Supportive Drivers of Organizational Knowledge Management: A Case Study from Egypt

PurposeThis paper focuses on the meanings attributed to the measurement of return on investment (ROI) in knowledge management (KM) initiatives in knowledge-intensive organizations. At the heart of this exploratory research is the introduction of a unique coherent perspective of discipline experts regarding the ROI metric, as part of their perception of assessing effectiveness in this field.Design/methodology/approachThe research begins with in-depth semi-structured personal interviews and continues with focus groups, as part of a qualitative research paradigm. The data were analyzed using a thematic analysis method, based on the grounded theory approach.FindingsThe findings provide empirical evidence regarding the significant challenges associated with the objective assessment of KM performance, which is deeply rooted in numerical-financial values. Despite the high status of ROI in the business environment, the authors find that decision-makers surprisingly avoid evaluating ROI for the most important resource of the organization, notwithstanding the immeasurable hopes that depend on this performance measure and the expectation of establishing the profitability of investment in organizational KM.Originality/valueThe uniqueness of this research is the adoption of the skeptical-critical research approach. For the first time, the authors interrogate the suitability and relevance of the general model of the ROI metric as a means of proving the value and contribution of well-managed knowledge to organizations. The authors call for adoption of a new integrative perspective for evaluating effectiveness, which will reflect the holistic set of KM in organizations.

This paper addresses the relationship between knowledge management initiatives in Indian IT organizations and their innovativeness at the organization level by using the survey research methodology. Knowledge management initiatives were measured in the context of cultural, structural, and technological interventions. Innovation was measured in terms of organizational behaviour related to sensitivity, learning, newness, trialability, communicability, risk-readiness, and absorption. A conceptual model was developed to assess the relationship between knowledge management initiatives and innovativeness. A hypothesis that knowledge management initiatives (KMI) influence the innovativeness of the organization was propounded. The questionnaire developed to assess knowledge management initiatives had 60 items, while an already available questionnaire consisting of 65 items was used to measure innovativeness. Eventually, the number of items in the knowledge management initiatives and innovativeness questionnaires was bought down to 45 and 34 respectively. Items were measured on a fivepoint Likert type rating scale, ranging from strongly agree to strongly disagree. The reliability of the questionnaires was checked using Cronbach Alpha. The study was carried out on 84 professionals from 20 Bangalore-based IT organizations that had implemented knowledge management initiatives and had SEI CMM level 5. Means and standard deviations of the variables were computed. The variables were subjected to correlation analysis and factor analysis. A multiple regression analysis was done to identify the influence of knowledge management initiatives on organizational innovativeness. An organizational innovativeness score, was used as the dependent variable and the variables of knowledge management initiatives were used as the independent variables. The results of data analysis showed that the initiatives taken by companies to enhance their knowledge assets fall into the culture, structure, and technology subsystems and that all the three are highly correlated: Technology and culture are more strongly associated with each other, as compared to their association with structure. All the three KMI variables strongly influence organizational innovativeness, with ‘culture’ being the most important. ‘Learning climate,’ a variable of culture, is found to be the most significant of the variables to influence innovativeness. Hence, organizations that lay emphasis on learning and provide excellent training facilities can foster a more innovative environment. Interestingly, ‘risk readiness‘ is not a factor contributing to innovativeness and is not significantly associated with the other variables. The variables like leadership, networking, reward and recognition, structure and technology do not significantly influence innovativeness.

Public organizations are increasingly investing in knowledge management (KM) initiatives. However, most KM concepts, practices, and tools have mainly been developed and studied in the private sector and there is a lack of understanding of KM in public organizations. This paper addresses the gap by discussing the differences between public and private organizations in their KM endeavors. Specifically, KM drivers in the context of public organizations are first identified. Salient KM enablers and how they may differentially affect the success of KM initiatives in public and private organizations are then discussed. Finally, tools for assessing KM performance in public organizations are suggested, in view of their unique organizational objectives.

