Enabling knowledge creation: an emerging concept of knowledge management

Keursten, Paul; Klink, Marcel van der

doi:10.1080/13678860210166988

Cited by 3 publications

(2 citation statements)

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“…To this end, an important organizational leadership decision is to give employees a useful way to acquire knowledge (Chen et al, 2010). Leaders arrange for resources and build an environment to promote knowledge creation since no leadership practices can directly affect knowledge creation (Keursten and Van der Klink, 2003). Thus, leadership activities try to set up organizational conditions to facilitate knowledge creation (Kumar et al, 2013).…”

Section: Leadership and Knowledge Creationmentioning

confidence: 99%

Impact of total quality management factors on knowledge creation in the organizations of Bangladesh

Barua

2021

TQM

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PurposeTotal quality management (TQM) and knowledge management (KM) are two similar and complementary management philosophies synergistic combinations that can form a cycle of improvement and development. This paper aims to investigate the impact of TQM factors on knowledge creation in the organizations of Bangladesh.Design/methodology/approachA list of TQM factors was identified through reviewing the relevant literature. Knowledge creation was analyzed through the framework proposed by Nonaka and Takeuchi (1995). Data were collected through a self-administered questionnaire survey among 450 top and mid-level managers of the organizations. A quantitative research approach, namely, structural equation modeling (SEM) was used in the study. The data were analyzed in SmartPLS 3.FindingsFrom the study, it is found that a positive and significant relationship exists between leadership, employee empowerment, benchmarking, customer focus and information technology with the knowledge creation process and four knowledge conversion modes. In contrast, a negative and significant relationship has been found between employee training and continuous improvement with the knowledge creation process and three knowledge conversion modes.Research limitations/implicationsPrevious researches in Bangladesh empirically validated the effect of TQM on organizational performance, competitive advantage, financial performance, market performance and productivity. But, no such study was undertaken to empirically validate the effect of TQM on knowledge creation process for organizations of Bangladesh. Here, the study has a unique contribution. The empirical support for the hypotheses to explain and predict the contribution of the TQM in promoting knowledge creation.Practical implicationsThe findings highlight the role of leadership practices. Organizational leadership needs to focus more on following issues: gathering required knowledge from the superior sources; transforming prevailing knowledge into a meaningful format to perform activities in better and innovative ways; employing opinions from experiences; facilitating mechanism for employees to update their knowledge; creating a virtual network; implementing customer relationship management system and providing tools and technologies to employees for performing KM activities more efficiently. On the other hand, negative effect of employee training and continuous improvement on knowledge creation sheds light on understanding the reasons for this kind of relationship and formulating effective strategies to resolve problems inside the organizations. In this regard, employees need to be well equipped through regular and appropriate training. Also, employees need to use problem-solving approach to identify problems inside the organizational system thereby availing opportunities for continuous improvement.Originality/valueThis study was conducted to identify factors that enable knowledge creation in organizations from developing countries like Bangladesh. TQM has been adopted in many organizations. But, its effect was mostly measured to determine its impact on improving organizational performance or competitiveness or identifying its critical success factors of implementation. Hence, this study sheds light on identifying the effect of TQM from a new perspective.

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Section: Leadership and Knowledge Creationmentioning

confidence: 99%

Impact of total quality management factors on knowledge creation in the organizations of Bangladesh

Barua

2021

TQM

View full text Add to dashboard Cite

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“…All five propositions thus far formulated are related to leadership activities that try to set up conditions that allow easy facilitation of knowledge creation. Setting conducive conditions is important as any form of leadership cannot directly influence knowledge creation, instead leaders should manage resources and create a context in which knowledge creation can take place (Keursten & van der Klink, 2003). Nonetheless, the role of leaders is important, as their task is to support emerging processes and to commit with full responsibility to activities that International Journal of Leadership Studies, Vol.…”

Section: The Propositional Modelmentioning

confidence: 99%

Leadership Activities and Their Impact on Creating Knowledge in Organizations

Kumar,

Jain,

Tiwary

2012

SSRN Journal

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Revisiting knowledge sharing from the organizational change perspective

Park

Kim

2015

European Journal of Training and Development

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Purpose – The purpose of this study is to identify how knowledge sharing literature has discussed task, structure, technology and people as elements of organizational change and to examine the interactions between the four elements of knowledge sharing. Design/methodology/approach – The research questions guiding the study are: How do organizational change elements influence knowledge sharing? and What are the critical elements of organizational change in relation to knowledge sharing? Based on Leavitt’s (1965) organizational change model, 133 articles published between 2000 and 2012 from 13 journals were reviewed and analyzed. Findings – The total number of articles covering task, structure, technology and people in knowledge sharing was 49, 79, 49 and 97, respectively. Of all references, 97 articles (72 per cent) discussed the important aspects of people, and 79 articles (59 per cent) emphasized the influential role of organizational structure in knowledge sharing. The highest frequency of interactions (48 articles) was the interaction between structure and people (Interaction 5). Research limitations/implications – To capture broader phenomena on knowledge sharing in organizational change, multiple data sources and a variety of journals with a longer timeframe should be collected and a more comprehensive review should be conducted. All perspectives of organizational change were not applied to this study. Theoretically, this study attempted to illuminate how knowledge sharing has been explored through the lens of four elements in organizational change and the interactions between the elements. This study attempted to expand the use of Leavitt’s (1965) model by applying interactive relationships among the elements to knowledge sharing. Practical implications – The findings can advance strategic and managerial practice by informing the planning and development of knowledge sharing associated with change in organizations. A key question is how to identify the major component of change which will trigger the other changes in the current architecture of knowledge sharing in their organizations. This study suggests that elements of structure and people, when organization face either planned or unplanned change, are critical for successful knowledge sharing by making the interactive connections with other components of change. Originality/value – The contributions of this study are that it provides an integrative review in selected journals of knowledge sharing in terms of organizational change. By examining how knowledge sharing studies have addressed the four change factors and multi component changes, this study explains one change in knowledge sharing leads to multi-component changes. Additional contribution is that it makes connections between knowledge sharing and organizational change.

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Enabling knowledge creation: an emerging concept of knowledge management

Cited by 3 publications

References 0 publications

Impact of total quality management factors on knowledge creation in the organizations of Bangladesh

Impact of total quality management factors on knowledge creation in the organizations of Bangladesh

Leadership Activities and Their Impact on Creating Knowledge in Organizations

Revisiting knowledge sharing from the organizational change perspective

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