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Journal articles on the topic 'Relationship to knowledge management'

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Published: 4 June 2021

Last updated: 1 February 2022

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1

Alryalat, Haroun, and Samer Al Hawari. "Towards Customer Knowledge Relationship Management: Integrating Knowledge Management and Customer Relationship Management Process." Journal of Information & Knowledge Management 07, no. 03 (September 2008): 145–57. http://dx.doi.org/10.1142/s0219649208002020.

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Due to the strong competition that exists among organisations and the rapid change in the business environment, knowledge has turned out to become a key source for organisations to enhance the competitive advantage. Integrating Knowledge Management (KM) and Customer Relationship Management (CRM) process is a new research area, therefore, scientific research and literature around it remain limited. In addition, the impact of KM process on customer acquisition, retention, and expansion to improve customer satisfaction remains under study and report. The aim of this paper is to present a conceptual framework of KM integrated with CRM called Customer Knowledge Relationship Management (CKRM) Process depending on analysis of various models presented in KM and CRM. The main highlighting is laid upon the concepts of the concept of customer knowledge (knowledge about customer, knowledge for customer, knowledge from customer). Therefore, this paper contributes to the development of KM process (Knowledge Process about Customer, Knowledge Process for Customer, and Knowledge Process from Customer). The paper investigated how the companies in Jordan developed KM process to improvement the CRM process. Based on data collected from the company, results from analysis indicated that the KM process had a positive effect on CRM process.

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2

Gebert, Henning, Malte Geib, Lutz Kolbe, and Walter Brenner. "Knowledge‐enabled customer relationship management: integrating customer relationship management and knowledge management concepts[1]." Journal of Knowledge Management 7, no. 5 (December 2003): 107–23. http://dx.doi.org/10.1108/13673270310505421.

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3

Dysvik, Anders, Robert Buch, and Bård Kuvaas. "Knowledge donating and knowledge collecting." Leadership & Organization Development Journal 36, no. 1 (March 2, 2015): 35–53. http://dx.doi.org/10.1108/lodj-11-2012-0145.

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Purpose – The purpose of this paper is to investigate whether the relationship between employees’ knowledge donating and managers’ knowledge collecting is moderated by social leader-member exchange (SLMX) and economic leader-member exchange (ELMX). Design/methodology/approach – Data were obtained from 227 employee-leader dyads from four Norwegian organizations. Hierarchical moderated regression was used to test the hypotheses. Findings – Even though the authors observed a positive relationship between employees’ knowledge donating and managers’ knowledge collecting, the moderation analysis revealed a positive relationship only for high levels of SLMX relationships. Research limitations/implications – The data were cross-sectional, thus prohibiting causal inferences. Practical implications – SLMX relationships may be particularly important for the facilitation of knowledge exchange. Managers may draw on this finding to develop their relationships with employees by means of relationship-oriented behaviors. Originality/value – Given the importance of knowledge-sharing processes, a better understanding of the conditions under which knowledge donating related to knowledge collecting is particularly important. The present study advances knowledge on SLMX and ELMX relationships by demonstrating how SLMX moderates the association between knowledge donating and knowledge collecting.

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Tseng, Shu-Mei. "Knowledge management capability, customer relationship management, and service quality." Journal of Enterprise Information Management 29, no. 2 (March 7, 2016): 202–21. http://dx.doi.org/10.1108/jeim-04-2014-0042.

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Purpose – Firms survive by exploiting knowledge resources to maintain customer relationships more efficiently and effectively, as well as enhance their service quality. However, whether an enterprise can effectively utilize knowledge resources determines the effectiveness of knowledge management capability (KMC). Hence, the purpose of this paper is to investigate the relationship among KMC, customer relationship management (CRM), and service quality. Design/methodology/approach – In order to explore on KMC, CRM, and service quality, the questionnaire and partial least square (PLS) techniques were used. Findings – The results indicate that KMC has a positive influence on CRM and service quality; and further, that CRM has a positive influence on service quality. This result also reveals constructive suggestions that allow firms to strengthen their KMC and CRM, as well as enhance their service quality. Research limitations/implications – This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings. Practical implications – This research aims to investigate KMC, CRM, and service quality, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KMC and CRM to enhance service quality. Originality/value – Although the critical factors for enhancing service quality have been identified in previous studies, few have specifically explored KMC despite the fact that it has a dramatic impact on service quality. To fill this knowledge gap, the present study employed a questionnaire and PLS techniques to explore the relationship among KMC, CRM, and service quality. Comprehending the essentials for enhancing service quality can provide useful management insights into developing effective strategies that allow enterprises to retain customers.

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Mousakhani, Mohammad, and Khadijeh Rouzbehani. "On Knowledge Management." International Journal of Asian Business and Information Management 5, no. 4 (October 2014): 23–33. http://dx.doi.org/10.4018/ijabim.2014100103.