Purpose: The article is focused on presenting the main authors contributing to the development of knowledge management (KM) in organizations, evidence-based management (EBM) and Integrated Qualifications System (IQS) and exploring their different views. The aim of this article is a literature review to assess existing knowledge, identify gaps, and recognize areas requiring additional research. Based on the identified gaps and trends, the review provides a basis for formulating a theoretical framework for authors’ own research - distinguish the interrelations between Knowledge Management (KM) in organizations, Evidence-Based Management (EBM) and Integrated Qualifications System (IQS) in Poland. The article aims to explore how these three components can be integrated to enhance decision making processes, support competency development, and improve organizational performance - presenting authors’ conceptual model. Design/methodology/approach: The article aims to explore how these three components can be integrated to enhance decision making processes, support competency development, and improve organizational performance. It also seeks to identify opportunities and challenges in implementing evidence-based practices and national qualification frameworks as tools for knowledge management in organizations. Findings: The findings of this article highlight that knowledge alone is insufficient without mechanisms for its validation and application, just as qualifications without knowledge management risk becoming static and outdated. Evidence-based decision-making serves as the bridge between these two domains, ensuring that organizational strategies are grounded in empirical data, stakeholder insight, and real-world outcomes. Originality/value: An identification the interrelations between Knowledge Management (KM) in organizations, Evidence-Based Management (EBM) and Integrated Qualifications System (IQS) in Poland and presenting authors’ conceptual model. Keywords: Knowledge Management, Evidence-Based Management, Integrated Qualifications System. Category of the paper: Literature review.

This paper presents a Knowledge Management Capability framework based upon an empirical case study conducted at a CMM Level 5 software project organisation. The paper discusses the development of the organisation’s knowledge management (KM) initiative from its initial state, to an organisational state where the KM practices are institutionalised and embedded within the daily activities and work methods of the organisation. The organisation’s KM initiative is analysed through the development of two KM capabilities, namely infrastructure and processes, which were examined in depth while conducting the case study, and form the basis for the KM Capability Framework. The resulting framework helps organisations to analyse any imbalance that may exist in their KM initiative and needs to be addressed. In doing so, the framework benefits organisations in making corrections and restoring balance between their KM infrastructure and process capabilities, thereby improving the path of successful KM implementation towards a state of organisational KM capability.

Knowledge management (KM) approaches have been broadly considered to entail either a focus on organizing communities or a focus on the process of knowledge creation, sharing, and distribution. While these two approaches are not mutually exclusive and organizations may adopt aspects of both, the two approaches entail different challenges. Some organizational cultures might be more receptive to the community approach, whereas others may be more receptive to the process approach. Although culture has been cited widely as a challenge in knowledge management initiatives, and although many studies have considered the implications of organizational culture on knowledge sharing, few empirical studies address the influence of culture on the approach taken to knowledge management. Using a case study approach to compare and contrast the cultures and knowledge management approaches of two organizations, the study suggests ways in which organizational culture influences knowledge management initiatives as well as the evolution of knowledge management in organizations. Whereas in one organization, the KM effort became little more than an information repository, in the second organization, the KM effort evolved into a highly collaborative system fostering the formation of electronic communities.

Knowledge management approaches have been broadly considered to entail either a focus on organizing communities or a focus on the process of knowledge creation, sharing, and distribution. While these two approaches are not mutually exclusive and organizations may adopt aspects of both, the two approaches entail different challenges. Some organizational cultures might be more receptive to the community approach whereas others are more receptive to the process approach. Although culture has been widely cited as a challenge in knowledge management initiatives and many studies have considered the implications of organizational culture on knowledge sharing, few empirical studies address the influence of culture on the approach taken to knowledge management. Using a case-study approach to compare and contrast the cultures and knowledge management approaches of two organizations, the study suggests the ways in which organizational culture influences knowledge management initiatives as well as the evolution of knowledge management in organizations. Whereas in one organization the KM effort became little more than an information repository, in the second organization, the KM effort evolved into a highly collaborative system fostering the formation of electronic communities.

