The KM processes in Malaysian SMEs: an empirical validation

Управление знаниями – это деятельность, в ходе которой знания эффективно накапливаются, распространяются и применяются, что приводит к повышению продуктивности и эффективности работы организации. Основная цель данного исследования – проанализировать влияние процессов и возможностей управления знаниями на эффективность малых и средних предприятий (МСП) в Саудовской Аравии. Возможности управления знаниями включают персонал, информационные технологии (ИТ), организационную структуру и организационную культуру, которые в данном исследовании характеризуются Т-образными компетенциями, ИТ-поддержкой, уровнем централизации и обучением. Другим аспектом являются процессы управления знаниями, включающие доступ к знаниям, их создание, внедрение, представление, стимулирование, использование, оценку и трансфер. Эффективность управления знаниями измеряется посредством двух факторов, к числу которых относятся финансовая эффективность организации и удовлетворенность клиентов. Исследование основано на обзоре литературы по управлению знаниями, включая процессы, возможности и эффективность. На этой основе разработана модель исследования и выдвинуты гипотезы. Данные получены путем опроса, в котором приняли участие 126 менеджеров, работающих в МСП разных отраслей в Саудовской Аравии. С помощью ряда статистических тестов исследование показало, что возможности управления знаниями, ИТ-поддержка, обучение, децентрализация и персонал предприятия вносят значимый вклад в успех практики и процессов управления знаниями, тем самым подтверждая теоретическую модель. Исследование также показало, что процессы управления знаниями, включая доступ к знаниям, их создание, оценку, трансфер, использование, внедрение, представление и стимулирование, позитивно связаны с эффективностью МСП в Саудовской Аравии.

Purpose– This paper aims to find and rank the barriers of the four knowledge management (KM) processes including generation, storage, distribution and application in the gas and petroleum sector.Design/methodology/approach– Reviewing the literature of KM and organizational learning, this paper extracted all of the barriers which impede KM processes. Then it designed a questionnaire for validating, ranking and categorizing barriers. Totally, 190 completed questionnaires were gathered from 26 gas and petroleum companies in Iran. Some statistical tests such asT, Friedman, Kruskal–Wallis and Mann–Whitney were used for analyzing data.Findings– Findings reviewed the current literature of KM barriers, validated and ranked the barriers of knowledge generation, storage, distribution and application separately. The importance of knowledge generation and knowledge application barriers were significantly different between gas and petroleum companies. Hence they were disjointedly ranked for gas and petroleum. Finally, KM barriers were ranked according to their contribution to KM processes and the average mean of their importance in KM processes.Practical implications– From the practical point of view, this paper suggests managers of gas and petroleum companies to emphasize solving high-priority barriers according to the KM process which they are focused on. Furthermore, the study provides a checklist that can be used as an assessment tool for evaluating KM processes considering barriers.Originality/value– This paper finds the importance of each barrier for each of the four KM processes and ranks the “critical barriers” according to their contribution to four KM processes in the gas and petroleum sector.

PurposeThis paper aims to examine the role of knowledge management (KM) processes in enhancing competitive strategies of differentiation and cost-effectiveness and its impact on innovativeness in knowledge-intensive service organizations (KISOs) in India.Design/methodology/approachThis study collected data from 293 employees working in Indian KISOs through a questionnaire survey. After checking for reliability and validity of data, this study tested the hypotheses by structural equation modeling using AMOS 26.FindingsThe results show that KM processes have a significant and positive relationship with competitive strategy and innovativeness. Competitive strategy partially mediates the relationship between KM processes and innovativeness. These KM processes promote differentiation and cost-effectiveness, which in turn enhances innovativeness. A differentiation strategy has a stronger positive relationship with KM processes and innovativeness than a cost-effective strategy.Research limitations/implicationsThis study's cross-sectional design limits its ability to establish a general cause–effect relationship. Even so, theoretically, the results corroborate the contingent view of KM in emerging economies such as India. The findings show the mediating role of competitive strategy on the relationship between KM and its processes with innovation and competitiveness – providing a better cost-effectiveness relationship and organizational differentiation capacity.Practical implicationsThis study suggests managers to adopt KM processes such as creation-sharing, acquisition and knowledge base enabling firms to be different and cost-effective than their competitors. This study provides evidence on how KISOs can leverage their innovativeness by using KM processes in congruence with its competitive strategy and gain competitive advantage.Social implicationsThis study emphasizes the development of KM processes in the management of KISOs, which contributes substantially to India’s economic growth via Gross domestic product and employment. On the social side, this study suggests to manage cultural issues in KM processes, arising because of presence of multi-cultural workforce and a high-power distance society.Originality/valueThis study bridges a research gap of previous studies providing empirical evidence regarding the mediating effect of competitive strategies in the relationship between KM processes and innovativeness. This study adds proof to the KM contingency view of firms, suggesting when KM processes are formulated to achieve competitive strategy; substantial benefits such as innovativeness can be realized. This study adds evidence from the emerging economy of India, where KISOs are increasingly creating value and employment.