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Successful implementation of knowledge management for organization requires a systematic and comprehensive perspective about various organizational factors. Appropriateness of these factors and their integration and coordination is a vital prerequisite to implement knowledge management effectively. The primary purpose of the research is investigating the relationship between three fundamental aspects of intellectual assets – human capital, structural capital and relational capital – with knowledge management practices. The method of the research is descriptive and co relational. The research was conducted in petrochemical Company in Tehran. The total number of personnel was 720 and the sample of 265 members of personnel was selected as statistical sampling. According to the research findings, there are significant relationships between these intellectual assets and knowledge management practices. These findings support the necessity of preparing the prerequisites of effective implementation of knowledge management. Accordingly an organization characterized by more developed intellectual capitals can benefit from knowledge management initiatives.

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Bezzina, Frank, David Baldacchino, and Vincent Cassar. "Relating Knowledge Management Enablers, Knowledge Management Processes, and Organizational Effectiveness." International Journal of Knowledge Management 16, no. 4 (October 2020): 109–24. http://dx.doi.org/10.4018/ijkm.2020100106.

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This study investigates the relationship between knowledge management (KM) enablers (aspects of organizational structure, learning, strategy, transformational leadership, and information technology) and organizational effectiveness. It also examines the mediating role of KM processes (knowledge creation, knowledge organization, knowledge application, and knowledge protection). Using a web-based questionnaire and the responses from 201 organizations in the Maltese Pharmaceutical Sector, structural equation modelling revealed that various KM enablers produced direct effects on KM processes, and in turn, two KM processes produced direct effects on organizational effectiveness and also mediated the relationship between some KM enablers and organizational effectiveness. This study contributes towards a better understanding of specific aspects of the KM phenomenon and provides several implications that could better assist the management of knowledge to enhance organizational effectiveness.

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Honarpour, Amir, Ahmad Jusoh, and Choi Sang Long. "Knowledge management and total quality management: a reciprocal relationship." International Journal of Quality & Reliability Management 34, no. 1 (January 3, 2017): 91–102. http://dx.doi.org/10.1108/ijqrm-03-2014-0040.

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Purpose This research is an effort to conceptualize the relationship between total quality management (TQM) and knowledge management in a new way. While some researchers considered knowledge management as a facilitator of TQM other scholars concerned TQM as an antecedent for knowledge management. The purpose of this paper is to propose a reciprocal causation between TQM and knowledge management. Design/methodology/approach The main focus of literature review is focusing on common practices of TQM and knowledge management. In the next step, joint variance analysis method is used to reanalyze the results of the empirical studies linking TQM to knowledge management. This approach aims to divide the multiple correlation squared and demonstrate what portion is distinctly connected to predictor variables and what portion is on account of common variance among predictors. Findings The result indicates that nearly half of all explained variances in empirical studies that considered the relationship between TQM and knowledge management disregarding the criteria are accounted for the joint variance of TQM and knowledge management processes. Therefore a reciprocal causation between TQM and knowledge management can be formulated. Originality/value This research is one of the first studies which explores the diverse results of the relationship between TQM and knowledge management from a methodological perspective.

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Liew, Chor‐Beng Anthony. "Strategic integration of knowledge management and customer relationship management." Journal of Knowledge Management 12, no. 4 (July 18, 2008): 131–46. http://dx.doi.org/10.1108/13673270810884309.

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9

Bose, Ranjit, and Vijayan Sugumaran. "Application of knowledge management technology in customer relationship management." Knowledge and Process Management 10, no. 1 (January 2003): 3–17. http://dx.doi.org/10.1002/kpm.163.

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Borho, Heiko, Alfredo Iarozinski Neto, and Edson Pinheiro de Lima. "Manufacturing knowledge management." Gestão & Produção 19, no. 2 (2012): 247–64. http://dx.doi.org/10.1590/s0104-530x2012000200002.

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The continuous growth in socioeconomics environment dynamics and the complexity that surrounds manufacturing systems have made companies review their strategies and practices related to their production systems. They have been concentrating efforts at the development of Production Models, and thus the Resource Based Theory has been revisited. This study aims to identify the critical elements that characterize the relationship between manufacturing strategy, technology planning, and knowledge management actions. Based on the theoretical context of manufacturing and technological strategies, a processual framework for knowledge management is proposed. The developed process is tested through the identification of critical elements of knowledge management in an automaker company using the Cambridge Process Approach, an action research strategy. This paper summarizes a discussion of the critical elements of knowledge management in order to propose a set of KM actions observing the close relationship necessary between manufacturing and technology strategies.

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Yasir, Muhammad, and Abdul Majid. "Impact of knowledge management enablers on knowledge sharing." World Journal of Entrepreneurship, Management and Sustainable Development 13, no. 1 (March 13, 2017): 16–33. http://dx.doi.org/10.1108/wjemsd-02-2016-0010.