To describe health and social care managers' perceptions of the factors affecting the competence of managers in knowledge management. A qualitative descriptive study. A semi-structured interview was conducted with 15 managers from three public health and social care organizations in Finland. Data were collected in the spring of 2022 and analysed using inductive content analysis. Health and social care managers perceived that the competence of managers working in knowledge management is affected by managers' behavioural and attitudinal characteristics, their interactive network competence in knowledge management, the dimensions of their competence in knowledge management, the knowledge management infrastructure with which they work and the organizational learning culture within which they work. The competence of health and social managers in knowledge management is influenced by various factors, including their personal characteristics, management competence and the infrastructure and culture of the organization for which they work. However, their competence is constrained by an absence of clear processes, structures and resources in knowledge management as well as a lack of systematic support and training for managers working in knowledge management. The study provides valuable information for improving the competence of managers working in knowledge management in health and social care organizations. The competence of managers working in knowledge management is instrumental for successful implementation and sustaining of knowledge management practices and thus, such competence has a positive impact on the overall performance of an organization. Clarifying the roles and responsibilities of health and social care managers, as well as establishing organizational structures, is essential for effective knowledge management in organizations. Consolidated Criteria for Reporting Qualitative Research (COREQ) checklist has been used in the reporting. No patient or public contribution.

A crucial component of creating a quality culture is knowledge management (KM), and well-known quality frameworks frequently stress the significance of KM for total quality management (TQM). In effect, KM and TQM are techniques that are closely related to the more general idea of organizational development and performance. The goal of this review is to investigate the relationship between KM and TQM and their impact on construction project delivery. A systematic review of 25 articles from 2001-2022 was conducted. The Key stages in the review include clarification of aims and objectives in the protocol, finding the relevant peer-reviewed journals, collecting data, assessing study quality, synthesizing evidence and interpreting findings. The findings of the study revealed that TQM has a synergistic role in knowledge creation through documents and manuals that specify the principles and action plans of TQM. On the other hand, there are major differences in how TQM and KM are implemented across different industries. In the process of creating knowledge, there was an effective and significant connection between leadership, employee empowerment, customer focus, benchmarking, and information technology. While KM is based on creating a culture that supports knowledge creation and sharing, TQM practices such as strategic planning and human resource management have a positive impact on KM activities like knowledge acquisition, distribution, and application. KM initiatives pursue individual quality in knowledge sharing and creation. Knowledge acquisition processes can be the subject of quality systems as knowledge dissemination can also be the subject of quality culture. Further, 981 academic documents on the topic were retrieved from Publish or Perish database within the period of 2000-2022. Afterward, co-occurrence and network visualization analysis were carried out to look at the patterns of study interconnections. As a result, relevant key words, network of terms co-occurrences with 73 out of 4506 keywords, 1153 links, and total link strength of 2760 were revealed. The scientometric analysis revealed a strong link between knowledge, total quality management, performance, management process and approach. These keywords attracted more attention in literature during the period.

The purpose of paper is to explore the role of the learning organization as a mediating variable between knowledge management and service quality in these organizations, also the paper aims to review the concept of learning organization, and the different elements of knowledge management and service quality in service business organizations. In order to achieve the purposes of the study, researcher adopted a descriptive analytical method, valid research instrument was utilized to conduct a survey of (450) questionnaires which were distributed, and (398) questionnaires were retrieved for analysis, rating (88%) of the distributed questionnaires. Analyzing data was conducted using a set of statistical methods including a normality test along with Cronbach’s alpha, standard deviation, confirmatory factor analysis, exploratory factor analysis, multiple and simple linear regression using SPSS-V25 and AMOS-V25. The study reached a set of results, the most important of which are: 1) There is a statistically impact at significant level (α ≤ 0.05) of knowledge management on service quality through the learning organization as a mediating variable in Alexandria Water Company in Egypt. 2) There is a significant correlation between learning organization and knowledge management, also there is a significant correlation between knowledge management and service quality, and finally there is a significant correlation between learning organization and service quality. The study reached a set of recommendations, the most important of which are: 1) It is necessary to plan, organize, lead and monitor enterprise knowledge and process management with emphasis on efficiency and effectiveness of the right of access to it; 2) Managers and owners should pay attention to the learning organization, as it plays a major role in building and forming organization culture and knowledge structure of organizations.

