Does knowledge management “fit” matter to business performance?

Abstract

Purpose -Drawing on the concept of fit, this paper aims to propose a knowledge management (KM) fit model within which KM strategy, IT strategy, and HRM strategy are coaligned and to empirically test this model with empirical data.Design/methodology/approach -Data for hypotheses testing are collected from top-ranked companies in Taiwan; yielding 161 valid samples. Performance implications of fit are examined using multiple perspectives with covariation and matching approaches.Findings -The findings show that the holistic perspective of fit as covariation supports the fit relationships on business performance. In addition, with the reductionistic perspective of fit as matching, the findings also show their bivariate relationships have significant impacts on business performance.Research limitations/implications -A successful KM project must take various attributes into account, to ensure a positive outcome. In such a context, organization, process, human resources, and IT are thought to be the key elements and enablers for best KM practices. Thus, cogitating and integrating various factors related to the KM area are considered by researchers to be the most important tasks. However, fit mechanism is a dynamic process. The authors suggest that future research should adopt a longitudinal view to deal with the dynamic changes that may occur in fit operations.Originality/value -There has been little attempt to explore KM issues by using multiple perspectives to examine the performance implications of fit on business performance. Thus, the authors posit that performance measuring in growth and profitability are affected by fit among these three KM-related strategies.

Complementary Effect of Knowledge Management Strategy on Firm Performance: Evidence from Chinese Firms

“…The alignment among KM strategies, and the fit between patterns of one specific strategy (e.g., ITM, HRM, and Business) or KM process and KM strategy, could significantly influence performance outcomes [9,11,44]. Some scholars have different views on mechanisms how KM strategy enhance firm performance from different KM strategy orientations.…”

“…Another stream of research suggests that KM strategies are context-specific and can have a deep impact on the effectiveness or performance of both KM and the organization. Those contingency models demonstrate that cultural environment [44,52], different phases in the industry life cycle [53], intensity of environmental knowledge [15], and intra-unit task environment [5] play important roles in the relationship between KM strategy and performance or effectiveness outcomes. Thus, KM strategy should continually co-align its knowledge-based resources with those contingency factors, especially the environmental contexts, which facilitate coordination of a company's major goals and learning in time [14].…”

Harnessing Knowledge Management to Improve Organisational Performance

“…More than a decade ago, knowledge was considered to be one of the most important assets for businesses, and an essential strategic resource for a firm to retain a sustainable competitive advantage [1]- [3]. Many authors have claimed that knowledge is the most important resource [1], [4] even more important than physical assets such as land, capital and labour, etc.…”

“…Many authors have claimed that knowledge is the most important resource [1], [4] even more important than physical assets such as land, capital and labour, etc. [1]. Knowledge management (KM) has become a common function in business organisations [5].…”

The effects of knowledge management and ict in innovation and performance of SMEs: an empirical study

“…La GC puede ayudar a la Pyme a contar con capital humano más capacitado y con mejor talento (Burcharth, Knudsen, & Søndergaard, 2014;Gallié & Legros, 2011), así como obtener mayor adquisición del conocimiento interno y externo, apoyado en las nuevas TIC (Huang, 2013;Martin & Halstead, 2003;OECD, 2003). Y a su vez a desarrollar estrategias y políticas, fundamentadas en valores y principios (cultura organizacional), que permitan la colaboración y confianza entre los empleados (Chen, Yeh, & Huang, 2012;Constantinescu, 2009).…”