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Purpose The purpose of this paper is to examine the mediating role of trust in the relationship between knowledge management enablers (i.e. top management support, organizational culture, knowledge management system quality, and openness in communication) on knowledge sharing in small and medium enterprises (SMEs) in Pakistan. Design/methodology/approach The study was conducted through self-administered survey of employees of SMEs in Pakistan. Correlation, Baron and Kenny approach (causal steps approach) and PROCESS Macro (normal test theory) developed by Hayes were used to find out the direct and indirect effects of trust among knowledge management enablers and knowledge sharing. Findings The results have shown that trust of employees at SMEs was developed through knowledge management enablers which promote knowledge sharing. Therefore, the relationship between knowledge management enablers, trust, and knowledge sharing is positive. Research limitations/implications The current study only considered the single aspect of knowledge management system, i.e. knowledge sharing; some other aspects of knowledge management system such as knowledge creation and knowledge utilization can be used for future studies at SMEs sector. Practical implications The mediation of trust between top management support, culture, openness in communication, and knowledge sharing provided that trustworthy relationships between the members of an organization would lead to enhance the knowledge sharing activities. In order to promote the knowledge sharing attitudes within the organization, the managers should consider knowledge management enablers (top management support, organizational culture, and openness in communication) along with trustworthy environment as an energetic force for the development of knowledge management systems. Originality/value The study confirmed the mediating effect of trust between the relationships of top management support, organizational culture, openness in communication, and knowledge sharing, while there is a partial mediating role of trust between knowledge management system quality and knowledge sharing.

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Hussain, Iftikhar, Shakeel Ahmed, and Steven Si. "Personal Knowledge Abilities and Knowledge Management Success." Journal of Information & Knowledge Management 09, no. 04 (December 2010): 319–27. http://dx.doi.org/10.1142/s021964921000270x.

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Knowledge management success is a hot issue in SMEs. It is obvious that several important factors must be considered for successful implementation, but most small and medium firms have no idea what factors should be considered most heavily. Therefore, the purpose of this study is to expand the base of knowledge in that area, and empirically test the relationship between personal capabilities within SMEs and knowledge management system success. Six factors related to personal capabilities were measured: ambition, skills, behaviour, tools and techniques, time management and personal knowledge. The results of the study indicate that there is a significant relationship between these factors and knowledge management system success.

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13

Santoro, Gabriele, and Antonio Usai. "Knowledge exploration and ICT knowledge exploitation through human resource management." Management Research Review 41, no. 6 (June 18, 2018): 701–15. http://dx.doi.org/10.1108/mrr-07-2017-0215.

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PurposeThe purpose of the study is to assess the relationships among human resource management (HRM), information and communication technology (ICT), knowledge exploitation and knowledge exploration.Design/methodology/approachTo reach the study’s goal, The authors applied a quantitative methodology involving ordinary least squares on a sample of 129 Italian firms.FindingsResults confirm a direct and significant effect of HRM practices on knowledge exploration and a moderation effect of ICT knowledge exploitation on the relationship between HRM practices and knowledge exploration.Originality/valueThe relationship between knowledge management (KM) and HRM is relevant given that HRM can affect organizational culture and the management of strategic knowledge within firms, which is a primary resource to achieve better positioning in the markets. Nevertheless, the implicit link between KM and HRM has been theoretically suggested, but it requires further exploration, in particular through quantitative analysis.

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Ghanbari, A., and M. Abedzadeh. "Relationship between transactional leadership and knowledge management." Journal of Fundamental and Applied Sciences 8, no. 3 (September 1, 2016): 1388. http://dx.doi.org/10.4314/jfas.v8i3s.233.

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15

Firestone, Joseph M., and Mark W. McElroy. "Organizational learning and knowledge management: the relationship." Learning Organization 11, no. 2 (April 2004): 177–84. http://dx.doi.org/10.1108/09696470410521628.

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Chawla, Deepak, and Himanshu Joshi. "Relationship between Knowledge Management Practices and Performance." International Journal of Indian Culture and Business Management 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijicbm.2020.10032110.

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Iraniyan, Vadood, and Mohammad Hassanzadeh. "Relationship between Organizational Learning and Knowledge Management." Nigerian Chapter of Arabian Journal of Business and Management Review 1, no. 8 (July 2013): 51–56. http://dx.doi.org/10.12816/0003666.

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Moosavi Rad, Seyed Hamed, Mehdi Ghazanfari, Mostafa Jafari, and Seyed Morteza Moosavi Rad. "Relationship between Organizational Culture and Knowledge Management." International Journal of Knowledge, Culture, and Change Management: Annual Review 8, no. 8 (2008): 69–80. http://dx.doi.org/10.18848/1447-9524/cgp/v08i08/50646.

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19

Hsu, Sheng-hsun, and Huang-pin Shen. "Knowledge management and its relationship with TQM." Total Quality Management & Business Excellence 16, no. 3 (May 2005): 351–61. http://dx.doi.org/10.1080/14783360500054111.

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20

Rowley, Jennifer. "Partnering paradigms? Knowledge management and relationship marketing." Industrial Management & Data Systems 104, no. 2 (February 2004): 149–57. http://dx.doi.org/10.1108/02635570410522125.

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Sahibzada, Umar Farooq, Jianfeng Cai, Khawaja Fawad Latif, and Hassam Farooq Sahibzada. "Knowledge management processes, knowledge worker satisfaction, and organizational performance." Aslib Journal of Information Management 72, no. 1 (December 17, 2019): 112–29. http://dx.doi.org/10.1108/ajim-10-2019-0276.

