discipline: Test for an undergraduate program in Turkey. Electronic Journal of Knowledge Management, 7(5).‏
  • Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach. John Wiley & Sons.‏
  • Storey, C., & Kahn, K. B. (2010). The role of knowledge management strategies and task knowledge in stimulating service innovation. Journal of service research, 13(4), 397-410.‏
  • Tabachnick, B., & Fidell, L. (2013). Using multivariate statistics: Pearson new international edition. International edition of sixth edition. ed: United Kingdom: Pearson Education.‏
  • Teelken, C. (2008). The intricate implementation of performance measurement systems: exploring developments in professional-service organizations in the Dutch non-profit sector. International Review of Administrative Sciences, 74(4), 615-635.‏
  • Tom, B., & Frentzel, B. (2005). Performance-Based Management Builds Support & Funding. Nonprofit World, 23(6), 28.‏
  • Tseng, M. L. (2010). An assessment of cause and effect decision-making model for firm environmental knowledge management capacities in uncertainty. Environmental monitoring and assessment, 161(1-4), 549-564.‏
  • Uriarte, F. A. (2008). Introduction to Knowledge Management, the ASEAN Foundation. Jakarta, Indonesia,.‏
  • Venkitachalam, K., & Willmott, H. (2017). Strategic knowledge management—Insights and pitfalls. International Journal of Information Management, 37(4), 313-316.‏
  • Wai, Y., Chai, D., Booker, L., & Songip, A. (2010). Influence of soft elements on KM implementation in Malaysian higher learning institutions. Journal of Knowledge Management Practice, 11(3).‏
  • Wiig, K. M. (1994). Knowledge Management Foundations: Thinking about Thinking-how People and Organizations Represent, Create, and Use Knowledge. Schema Press, Limited.‏
  • Zack, M. H. (1999). Developing a knowledge strategy. California management review, 41(3), 125-145.‏
  • Zack, M. H. (2002). Developing a knowledge strategy: Epilogue. The strategic management of intellectual capital and organizational knowledge: A collection of readings, 277-295.‏
  • Zanjani, M. S., Mehrasa, S., & Modiri, M. (2008, September). Organizational dimensions as determinant factors of KM approaches in SMEs. In Proceedings of World Academy of Science, Engineering and Technology (Vol. 35, No. 1, p. 390).‏
Toplam 64 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular Kütüphane ve Bilgi Çalışmaları
Bölüm Araştırma Makaleleri
Yazarlar

Amani Alnatsheh 0000-0002-5056-7641

Mustafa Sağsan 0000-0001-5753-6162

Behiye Çavuşoğlu Bu kişi benim

Yayımlanma Tarihi 30 Aralık 2020
Gönderilme Tarihi 25 Eylül 2020
Kabul Tarihi 22 Aralık 2020
Yayımlandığı Sayı Yıl 2020 Cilt: 34 Sayı: 4

Kaynak Göster

APA Alnatsheh, A., Sağsan, M., & Çavuşoğlu, B. (2020). The Role of Knowledge Management (KM) Strategies in Enhancing Non-Governmental Organizations’ (NGOs’) Performance: A Case Study in Palestine. Türk Kütüphaneciliği, 34(4), 723-743. https://doi.org/10.24146/tk.786237

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