Knowledge management processes and sustainable competitive advantage: An empirical examination in private universities

Mahdi, Omar Rabeea; Nassar, Islam A.; Almsafir, Mahmoud Khalid

doi:10.1016/j.jbusres.2018.02.013

Cited by 297 publications

(279 citation statements)

References 78 publications

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“…One pivotal source to attain that, is knowledge management (KM) which is designed to acquire, disseminate, share and apply knowledge (Karamat et al, 2018). Knowledge must be one of the organizational sources that organizations need to possess (Mahdi et al, 2019). In view of the effectiveness of achieving the objective of KM, other factors must be considered to achieve this end.…”

Section: Introductionmentioning

confidence: 99%

Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Al-Abbadi¹,

Alshawabkeh²,

Rumman³

2020

10.5267/j.msl

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The positive impact of knowledge management on innovation performance is no longer a mystery. However, the moderating role of knowledge hoarding remains undisclosed. Therefore, the present study aims to explore the moderating role of knowledge hoarding on the effect of knowledge management on innovation performance. On the ground of its design as a descriptive research, a questionnaire-based survey was developed, validated, and administered to a sample of 314 managers chosen from commerce and service organizations. Using multiple regression analysis and structural equation modeling (SEM), the results indicated that knowledge management processes (knowledge acquisition, dissemination, storage, sharing and application) exerted significant effects on innovation performance. Moreover, Knowledge hoarding exerted a significant negative effect on innovation performance. However, the results indicate that knowledge hoarding did not moderate the effect of knowledge management processes on innovation performance. This finding can be explained by the fact that, despite the negative impact of knowledge hoarding on innovation performance, this effect did not affect the relationship between knowledge management processes and innovation performance and this may be due to the nature of knowledge hoarded by employees in terms of relevance and scarcity. In the light of these findings, the study recommends that it is necessary to determine whether employees hoard knowledge, and distinguish how important this knowledge is for innovation performance. In fact, this is the contribution of the current study to knowledge management literature.

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Section: Introductionmentioning

confidence: 99%

Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Al-Abbadi¹,

Alshawabkeh²,

Rumman³

2020

10.5267/j.msl

View full text Add to dashboard Cite

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“…Knowledge management in organizations is implemented through a process-based knowledge management cycle. Researchers distinguish different sets and combinations of knowledge management processes (Wiig, 1993;Meyer & Zack, 1996;Mcelroy, 1999;Probst et al, 2000;Rollett, 2003;Becerra-Fernandez, Gonzalez, & Sabherwal, 2004;Lin & Lee, 2005;Franco & Mariano, 2007;Supyuenyong et al, 2009;Sun, 2010;Dalkir, 2011;O'Dell & Hubert, 2011;Pinho et al, 2012;Rusly et al, 2012;Wee & Chua, 2013;Agarwal & Islam, 2014;Bigliardi et al, 2014;Obeidat et al, 2014;Ranjbarfard et al, 2014;Chang & Lin, 2015;Hegazy & Ghorab, 2015;García-Fernández, 2015;Tubigi & Alshawi, 2015;Wahba, 2015;Costa & Monteiro, 2016;Hwang, 2016;Kianto et al, 2016;Nowacki & Bachnik, 2016;Acar et al, 2017;Bican et al, 2017;Chhim et al, 2017;Koohang et al, 2017;Yusr et al, 2017;Dzenopoljac et al, 2018;Hashemi et al, 2018;Park & Kim, 2018;Gomes et al, 2019;Mahdi et al, 2019). On the basis of the conducted scientific research…”

Section: Theoretical Framework and Hypothesismentioning

confidence: 99%

“…The knowledge creation process is defined by scientists as the process of knowledge transformation through different levels of learning (García-Fernández, 2015;Känsäkoski, 2017;Claver-cortes et al, 2018), the development of existing or new competence within the organization (Probst et al, 2000;Ceptureanu & Popescu, 2018;Mahdi et al, 2019), the dynamic interaction of tacit and explicit knowledge and the transformation of individual knowledge into organizational context (Nonaka & Toyama, 2004;Sun, 2010;Rusly et al, 2012;Wee & Chua, 2013;Wahba, 2015;Little & Deokar, 2016), the ability of an organization to generate new and useful ideas and solutions (Sangari, Hosnavi, & Zahedi, 2015;Henttonen et al, 2016;Kianto et al, 2016) in order to improve processes, identify new opportunities, develop innovation (Wee & Chua, 2013;Ranjbarfard et al, 2014;Little & Deokar, 2016), increase knowledge created value (Rusly et al, 2012;Claver-cortes et al, 2018), and preserve or gain a competitive advantage (Mehralian, Nazari, Akhavan, & Rasekh, 2014;Little & Deokar, 2016;Sirorei & Fombad, 2019). Knowledge creation is defined as the development of existing and new organizational competence (knowledge, abilities and skills) in order to implement knowledge strategy, achieve organizational performance outcomes, create mutual value, and increase uniqueness and leadership in the market.…”