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Purpose Drawing on the knowledge-based view, the purpose of this paper is to investigate the interrelationship between Knowledge Management (KM) processes, Knowledge Worker Satisfaction (KWS) and Organizational Performance (OP). Additionally, the study further seeks to identify the combinations of KM processes and KWS dimensions that can lead to enhanced OP. Design/methodology/approach Data were collected from 248 academics and administration employees of Higher Education Institutions (HEIs). The relationships were tested using SmartPLS 3.2.7. The study also employed fuzzy set Qualitative Comparative Analysis (fsQCA) for examining configurational paths. Findings The results of the study revealed that KM processes significantly affect KWS and KWS enhances OP in HEIs. Based on fsQCA, the results revealed multiple configurational paths to improved OP. Originality/value There is significant lack of research that ascertains the inter-relationship between KM processes, KWS, and OP. This is one of the initial studies that examines the relationship of KM processes, KWS, and OP in HEI’s. From a methodological perspective, the study contributes by combining symmetric and asymmetric statistical tools in KM literature. fsQCA helps to understand the interactions that might not be immediately obvious through traditional symmetric methods.

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Bhat, Suhail Ahmad, and Mushtaq Ahmad Darzi. "Customer relationship management." International Journal of Bank Marketing 34, no. 3 (May 16, 2016): 388–410. http://dx.doi.org/10.1108/ijbm-11-2014-0160.

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Purpose – The purpose of this paper is to develop a comprehensive integrated model which helps in explaining the impact of Customer Relationship Management (CRM) dimensions (complaint resolution, customer knowledge, customer empowerment and customer orientation) on customer loyalty and competitive advantage of a bank. The study also explores the mediating role of customer loyalty in the relationship between CRM and competitive advantage in retail banking. Design/methodology/approach – The research is based on a theoretical model which consists of four CRM dimensions and two exogenous variables. These have been used for establishing the hypotheses to analyze relationships between the variables constituting the CRM model. The data have been collected from 278 customers of a private bank. The data were analyzed using structural equation modeling (SEM). The scale was developed and purified through factor analysis (exploratory and confirmatory factor analysis). SEM was then used to examine the causal relationships and “model fit” of the proposed model. Findings – The results provide evidence that the four CRM dimensions have a positive effect on customer loyalty and competitive advantage of the bank. Among the CRM dimensions, customer knowledge is most influential of all the dimensions. Furthermore, customer loyalty acts as the mediator in the CRM model between CRM and competitive advantage. Research limitations/implications – Since, the study involved a single bank and therefore the results should be generalized cautiously. Only four CRM variables were included in the study; additional variables can be introduced in further studies involving different contexts. Practical implications – The study highlights and supports the need for mangers to devote additional resources toward developing a better CRM system. Therefore, mangers need to think beyond the technological aspects and should focus on these four dimensions, especially customer knowledge, to enhance the loyalty and competitiveness. Originality/value – The paper investigated hitherto unexplored relationships between customer-centric CRM dimensions instrumental in providing competitive advantage to a bank through mediational analysis. Thus, it contributes to the information on the implementation of CRM practices valuable for banking sector.

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Hasanian, Ghazaleh, Chin Wei Chong, and Geok Chew Gan. "Application of knowledge management factors on customer relationship management process." Library Review 64, no. 8/9 (November 2, 2015): 583–96. http://dx.doi.org/10.1108/lr-10-2014-0111.

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Purpose – The purpose of this paper is to study the application of knowledge management (KM) factors on customer relationship management (CRM) process in Malaysian Multimedia Super Corridor (MSC) status organisations. Design/methodology/approach – A questionnaire survey was conducted on KM workers (customer service) in Malaysian MSC status organisations. Based on the extensive review of the current literature, eight KM factors were investigated to examine the application toward CRM process. Findings – The data, collected from 96 knowledge workers, suggest that KM process, organisational infrastructure and technology are three important predictors for effective CRM process. Practical implications – The practical implication of this paper could be useful for business managers who want to enhance organisational CRM through implementing KM practices to support their organisation’s KM efforts. Originality/value – This is one of the few papers to study the application of KM factors on CRM process in Malaysia.

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Ullah, Asad, Mansoora Ahmed, and Dmitry V. Zhukov. "Achieving Service innovation Through Market Orientation: The Role of Relationship Marketing and Knowledge Management." International Journal of Management Science and Business Administration 2, no. 2 (2014): 19–28. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.22.1002.

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Market orientation is a widely discussed concept in marketing literature while relationship marketing has emerged as an important paradigm over the past decade. Research has shown the significance of relationship marketing for increased sales and enhanced organizational performance. On the other hand, knowledge management is also an important agenda for organizations. Prevalent approach of service dominant logic has raised the interest of researchers in studying service as science. Both manufacturing industry and service industry rely on service innovations for success and competitive advantage. This paper theoretically analyzes the role of market orientation, relationship marketing and knowledge management and proposes a theoretical framework for their combined effect on service innovation. The framework is proposed for researchers to conduct further empirical studies in order to test its validity in practical work environment.

