On Using Organizational Knowledge Capabilities to Assist Organizational Learning

Yang, Chyan; Chen, Liang-Chu

doi:10.1007/978-1-4419-0011-1_18

Cited by 9 publications

(13 citation statements)

References 50 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The dynamic panel estimation also reveals that the estimated coefficient of company size (SIZE i,t ) on performance is statistically positive and significant at the 99 percent confidence level, indicating that one percentage point increase in SIZE i,t would be reflected in 0.0648 percentage point increase in PERFroa i,t . The positive relationship is consistent with the findings of past studies (Chang & Thomas, 1989;Majumdar, 1997;Mukherji et al, 1997;Dimson et al, 2002;Schwert, 2003;Mohd Ali, 2006;Aljifri & Moustafa, 2007;Yang & Chen, 2009;Saliha & Abdessatar, 2011;Muritala, 2012;Kipesha, 2013;Chaibi et al, 2014;Akben-Selcuk, 2016) hence, it verifies the importance of size in influencing the performance of the Malaysian listed companies. The result also reported that corporate performance is negatively (positively) afffected by RISKSTDroa i,t (FSlack i,t ), but the relationship is only marginally significant at the 90 percent confidence level.…”

Section: Tablesupporting

confidence: 90%

“…Schwert (2003) suggests that the size effect appears to be reversed because practitioners begin to utilize investment tools which enable them to exploit the small-firm anomaly for their portfolio maximisation. Some studies have shown that large firms have a direct impact on performance due to the ability in operating business efficiently (Kumar, 2004;Bos & Kolari, 2005;Van Biesebroeck, 2005;Aljifri & Moustafa, 2007), utilizing economies of scales and dominating the market (Bain, 1954;Kumar, 2004;Serrasqueiro & Macas Nunes, 2008), experiencing more business diversification (Yang & Chen, 2009), having greater financial resources (Arora & Gambardella, 1990) and diversifying risk efficiently (Ghosh, 1998;Bossone & Lee, 2004).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Determinants of Accounting-based Performance: Evidence from Bursa Malaysia

Ismail

Abdullah

Mohd

2017

International Journal of Management Studies

View full text Add to dashboard Cite

This study aims to examine the determinants of accounting-based performance of 531 non-financial Malaysian listed companies over the period 2004 to2012. System generalized method of moments reveals that both prior risk-taking behaviour and size are found to be important determinants of performance. A significant positive influence of prior risk-taking behaviour on performance implies that risk-averse managers are cognitively influenced by their capability in handling risky investments in the past; consequently enhance confidence in their ability to manage profitable investments. The result appears to support the capital asset pricing model implication. Meanwhile, a significant positive size-performance relationship suggests that investors and fund managers should focus on larger companies as they can have better stock performance. Keywords: Risk-Return Relationship; Reverse Size Effect; System-GMM

show abstract

Section: Tablesupporting

confidence: 90%

Section: Introductionmentioning

confidence: 99%

Determinants of Accounting-based Performance: Evidence from Bursa Malaysia

Ismail

Abdullah

Mohd

2017

International Journal of Management Studies

View full text Add to dashboard Cite

show abstract

“…Knowledge management is considered complementary to organizational capabilities that contribute to organizational success, and a successful organizational learning (OL) process depends on well-established knowledge management infrastructure, which includes both social and technical enablers. However, previous studies, which examined the relationship between knowledge management and OL, considered knowledge management from a process perspective and not from a socio-technical perspective (Yang and Chen, 2009; Sanz-Valle et al , 2011; Jain and Moreno, 2015).…”

Section: Introductionmentioning

confidence: 99%

“…The academic importance of this study lies in its contribution to the existing literature by linking resource-based organizational capabilities and inter-organizational practices with OP. Few studies investigated the relationship between KMC and OL process from a socio-technical perspective (Noruzy et al , 2013; Sanz-Valle et al , 2011; Yang and Chen, 2009), especially in developing countries (Jain and Moreno, 2015; Nafei, 2014). In addition, limited studies examined the link between resource-based organizational capabilities, including knowledge management and inter-organizational coordination, namely, SCMP (Tan and Cross, 2012; Wong and Wong, 2011; Xu et al , 2014).…”

