Linking knowledge management capabilities and the mediating role of the big data capabilities for enterprise value-adding processes

Abstract

Purpose The purpose of this study is to investigate the knowledge management capabilities (KMCAP) in enterprise systems value-adding processes (ENTVA) through the big data capabilities (BDCAP) spectrum. Design/methodology/approach The proposed framework model is quantitatively tested using the Smart PLS method. An online questionnaire is developed and distributed to 120 technicians and knowledge workers in the royal commission for Yanbu industry (RCYI). Findings The findings of this study conclude that KMCAP has a significant direct effect on ENTVA and BDCAP. Also, this study concludes with interesting findings on the KMCAP domains. Research limitations/implications The study findings propose a wide-ranging awareness of knowledge management processes and BDCAP in the industrial enterprise systems environment. Future studies should consider other variables and different sectors and contexts. Practical implications This study includes implications for the full mediation effect of BDCAP between KMCAP and ENTVA. Originality/value This study demonstrates the relationship between three vital processes of KMCAP “knowledge management acquisition, knowledge management sharing and knowledge management emission” and ENTVA mediates by BDCAP in the context of the RCYI in Saudi Arabia.

Enhancing ERP Responsiveness Through Big Data Technologies: An Empirical Investigation

“…Granting access rights, maintaining ERP storage and implementing representation barriers improve the accessibility of the data. Similar to our findings, Shaqrah and Alzighaibi ( 2021 ) and George et al ( 2014 ) have also explained that the organizations consider big data management due to the need to maintain relevant and value adding data. Similarly, increasing the data validity can minimize ERP and data integration failures.…”

Knowledge management capabilities and organizational outcomes: contemporary literature and future directions

“…Further, Ferraris et al (2017) examined the mediating role of KMCs to link research and development with the business performance of subsidiaries of MNCs. Recently, Shaqrah and Alzighaibi (2021) discussed the role of KMCs in maintaining value creation in the context of big data.…”

“…Further, Su et al (2019a, b) presented a different view that sometimes knowledge networks become a cause of failure when a knowledge loss element prevails. Recent literature on KMCs also highlighted the importance of these capabilities to various organizational outcomes (Abualoush et al, 2018;Ali et al, 2020;Hock-Doepgen et al, 2020;Obitade, 2019;Qandah et al, 2020;Rafi et al, 2021;Shaqrah and Alzighaibi, 2021;Su and Li, 2020). The rationale behind conducting this review is explained in Table 4.…”

“…Knowledge management capabilities (KMCs) are described as an organizational system to create, enhance and share knowledge within the work settings (Ferraris et al , 2017; Rafi et al , 2021). Several research studies have highlighted the importance of KMCs to enhance organizational performance, effectiveness and success (Ferraris et al , 2017; Cohen and Olsen, 2015; Hislop et al , 2018; Rafi et al , 2021; Shaqrah and Alzighaibi, 2021). According to Chiu and Chen (2016), KMCs are the combined form of KM infrastructure capability (KMIC) and KM process capability (KMPC).…”

“…Based on the knowledge-based view (KBV), KMCs are the basic building blocks of KM and need to be further investigated in the context of diverse organizational outcomes. Recent literature on KMCs also highlighted the importance of these capabilities to various organizational outcomes (Abualoush et al , 2018; Ali and Anwar, 2021; Hock-Doepgen et al , 2020; Obitade, 2019; Qandah et al , 2020; Rafi et al , 2021; Shaqrah and Alzighaibi, 2021). This paper emphasizes on the inner facets of KMCs and their link to different success parameters, based on the existing literature.…”