Linking improved knowledge management to operational and organizational performance

Abstract

This research empirically examines the importance of knowledge management processes to operational and overall organizational performance (OPERF). Specifically, results indicate that a shared interpretation of knowledge among operational personnel mediates how knowledge is disseminated and used to design and implement a unified operational response to that knowledge. Further, results collected in a logistics operations (LO) context support a strong positive relationship between this knowledge management process and operational and organizational performance. Importantly, psychometric measures for organizational performance collected from managerial respondents were strongly correlated with secondary financial data for participating firms obtained from Compustat, thus supporting a link about operational performance and hard organizational performance data.

Knowledge management and measurement: a critical review

“…KM performance is evaluated based on respondents' opinions and relies to a large extent on their perceptions of the improvements KM has made to their organisations. The influences of various KM factors and processes on performance suggested by such qualitative studies are quantified using analysis techniques including Analytic Hierarchy Process, the more general Analytic Network Process (Wen, 2009), Partial Least Squares (Sangjae et al, 2012)and Structured Equation Modelling (Fugate et al, 2009 (Yu et al, 2007). Nevertheless, they have been criticised for their dependence on individual judgements, with the associated dangers of subjectivity and bias (Kannan and Aulbur, 2004).…”

An Auditing Framework for Knowledge-Enabled Supply Chain Management: Implications for Sustainability

“…Then, knowledge storage takes place, where knowledge is preserved in databases and data warehouses that are accessible and secure [29,31]. The dissemination phase follows, where knowledge is passed on to employees across the organization [33]. Fugate et al [29] argued that knowledge dissemination should be selective, where users receive knowledge relevant to their needs, and fast to maintain the integrity of the knowledge when it is used, before becoming outdated.…”

A Road Map for Knowledge Management Systems Design Using Axiomatic Design Approach

“…Fugate et al [37] for acquiring knowledge in logistics systems, introduce the several factors which includes: polling customers, visiting customers' sites for better understanding of their needs, being involved in sales activities, being involved in helping to resolve customer problems, accompanying employees who deliver logistic services to observe how things work, visiting facilities of leading companies, visiting suppliers to learn more about various aspects of their business, attending events that allow networking, such as business colleges, research bodies, industry associations, trade shows, reading reports from the government and regulatory bodies. Liao & Wu [38] introduced the other indicators, including: processes for acquiring knowledge about customers and suppliers, use feedback from projects to improve subsequent projects, exchanging knowledge with business partners, acquiring knowledge about new product/services within their industry, acquiring knowledge about competitors, benchmarking performance, and formation of teams devoted to identifying best practice.…”