Fluctuation and Knowledge Management in Non-profit Organization

DESIGNING A CONCEPTUAL PERFORMANCE MEASUREMENT FRAMEWORK OF KNOWLEDGE MANAGEMENT INITIATIVES

BACKGROUND: Innovation is founded as a strong contributor to the formulation of competitive strategy and enhance organizational performance. Different organizations dropped drastically from the competition by not innovating their products and services. PURPOSE: To analyze the relationship of an organizational learning culture, workforce diversity and knowledge management with innovation and organizational performance, this topic is also has become an important topic in the field of management. With a few exceptions, however, the literature has focused on different business and small and medium-size enterprise, but this study intends to bridge this gap by testing the framework in educational institutes. METHODS: A quantitative research method is used to test the conceptual framework. The data was collected from Malaysian, and Thailand private sector universities; a closed-ended questionnaire was administrated to collect the data. Data is analyzed through statistical software SMART-PLS RESULTS: Findings of the study reveal that the exogenous variables knowledge management, organization learning culture, and workforce diversity has a significant and positive relationship with endogenous variable innovation and further innovation has a significant and positive association with organization performance. CONCLUSION: This study reveals that workforce diversity, knowledge management and organizational learning culture play a vital role to bring the innovation which further enhances the organization performance. Due to current pandemic COVID-19, educational institutes required more innovative process of teaching and operation, a learning culture, knowledge management systems and diverse workforce can play a vital role in the educational institute innovation process.

Organizations, whether public or private, need to keep their knowledge up-to-date and aligned with their guidelines and stakeholder needs. In complex sectors such as the energy industry, notably in the oil and gas industry, the technical knowledge developed over the years, by various agents, is not always properly systematized, through methodologies, processes, techniques and tools that can capture, store, share and apply knowledge in a structured way. This gap can be widened in state-owned enterprises, where the lack of an organizational culture that values and promotes knowledge management, resistance to change, and a lack of adequate technological infrastructure, can affect the way knowledge is managed and preserved. The application of this practice in state-owned enterprises presents additional challenges, such as the complexity of organizational structures, bureaucracy, and regular cycles of government change. The present work intends to address the main critical success factors present in a knowledge management initiative, adopted by a state-owned mixed economy company. The study provides an analysis of the main knowledge management practices adopted by the company studied, as well as the identification of the challenges faced and the best practices that can be replicated in other state organizations. The research involved the collection of data, such as documentary analysis of initiatives, programs, projects and corporate practices adopted, and the application of theoretical models and frameworks to analyze and interpret the results. The research can contribute to the advancement of knowledge management in state organizations, providing inputs for other companies in the public sector to develop their strategies considering the specificities of each organizational context and culture.

Knowledge Management (KM) plays a fundamental role in technology-based organizations by enabling them to effectively manage and utilize their knowledge resources in dynamic and fast-evolving environments. While KM has been extensively explored across various industries, its application within technology-driven sectors requires further examination due to the unique challenges these organizations face, such as rapid technological advancements, knowledge silos, information overload, and high employee turnover. Knowledge is a key driver of innovation, decision-making, and competitive advantage, so a deeper understanding of how KM operates in these contexts is essential. This study conducts a rapid literature review to investigate the benefits, challenges, and evaluation metrics associated with Knowledge Management in technology-based organizations. The findings reveal that well-implemented KM strategies enhance innovation capacity, operational efficiency, and more effective decision-making processes. However, despite its advantages, Knowledge Management implementation is often hindered by cultural barriers, reluctance to share knowledge, and difficulties aligning KM initiatives with overarching strategic goals. Overcoming these obstacles requires targeted investments in digital infrastructure, leadership support, and promoting a strong knowledge-sharing culture. We also identify a set of potential metrics for assessing KM effectiveness, including operational efficiency indicators, employee and customer satisfaction levels, patent data, knowledge stock, and structural capital. While these metrics build upon insights from the literature, further research is necessary to validate their applicability and reliability as measures of KM success in rapidly changing technology environments. Despite these challenges, Knowledge Management presents transformative potential for organizations seeking to leverage knowledge as a strategic asset, driving continuous innovation, improving organizational performance, and sustaining a competitive edge in an increasingly knowledge-intensive economy. By providing a structured understanding of KM’s role, challenges, and possible success metrics, this study offers valuable insights for researchers and practitioners, guiding them in refining Knowledge Management strategies to enhance adaptability, collaboration, and long-term resilience in technology-driven industries.