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Payal, Ruchi, Salma Ahmed, and Roma Mitra Debnath. "Impact of knowledge management on organizational performance." VINE Journal of Information and Knowledge Management Systems 49, no. 4 (November 11, 2019): 510–30. http://dx.doi.org/10.1108/vjikms-07-2018-0063.

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Purpose The purpose of this paper is to explore the dynamic relationships among the essential knowledge management (KM) constructs, i.e. strategy, enablers and processes, and to establish their links to organizational performance using a holistic integrated model. Design/methodology/approach The structural equation modeling approach was used in the research study. The primary data were collected from IT managers in Indian software firms. Findings The study successfully tested an integrated KM model in an Indian scenario. The study found that the KM strategy, enablers and processes had a significant positive relationship with the organizational performance. An appropriately designed KM strategy significantly influenced the KM enablers and KM process. KM enablers nurtured in an organization positively impacted the KM process. Furthermore, the KM process partially mediated the relationship between the KM strategy and organizational performance, and partially mediated the relationship between KM enablers and organizational performance. Originality/value This study is one of the few to empirically establish how the essential KM constructs of strategy, enablers and processes together impact organizational performance.

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Marques, Juliano Martins Ramalho, Jefferson Lopes La Falce, Fernanda Machado Fonseca Ramalho Marques, Cristiana Fernandes De Muylder, and Jersone Tasso Moreira Silva. "The relationship between organizational commitment, knowledge transfer and knowledge management maturity." Journal of Knowledge Management 23, no. 3 (April 8, 2019): 489–507. http://dx.doi.org/10.1108/jkm-03-2018-0199.

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PurposeThis paper aims to analyse the relationship between the organizational commitment, the knowledge transfer and the knowledge management maturity at a Brazilian public university. As indicated in the literature, the organizational commitment and the influence on knowledge management in the public sector, especially in developing countries, configures an important gap to be filled (Razzaq et al., 2018).Design/methodology/approachThe research has a descriptive and quantitative nature, and to run the analysis, an exploratory factorial analysis was conducted and after that a structural equations modelling was carried out.FindingsThe results indicated a significant relationship between the organizational commitment to the knowledge transfer and, consequently, to the knowledge management maturity.Originality/valueIn the first place, the model including all dimensions of commitment: affective, calculative and normative with knowledge transfer and knowledge maturity was not tested before. Second, data on the public sector in developing countries are still rare and studies in this field encouraged (Razzaq et al., 2018). In this case, the present study contributes in this field, specifically in the education sector. Finally, understanding the individual commitment profile helps to understand the extent to which that person contributes both to the knowledge transfer, and therefore, in the same analogy, to the knowledge management maturity level.

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Law, K. S., and Fu-Lai Chung. "A Knowledge-Driven Model for Client Relationship Management." Asian Journal of Research in Banking and Finance 9, no. 5 (2019): 1. http://dx.doi.org/10.5958/2249-7323.2019.00006.3.

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Molina, Luis M., Javier Lloréns-Montes, and Antonia Ruiz-Moreno. "Relationship between quality management practices and knowledge transfer." Journal of Operations Management 25, no. 3 (August 9, 2006): 682–701. http://dx.doi.org/10.1016/j.jom.2006.04.007.

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Allameh, Mohsen, Mohsen Zamani, and Sayyed Mohammad Reza Davoodi. "The relationship between organizational culture and knowledge management." Procedia Computer Science 3 (2011): 1224–36. http://dx.doi.org/10.1016/j.procs.2010.12.197.

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Wu, Chunte, Yichen Lin, and Chehung Liu. "Application of knowledge-enabled customer relationship management model." International Journal of Business and Systems Research 6, no. 2 (2012): 188. http://dx.doi.org/10.1504/ijbsr.2012.046355.

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Srisamran, Phocharapol, and Vichita Vathanophas Ractham. "Customer-Centric Knowledge Creation For Customer Relationship Management." Journal of Applied Business Research (JABR) 30, no. 2 (February 27, 2014): 397. http://dx.doi.org/10.19030/jabr.v30i2.8410.

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As the pace of todays world increases with advances in technology and globalization, the heat of rivalry and competition in the business world is also rising. It is a wake-up call for many firms that they can no longer just convince customers to buy whatever they sell. They have to understand their customers. Customer Relationship Management (CRM) can assist firms to know your customer and construct good relationships with customers. In order to know your customer and construct a good relationship, customer knowledge must be acquired and managed. However, this is no easy task since customer knowledge can be subjective and difficult to extract or manage. An approach is needed to acquire and manage customer knowledge. Knowledge management, including knowledge creation, can assist in terms of acquiring and managing customer knowledge. Knowledge management not only improves understanding of the customer, but also improves business process performance by enabling response to customer needs in a timely manner with better quality of service. Customer-Centric Knowledge Creation is the process for the creation of knowledge based on customer knowledge within the CRM contexts which are enterprise-wide, customer-centric, technology-driven, and cross-functional. The aims of this process are to assist organizations to gain more understanding of the customer, embedding customer knowledge into organization knowledge, and creating a customer-focused mindset in organizational members. In other words, it is to sustainably create knowledge focusing on customer knowledge in an organization.