Section: Introductionmentioning

confidence: 99%

Organizational learning, knowledge management capability and supply chain management practices in the Saudi food industry

Attia

Eldin

2018

JKM

View full text Add to dashboard Cite

Purpose The purpose of this paper is to examine the effect of knowledge management capabilities (KMCs) on organizational learning (OL) and supply chain management practices (SCMPs). In addition, to study the effect of OL, KMC and supply chain management on organizational performance (OP). Design/methodology/approach To study the relationships between KMC, OL, SCMP and OP, different techniques such as factor analysis, correlation analysis and structural equation modeling were used to verify the validity of the proposed conceptual model, and to test the suggested hypotheses, data collected from 165 companies in the Saudi food industry (representing a response rate of 64.9 per cent) were used. Findings According to the study’s findings, SCMP and OL are positively affected by KMC. Moreover, OP is directly affected by KMC, OL and SCMP. Research limitations/implications Owing to the specific nature of the sample, the findings of the current research are applicable only to the food industry. Originality/value The current research introduced a conceptual model, which has been tested and verified in the Saudi food industry. The findings recommend that both KMC and OL as well as SCMP will contribute to improving the OP. In addition, KMC will improve the SCMP and OL.

show abstract

“…In other words, the lack of a complete KM vision exists due to a focus on purely technological aspects. In this context, we seek to strengthen the claim of Davenport (2015) and others (Abualoush et al, 2018; Brahma & Mishra, 2015; Chuang, 2004; Gunjal, 2019; Salama, 2017; Yang & Chen, 2009), that KM is not just about technology. It has intertwined aspects that cover strategy, content and context, knowledge flow processes, definition of role holders, technology, culture, and people (Gunjal, 2019; Handzic, 2017).…”

Section: Discussionmentioning

confidence: 92%

“Knowledge management is not dead. It has changed its appearance. And it will continue to change”

Nakash

Bouhnik

2020

Knowl Process Manag

View full text Add to dashboard Cite

This study aims to examine the place and future of the Knowledge Management (KM) discipline, in view of the claims of its decline. In doing so, we explored the meanings attributed by international KM experts regarding statements made about the death of the discipline, or at the very least, its illness. A case method was chosen. The study was conducted through fifteen semi‐structured in‐depth interviews, as part of the qualitative research paradigm. The findings provide evidence not only of the vitality of the field, but also of its significant growth and impressive evolutionary development since it was founded. The Findings section presents a snapshot of KM experts' perception of the source of the pessimistic statements about the discipline and offer significant insights into the question of where this field is going. We find that the future of KM lies in developing automated mechanisms for knowledge flow that rely on machine learning tools, artificial intelligence, and advanced cognitive capabilities. Furthermore, we ponder the possibility of a rebranding of KM, given the experts' feeling that narrow, partial, or misconceived conceptions about it are prevalent. The importance of this pioneering research is reflected in the adoption of a critical‐skeptical approach, which is almost completely absent from the KM literature. The uniqueness of this research is also reflected in the voices of KM professionals. In addition to the theoretical contribution, this study has implications on the practical level regarding the necessity of the KM profession and the necessity for further empirical research in the field.

show abstract

On Using Organizational Knowledge Capabilities to Assist Organizational Learning

Cited by 9 publications

References 50 publications

Determinants of Accounting-based Performance: Evidence from Bursa Malaysia

Determinants of Accounting-based Performance: Evidence from Bursa Malaysia

Organizational learning, knowledge management capability and supply chain management practices in the Saudi food industry

“Knowledge management is not dead. It has changed its appearance. And it will continue to change”

Contact Info

Product

Resources

About