Knowledge utilisation in Chinese medium-sized manufacturing firms – an exploration under the backcloth of quality improvement

Wang, Chengbo; Li, Xiaomei; Hong, Su Jung; Tian, Ying

doi:10.1108/jkm-07-2020-0495

Cited by 4 publications

(4 citation statements)

References 46 publications

(103 reference statements)

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“…Besides, organizations that use the EFQM model need to incorporate KM. Without proper KM systems, the organization’s capacity to implement this model and to offer quality products and services to be excellent can fail (Wang et al , 2021; Criado-García et al , 2020).…”

Section: Discussion Implications and Conclusionmentioning

confidence: 99%

“…Organizations develop their activity in a highly volatile, uncertain, complex and ambiguous environment, in which organizational culture (OC) and knowledge management (KM) allow companies to differentiate themselves from competitors and help them to be competitive (Saleh and Watson, 2017; Rezaei et al , 2017; Osiyevskyy et al , 2020). Companies use quality management systems to offer quality products and services and to be excellent (Wang et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

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Effects of the organizational culture and knowledge exploration and exploitation on results in the EFQM model framework

Espín

Jiménez

Costa

2022

JKM

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Purpose This paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes learning competences and whether exploration and exploitation competences (ambidexterity) improve the European Foundation of Quality Management (EFQM) results (excellent results). In addition, this research tests if these competences exercise a mediating effect in the relationship between OC and performance. Design/methodology/approach A model is proposed whose relationships have been tested using structural equations. The sample was obtained from the SABI database. Two hundred valid questionnaires were returned via a webpage, in which four managers from each of the 200 organizations responded. Findings The results support the proposed relationships. Adhocracy, hierarchy and market culture have a positive relationship with excellent results. A hierarchical culture develops exploitation competences, and a market culture develops learning ambidexterity. Moreover, exploration and exploitation increase results. Finally, these two cultures indirectly influence results through exploration and exploitation competences. Research limitations/implications The proposed model can help managers who implement the EFQM model to better understand how the culture of their organization promotes learning and how these two variables improve their performance. Practical implications Because the EFQM model requires organizations to use a knowledge management system to enhance the effect of the enabliers criteria on excellent results, the managers of these companies must know that only market and hierarchy cultures are suitable for it. Besides, this study highlights the importance of two cultural values for the implementation of the EFQM Model and, therefore, to promote excellent results: market orientation and process control. Originality/value This study fills an existing gap in the literature by combining exploitation, exploration, OC and EFQM results in a single model and highlights the importance of market orientation and process control for excellent results and knowledge exploration and exploitation.

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Section: Discussion Implications and Conclusionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Effects of the organizational culture and knowledge exploration and exploitation on results in the EFQM model framework

Espín

Jiménez

Costa

2022

JKM

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“…Heredia-Calzado and Duréndez (2019) found out that professionalism and KM increase the use of ERP systems, which, in turn, increase their competitive advantages. Wang et al (2021) studied how knowledge is used in medium-sized Chinese companies. Alonso et al (2021) point out that micro firms make use of knowledge to enhance their potential, which can lead to increased competitiveness and general performance.…”

Section: Presentation Of Findingsmentioning

confidence: 99%

Knowledge management in SMEs: a follow-up literature review

Durst

Eðvarðsson

Foli

2023

JKM

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Purpose The purpose of this paper is to structure existing research on knowledge management (KM) in small- and medium-sized enterprises (SMEs) to offer a comprehensive overview of research strands and topics in KM in SMEs to determine their evolution over time. Design/methodology/approach The paper, which is considered a follow-up literature review, is based on a systematic literature review that covers 180 scientific papers that were published since the review paper by Durst and Edvardsson in 2012 that covered 36 papers. Findings The findings of this review and those of the aforementioned review are brought together in the form of an overview that structures research on KM in SMEs based on themes that, in turn, allow the derivation of promising research directions and research questions aimed at structuring future research on KM in SMEs. Originality/value By combining the findings of this review with the findings from the review published in this journal in 2012, this paper offers, to the best of the authors’ knowledge, the most comprehensive literature review on KM in SMEs produced to date.

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“…A management philosophy of quality and excellence, which is based on continuous improvement, innovation and learning, can serve to create a context and favourable conditions for the development of KM initiatives and can contribute to the acquisition sustainable competitive advantages (Tian et al 2021;Wang et al 2021). Furthermore, KM initiatives are meaningless if they are not developed systematically, and in this sense, the framework offered by BEMs models in general and the EM in particular is especially useful (Giménez Espín et al 2022).…”

Section: Knowledge Management Quality Management and The Efqm Modelmentioning

confidence: 99%

The EFQM excellence model, the knowledge management process and the corresponding results: an explanatory and predictive study

2023

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This study aims to analyse the relationships among the EFQM model, the knowledge management (KM) process and the corresponding results. It also seeks to analyse the predictive power of the phases of the KM process with regard to organisational results. The sample under study is composed of 113 Spanish organisations that feature some kind of Excellence Recognition System granted by the European Foundation for Quality Management (EFQM). This paper uses partial least squares (PLS) path modelling to test and validate the research model and the proposed hypotheses. In addition, thorough analyses are conducted to assess the model’s predictive performance. The results show that organisations that use the management framework proposed by the EFQM model implement the phases of the KM process efficiently. Moreover, the synergies resulting from the simultaneous implementation of the EFQM model and the KM process contribute to improving the corresponding results. Also, the predictive power of the phases of the KM process is confirmed in terms of their ability to anticipate the results that the organisation will be able to achieve with respect to customers, people, society and key business factors. Finally, this study provides empirical evidence of the direct and indirect relationships among the EFQM model, the KM process and the corresponding results. In addition, the paper identifies out-of-sample prediction as an integral element of the evaluation of the model using PLS-SEM and as a way to evaluate its practical relevance, since it allows us to predict results.

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Knowledge utilisation in Chinese medium-sized manufacturing firms – an exploration under the backcloth of quality improvement

Cited by 4 publications

References 46 publications

Effects of the organizational culture and knowledge exploration and exploitation on results in the EFQM model framework

Effects of the organizational culture and knowledge exploration and exploitation on results in the EFQM model framework

Knowledge management in SMEs: a follow-up literature review

The EFQM excellence model, the knowledge management process and the corresponding results: an explanatory and predictive study

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