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Paliszkiewicz, Joanna Olga. "The relationship between social perspective and knowledge management." International Journal of Innovation and Learning 7, no. 4 (2010): 450. http://dx.doi.org/10.1504/ijil.2010.032933.

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Quinn, Kathy S. "Psychological Type and its Relationship to Knowledge Management." International Journal of Knowledge, Culture, and Change Management: Annual Review 5, no. 10 (2006): 73–86. http://dx.doi.org/10.18848/1447-9524/cgp/v05i10/49458.

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Martin, Valerie A., Tally Hatzakis, Mark Lycett, and Robert Macredie. "Building the Business/IT Relationship through Knowledge Management." Journal of Information Technology Case and Application Research 6, no. 2 (April 2004): 27–47. http://dx.doi.org/10.1080/15228053.2004.10856042.

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Ho, Chin‐Tsang. "The relationship between knowledge management enablers and performance." Industrial Management & Data Systems 109, no. 1 (January 30, 2009): 98–117. http://dx.doi.org/10.1108/02635570910926618.

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Lin, Yichen, Hwan-Yann Su, and Shihen Chien. "A knowledge-enabled procedure for customer relationship management." Industrial Marketing Management 35, no. 4 (May 2006): 446–56. http://dx.doi.org/10.1016/j.indmarman.2005.04.002.

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Mardani, Amirhosein, Saghi Nikoosokhan, Mahmoud Moradi, and Mohammad Doustar. "The Relationship Between Knowledge Management and Innovation Performance." Journal of High Technology Management Research 29, no. 1 (2018): 12–26. http://dx.doi.org/10.1016/j.hitech.2018.04.002.

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Tabaeeian, Reihaneh Alsadat, and Majid Mohammad Shafiee. "Integrating knowledge-responsibility-performance via supplier relationship management." International Journal of Integrated Supply Management 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijism.2022.10040746.

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Deepak M.D., Gangadhar Mahesh, and Narotham Kumar Medi. "Knowledge Management Influence on Safety Management Practices." International Journal of Knowledge Management 15, no. 4 (October 2019): 16–37. http://dx.doi.org/10.4018/ijkm.2019100102.

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Many studies have been conducted in relation with knowledge management (KM), indicating the benefit associated with KM; among which safety management (SM) improvement is one of them. So, the aim of this article is to assess the influence of KM on SM practices in construction industry. In this regard, various factors that affect KM and SM are identified through literature review. Then, a questionnaire survey was facilitated to collect data based on the identified factors. These factors are ranked using a relative importance index (RII) to ascertain the level of importance among its group. Further, correlation analysis and multiple linear regression analysis are carried out to test and measure the strength of the relationship between KM and SM factors. Results indicate that there exists a definite and significant relationship between the factors of KM and SM in construction industry. Overall, the results obtained from the study will assist practitioners and professionals to develop and upgrade KM and SM practices in construction industry.

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Hung, Shin-Yuan, Jacob Chia-An Tsai, Wen-Ting Lee, and Patrick Y. K. Chau. "Knowledge management implementation, business process, and market relationship outcomes." Information Technology & People 28, no. 3 (August 3, 2015): 500–528. http://dx.doi.org/10.1108/itp-12-2013-0209.

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Purpose – Prior studies examine the relationship between knowledge management (KM) enablers and KM effectiveness. However, the critical role of business process outcome is neglected. The purpose of this paper is to understand the mediating effect of business process outcomes. Based on knowledge-based view (KBV), two KM enabler variables, KM infrastructure (KMI) and KM capabilities (KMC), and one KM effectiveness variable, market relationships, are included. Design/methodology/approach – A survey was conducted. The sampling frame was obtained from the database of the Bureau of National Health Insurance and Financial Supervisory Commission in Taiwan. After unusable questionnaires excluded, the usable respondents were 256 which are from 63 hospitals and 93 financial firms. Structural equation modeling was used to analyze the relationships among KMI, KMC, business process outcome, and market relationships. Findings – The findings indicated that both KMI and KMC have positive influences on market relationships through business process outcome. The authors also demonstrate how KMI and KMC improve market relationships through business process outcome to deliver the value of KM. Originality/value – Based on KBV, KMI and KMC are as KM enablers to facilitate KM activities. In the light of professional service industries (i.e. hospitals and financial firms), the study highlights the mediating effect of business process outcomes between KM enablers and KM effectiveness. It furthers the understanding of how KM enablers can improve KM effectiveness.

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Iqbal, Amjad, Fawad Latif, Frederic Marimon, Umar Farooq Sahibzada, and Saddam Hussain. "From knowledge management to organizational performance." Journal of Enterprise Information Management 32, no. 1 (February 11, 2019): 36–59. http://dx.doi.org/10.1108/jeim-04-2018-0083.

