Agility, knowledge management, and organisational learning: synergies and inter-relationships

Jamali, Dima; Keshishian, Tamar

doi:10.1504/ijasm.2006.010946

Cited by 6 publications

(5 citation statements)

References 30 publications

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“…Conceptual reviews and proposals have been built on the strong synergy of KM in relation to agility (Ashrafi et al., 2005; Dove, 1999; Gligor, 2014; Jamali & Keshishian, 2006). In prior empirical studies of single factors, such as the KM study by Zack et al.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…H4 Soft TQM is positively related to agility Conceptual reviews and proposals have been built on the strong synergy of KM in relation to agility (Ashrafi et al, 2005;Dove, 1999;Gligor, 2014;Jamali & Keshishian, 2006). In prior empirical studies of single factors, such as the KM study by Zack et al (2009), it was implied that KM is likely related to additional organizational factors, such as agility in relation to firm performance.…”

Section: Agilitymentioning

confidence: 99%

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Soft TQM, agility, and knowledge management deliver organizational performance: A study of Malaysian manufacturing organizations in the electrical and electronics sector

Ong

Ling

2022

Glob Bus Org Exc

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The research aims to determine how organizational performance is increased when soft TQM, agility, and knowledge management are aligned. It employs a model constructed from a literature review, and an empirical study conducted amongst electrical and electronics manufacturers in Malaysia. Soft TQM was found to have no significant direct relationship with organizational performance, but had a strong relationship when mediated by knowledge management. This relationship was further strengthened by the mediation of both agility and knowledge management. The empirical findings validate recent conceptual models of enablers of organizational performance, as well as contributing to the body of knowledge concerning the knowledge-based view of the firm, and the view of the firm as an epistemic community. In addition, the study identifies factors that should be considered when implementing soft TQM, agile practices, and knowledge management in an organization.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Agilitymentioning

confidence: 99%

Soft TQM, agility, and knowledge management deliver organizational performance: A study of Malaysian manufacturing organizations in the electrical and electronics sector

Ong

Ling

2022

Glob Bus Org Exc

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“…Organizational literature is giving increasing precedence to knowledge and structural conditions that can influence its flow (Alinasab et al , 2022; Caputo, 2021). Jamali et al (2006) identify knowledge as a cornerstone for agility. The ability to adapt, adjust and respond is derived from how successfully knowledge is used in an organization system.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Unveiling heterogenous knowledge-oriented leadership and knowledge acquisition based hybrid work agility of knowledge workers

Khatri

Duggal

Dutta

et al. 2023

JKM

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Purpose With new hybrid working models in place post COVID-19, it is requisite that knowledge workers (KWs) stay agile. Knowledge-oriented leadership (KOL) can help employees with essential knowledge acquisition (KA) facilitating the journey toward hybrid work agility (HWA). This study, thus, aims to explore the impact of KOL and KA on HWA and reveal whether this effect stems uniformly from a single homogenous population or if there is unobserved heterogeneity leading to identifiable segments of agile KWs. Design/methodology/approach Data was collected through stratified sampling from 416 employees from 20 information technology enabled services companies involved in knowledge-intensive tasks. Partial least squares (PLS) structural equation modeling approach, using SMART PLS 4.0, has been applied to examine the effect of KOL and KA on HWA. Finite mixture PLS, PLS prediction-oriented segmentation and multigroup analysis have been used to identify segments, test segment-specific path models and analyze the significance of the differences in the path coefficients for unobserved heterogeneity. Predictive relevance of the model has been determined using PLS Predict. Findings Results indicate that KOL contributes to employees’ KA and HWA. A significant positive relationship is also reported between KA and HWA. The model has medium predictive relevance. A two-segment solution has been delineated, wherein independent agile KWs (who value autonomy and personal agency over leadership for KA) and dependent agile KWs (who depend on leaders for relational and structural support for KA) have been identified. Thus, KOL and KA play a differential role in determining HWA. Research limitations/implications The authors’ major contribution to the knowledge body constitutes the determination of antecedents of HWA and a typology of agile KWs. Future researchers may conduct segment-wise qualitative analysis to delineate other variables that contribute to HWA. Practical implications Technological advances necessitate that knowledge-intensive industries foster agility in employees for strategic agility of the organization. For effecting agile adaption of an organization to the knowledge economy conditions, it is pertinent that the full potential of this human resource be used. By profiling HWA of KWs on the basis of dimensions of KOL and the level of their KA, organizations will be able to help employees adapt better to rapidly changing work conditions. Originality/value HWA is a novel concept and very germane in a hybrid working environment. To the best of the authors’ knowledge, this is the first study to examine the effects of the dimensions of KOL and KA in relation to HWA, along with an empirical examination of unobserved heterogeneity in the aforementioned relationship.

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“…[42] It is important to note that multi-stakeholder partnerships are not devoid of challenges. [43] As discussed, although child labour cannot be effectively addressed solely through corporate selfregulation and solo efforts of stakeholders, thus indicating the need for collaborative approaches, the failure of pluralist models can still result in activism by CSOs and paternalist attitudes by companies. [44] Furthermore, Preuss, Haunschild and Matten argue that companies strive to keep a irst-mover advantage in developing CSR agendas and strategies, and want to have the ability to exclude stakeholders from doing so, while CSOs want to actively shape the CSR agenda and strategies of companies and avoid losing in luence over this process.…”

Section: B the Rise Of Multi-stakeholder Initiatives In Global Supply...mentioning

confidence: 99%

Changing Approaches to Child Labour in Global Supply Chains: Exploring the Influence of Multi-stakeholder Partnerships and the United Nations Guiding Principles on Business and Human Rights

Boersma¹

2017

UNSWLJ

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Child labour remains a scourge in the modern world. The International Labour Organisation (‘ILO’) estimates there are 168 million child labourers globally, 85 million of which are involved in work that endangers their health, safety and development. Because of the rise of global supply chains as the dominant mode of production and provision of services in the contemporary era, the use of child labour has become intricately connected to companies and consumers around the globe.

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Agility, knowledge management, and organisational learning: synergies and inter-relationships

Cited by 6 publications

References 30 publications

Soft TQM, agility, and knowledge management deliver organizational performance: A study of Malaysian manufacturing organizations in the electrical and electronics sector

Soft TQM, agility, and knowledge management deliver organizational performance: A study of Malaysian manufacturing organizations in the electrical and electronics sector

Unveiling heterogenous knowledge-oriented leadership and knowledge acquisition based hybrid work agility of knowledge workers

Changing Approaches to Child Labour in Global Supply Chains: Exploring the Influence of Multi-stakeholder Partnerships and the United Nations Guiding Principles on Business and Human Rights

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