Section: Theoretical Framework and Hypothesismentioning

confidence: 99%

“…The knowledge storage process is seen as turning an individuals' and experts' knowledge into a resource for the organization (Kotnour & Proctor, 1996;Sumbal, Tsui, See-to, & Barendrecht, 2017;Ceptureanu & Popescu, 2018;Mahdi et al, 2019), by capturing and "wrapping" knowledge (Edvardsson & Durst, 2013), by selecting, accumulating and updating knowledge (Probst et al, 2000;Acharya & Mishra, 2017;Dzenopoljac et al, 2018;Sirorei & Fombad, 2019), and by using information technology tools (Sumbal et al, 2017), in order to protect knowledge value from loss (Probst et al, 2000;Edvardsson & Durst, 2013;Kianto et al, 2016) and to access knowledge for decision making (Sangari et al, 2015). In defining the process of knowledge storage, researchers note the importance of organizational memory (Easterby-Smith & Lyles, 2011;Sangari et al, 2015;Kianto et al, 2016).…”

Section: Theoretical Framework and Hypothesismentioning

confidence: 99%

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Impact of Knowledge Oriented Leadership on Knowledge Management Processes in the Middle Eastern Audit and Consulting Companies

Raudeliūnienė

Kordab

2019

Business, Management and Education

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Purpose -this article aims to evaluate the influence of knowledge oriented leadership on knowledge management processes and the influence of those processes on the performance of the Middle Eastern audit and consulting companies.Research methodology -analysis of scientific literature, structural equation modelling and expert evaluation (structured questionnaire) were used in order to create hypotheses and research model, to collect data from the audit and consulting companies' experts and to test research model and related hypotheses.Findings -the results of this research supported eight out of ten suggested hypotheses. Empirical evidence shows that leadership has a positive impact on knowledge acquisition, storage, and sharing processes in the Middle Eastern audit and consulting companies and knowledge management processes (creation, acquisition, sharing, storage and application) have positive influence on organizational performance.Research limitations -conducting the research in the Middle Eastern audit and consulting companies limits the possibility of generalizing the results to other types of businesses sectors as well as other geographical areas.Practical implications -conducted research results have practical value for audit and consulting companies as this study analyses the concept of knowledge oriented leadership and its impact on knowledge management processes and organizational performance.Originality/Value -this research investigated one of rare studies in the Middle East business sector, where the audit and consulting companies' performance affected by the knowledge management processes was assessed considering knowledge oriented leadership as an influential factor that affects the knowledge management processes implementation.

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“…Indeed, there is a consensus among knowledge management scholars that knowledge is the only durable source of competitive advantage in a gradually competitive world (Bloodgood, 2019). In simple terms, knowledge management has become a prerequisite for both public and private organizations to gain competitive advantage (Mahdi, Nassar, & Almsafir, 2019).…”

Section: Introductionmentioning

confidence: 99%

The role of organizational culture in knowledge sharing and transfer in Pakistani banks: A qualitative study

Memon¹,

Qureshi²,

Jokhio³

2020

Glob Bus Org Exc

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To identify the elements of organizational culture that support or act as a barrier to corporate knowledge creation, sharing, and transfer, researchers conducted semi‐structured interviews with 16 top‐level managers in five banks based in Karachi, Pakistan. The findings reveal that encouraging the exchange of ideas among employees through social interactions in the workplace facilitates the transfer of tacit knowledge. The inability to adapt to new technology, a lack of awareness of the benefits of effective knowledge management, and deficiencies in formal language and employee empowerment are among the main obstacles to knowledge creation and sharing. The study concludes with suggestions for fostering a culture of leadership where information is easily transferred, enabling employees at every level to contribute to operational success.

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Knowledge management processes and sustainable competitive advantage: An empirical examination in private universities

Cited by 297 publications

References 78 publications

Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Impact of Knowledge Oriented Leadership on Knowledge Management Processes in the Middle Eastern Audit and Consulting Companies

The role of organizational culture in knowledge sharing and transfer in Pakistani banks: A qualitative study

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