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Purpose The purpose of this paper is to empirically investigate the effects of knowledge management (KM) enablers on KM processes in research universities and testing the direct relation between KM processes and OP. This study also proposes to examine the mediating role of intellectual capital (IC) and innovation in the relationship between KM processes and performance of universities. Design/methodology/approach Using a sample of 217 academic and administrative personnel from research universities of Pakistan, the hypothesized relationships were tested through partial least squares structural equation modeling technique. Findings The results reveal that KM enablers have a significant impact on KM processes. The results also indicate that KM processes influence organizational performance (OP) directly and indirectly through innovation and IC. Practical implications Findings of this study reinforce the corporate experience of KM and suggest how administrators of research universities and higher educational institutions can promote innovation and IC, which in turn enhance OP. Originality/value Despite the augmented importance of KM in higher education institutions or research universities, there is a dearth of studies that investigate the interplay of KM, innovation, IC and OP. This is one of the earliest studies that not only empirically investigate the interaction of KM enablers, KM processes and performance of research universities but also shed insights into the existing literature by simultaneously investigating mediating role of IC and innovation in the underlying relationship.

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ISHAK, Rosnah, and Mahaliza MANSOR. "The Relationship between Knowledge Management and Organizational Learning with Academic Staff Readiness for Education 4.0." Eurasian Journal of Educational Research 20, no. 85 (February 1, 2020): 169–84. http://dx.doi.org/10.14689/ejer.2020.85.8.

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Maldonado-Guzmán, Gonzalo, Gabriela Citlalli Lopez-Torres, Jose Arturo Garza-Reyes, Vikas Kumar, and Juan Luis Martinez-Covarrubias. "Knowledge management as intellectual property." Management Research Review 39, no. 7 (July 18, 2016): 830–50. http://dx.doi.org/10.1108/mrr-02-2015-0024.

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Purpose The purpose of this paper is to explore the relationship between knowledge management and creation of intellectual property within the context of small and medium size manufacturing enterprises. Design/methodology/approach A hypothesis was formulated and tested using structural equation modelling. Data were collected through an instrument that was developed based on key constructs adapted from the literature and that was first validated using Confirmatory Factor Analysis. A Cronbach’s alpha test was also conducted and the Composite Reliability Index was calculated to ensure reliability of the theoretical model. The instrument was distributed among manufacturing small and medium enterprises (SMEs) in the Aguascalientes region of Mexico, from were 125 valid responses were obtained. Findings In general, the results indicate that knowledge management has positive effects on the creation of intellectual property in manufacturing SMEs. This suggests that SMEs can create more intellectual property if they dedicate more efforts to the management of knowledge. Practical implications The implication of this research and its findings may inform the strategies formulated by policy makers, and the managerial practices that manufacturing SMEs can adopt to protect their knowledge. Originality/value Evidence suggests that studies focused on investigating the relationship between knowledge and intellectual property are limited. This paper provides a refined understanding of the relationship between knowledge management and intellectual property creation.

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Maqbool, Muhammad Adnan, and Mahr Muhammad Saeed Akhtar. "Relationship of Total Quality Management with Knowledge Management and Organizational Culture." I V, no. I (March 30, 2020): 207–20. http://dx.doi.org/10.31703/ger.2020(v-i).17.

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The study is an empirical exploration into TQM practices in Pakistani higher education with a focus on determining relationship between the variables: Knowledge Management (KM) and Organizational Culture (OC) in the context of higher education in Pakistan. It employed a quantitative paradigm to the investigation with correlational design. All the university teachers comprised the population of this study. Six public sector universities of Punjab were randomly selected. The results of the analysis showed all the three variables summed mean as 3.41, 3.3, 3.5 respectively all indicating a minor level of the presence of the TQM practices. OC showed relatively higher favorable response. The inferential statistics revealed that the relationship between OC and KM was positive, moderate and statistically significant (r=.491, p<.05). Demographical variables included respondents� gender, qualification, experience. Gender and Qualification was found to have no influence on KM and OC, while experience showed significant effect on the two variables.

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Zhuo, Tao. "Relationship between knowledge management capability and human resource management system implementation." International Journal of Services Operations and Informatics 8, no. 3 (2017): 185. http://dx.doi.org/10.1504/ijsoi.2017.081509.

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Zhuo, Tao. "Relationship between knowledge management capability and human resource management system implementation." International Journal of Services Operations and Informatics 8, no. 3 (2017): 185. http://dx.doi.org/10.1504/ijsoi.2017.10002472.

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Xia, Qing, Shumin Yan, Yuliang Zhang, and Baizhu Chen. "The curvilinear relationship between knowledge leadership and knowledge hiding." Leadership & Organization Development Journal 40, no. 6 (August 1, 2019): 669–83. http://dx.doi.org/10.1108/lodj-10-2018-0362.

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Purpose The purpose of this paper is to examine the curvilinear relationship between knowledge leadership and knowledge hiding and the moderating role of psychological ownership on influencing the curvilinear relationship. Design/methodology/approach In total, 403 data were collected from participants in a high-technology company via a two-wave survey. Hierarchical regression analyses were used to test the hypotheses. Findings Results revealed an inverted U-shaped relationship between knowledge leadership and knowledge hiding. The employees exhibited more knowledge hiding in a moderate level of knowledge leadership than in lower and higher levels of knowledge leadership. Moreover, psychological ownership significantly moderated the curvilinear relationship such that the inverted U-shaped relationship was more pronounced among employees with high psychological ownership. Practical implications Employees’ reaction to knowledge leadership may vary from different levels of knowledge leadership. Moreover, organizations should boost employees’ psychological ownership especially for the collective identity that helps them own knowledge as “ours.” Originality/value This study extends both the leadership and knowledge management behavior literatures.

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Lim, Thou Tin. "Organizational Culture and Knowledge Management." Journal of Information & Knowledge Management 01, no. 01 (March 2002): 57–63. http://dx.doi.org/10.1142/s0219649202000170.

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As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

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Rosmanita, Ike, and Saharuddin Saharuddin. "The Relationship Between Community Knowledge and Management of TOGA." Jurnal Sains Komunikasi dan Pengembangan Masyarakat [JSKPM] 1, no. 3 (October 7, 2017): 359. http://dx.doi.org/10.29244/jskpm.1.3.359-378.

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Local knowledge is a basic resource who passed down from one generation to another generation. Every region has a different knowledge to manage and utilize plants in the yard including medicinal plants. This study try to analyze the condition of the yard agroekosistem, analyze the level of local knowledge about medicinal plants, analyze level management of medicinal plants, analyze the relationship between level of local knowledge with the level management of mrdicinal plants, and analyze the relationship between local knowledge with condition of yard agroekosistem. This reseach used a quantitative approach and supported with qualitative approach as a method of reseach. The results showed condition of yard agroekosistem has a good condition and people have used their yard around the house. The results also showed that the level of local knowledge about medicinal plants classified as moderate. Beside that the level managemet of medicinal plants classified in the high category. Based on statistical tests, we can know that there is no relationship between local knowledge with the level management of medicinal plants.Keywords: health, livelihood, medicinal plants, yard-----------------------------------------------------------------------------------------ABSTRAKPengetahuan lokal merupakan pengetahuan yang diwariskan secara turun temurun dari satu generasi kapada generasi berikutnya. Masing-masing wilayah memiliki pengetahuan tersendiri dalam pengelolaan dan pemanfaatan berbagai tanaman termasuk tanaman obat. Tujuan penelitian ini adalah untuk menganalisis kondisi agroekosistem pekarangan masyarakat, menganalisis tingkat pengetahuan lokal masyarakat mengenai tanaman obat, menganalisis tingkat pengelolaan tanaman obat, menganalisis hubungan pengetahuan lokal dengan tingkat pengelolaan tanaman obat, dan menganalisis hubungan pengetahuan lokal dengan kondisi agroekosistem pekarangan. Metode yang digunakan adalah pendekatan kuantitatif dan didukung dengan pendekatan kualitatif. Hasil penelitian menunjukkan bahwa agroekosistem pekarangan masyarakat sudah dimanfaatkan secara optimal. Hal ini dapat dilihat dari kondisi pekarangan masyarakat yang ditanam berbagai jenis tanaman termasuk tanaman obat. Hasil penelitian juga menunjukkan bahwa tingkat pengetahuan lokal masyarakat mengenai tanaman obat tergolong sedang, sedangkan tingkat pengelolaan tanaman obat tergolong dalam kategori tinggi. Berdasarkan uji statistik yang dilakukan, tidak terdapat hubungan antara pengetahuan lokal dengan tingkat pengelolaan tanaman obat.Kata kunci: kesehatan, nafkah, pekarangan, tanaman obat

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Pellegrini, Massimiliano Matteo, Andrea Caputo, and Lee Matthews. "Knowledge transfer within relationship portfolios: the creation of knowledge recombination rents." Business Process Management Journal 25, no. 1 (February 4, 2019): 202–18. http://dx.doi.org/10.1108/bpmj-06-2017-0171.

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PurposeThe purpose of this paper is to clarify the underdeveloped conceptualization of a particular type network rents, defined as knowledge recombination rents, related to the possibility for a firm to transfer and recombine knowledge within and across its portfolio of inter-organizational relationships.Design/methodology/approachAdopting a contingency approach, the authors develop a comprehensive model with propositions drawn from an original synthesis of the extant literature on the management of inter-organizational relationships.FindingsThe authors summarize the most important internal and external variables that explain how knowledge recombination rents arise within a firm’s portfolio of inter-organizational relationships. The authors create a seven-proposition model that considers: an “internal fit,” related to internal contingencies of the firm, specifically life stage and its strategy; an “external fit,” related to external contingencies of the network of the firm, specifically past experience and current portfolio structure.Research limitations/implicationsThe model is theory driven. Future research should validate empirically the relations proposed, especially in different industries and contexts.Practical implicationsThe model, beyond the fact of being theoretically sounded, is also completely practical oriented. Indeed, the authors developed a comprehensive model articulated in seven propositions which relationship managers can easily use to analyze and manage their portfolios of inter-organizational relationships.Originality/valueThe model allows us to assert that the value of an inter-organizational relationship is neither fixed nor just related to the single dyadic interaction; rather before engaging with a relationship is crucial to ponder possible benefits and harms. This is the central element in the contribution that develops an easy-to-use and comprehensive model based on best practices.

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