Purpose– The purpose of this paper is to examine the relationship between knowledge management (KM) processes and supply chain performance, with information technology/information system (IT/IS) support, supply chain integration, and supply chain strategy as moderators.Design/methodology/approach– Drawing on the knowledge-based view, a theoretical framework is developed consisting of six KM processes: knowledge creation, knowledge capture, knowledge organization, knowledge storage, knowledge dissemination, and knowledge application, and the performance of supply chain is evaluated in terms of four Supply Chain Operations Reference (SCOR) process elements: Plan, Source, Make, and Delivery. Structural equation modeling is employed using a sample of 78 Iranian manufacturers in mechanical and engineering industry.Findings– Empirical results show that KM processes have a significant impact on supply chain performance which is positively moderated by IT/IS support and supply chain integration. While the moderating effect of IT/IS support is found to be considerably stronger, the relationship between KM processes and supply chain performance is not significantly different in lean and agile supply chains.Research limitations/implications– Since the sample for this study is small and drawn only from manufacturing companies in mechanical and engineering industry, it would be important to conduct further empirical studies with larger samples from a wider range of industries to improve and strengthen our analyses and provide more conclusive and generalizable results.Originality/value– Through empirical study, a better understanding of the impact of KM processes on supply chain performance and the moderating role of IT/IS support and supply chain integration can be gained.

PurposeDrawing upon the theoretical underpinning of knowledge worker productivity, this study aims to examine the relationship between abusive supervision and knowledge management (KM) process (creation, application and sharing of knowledge) and its impact on the knowledge worker productivity in knowledge-intensive organizations.Design/methodology/approachHypothesis were tested through PROCESS Macro in IBM SPSS v.26 on a sample of 204 employees working in banking sector of Pakistan. Confirmatory factor analysis was conducted to test the model fitness through AMOS v. 26.FindingsThe results showed that the relationship between abusive supervision and KM process (creation, application and sharing of knowledge) is negative and highly significant, i.e. greater the abusive supervision in the banking sector, the lower is the engagement in KM processes. Furthermore, there is a positive and highly significant relationship between the KM process and knowledge worker productivity. Finally, the study indicates the negative impact of abusive supervision on the knowledge worker productivity through the mediating mechanism of knowledge management processes.Research limitations/implicationsA key limitation is that the study is cross-sectional, and the findings may only be generalizable to developing countries context.Originality/valuePrevious studies have focused on supervisor–employee relationship but not in the context of knowledge worker productivity. This article fulfills this gap through understanding the impact of abusive supervision on the knowledge worker productivity in relation to KM processes (knowledge creation, sharing and application) by drawing upon the theoretical underpinning of knowledge worker productivity.

Relationship between Knowledge Management and Organizational Performance: A Test on SMEs in Malaysia

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.

The competitiveness of a firm depends on the quality of knowledge they apply to their business processes. Knowledge management (KM) processes are part of the firm business processes. These processes require turning personal knowledge into corporate knowledge that can be widely shared throughout a firm and appropriately applied. This study examines how SMEs and large firms apply KM processes in their daily business activities and analyse the influence of KM processes on their financial and non-financial performance. KM processes comprise knowledge acquisition, conversion and application while firm performance is measured from financial and non-financial perspectives that consist of profit, growth, innovativeness, customer satisfaction, quality and flexibility. Survey questionnaires were distributed to managers at SMEs and large firms. Results showed that the effects of KM processes on financial and non-financial performance differ between SMEs and large firms. Findings from the survey could help these firms to enhance their financial and non-financial performance via appropriate KM processes.

Aim/Purpose: This study aims to investigate the relationship between the knowledge management (KM) process and the performance of construction companies. The ultimate goal is to promote better efficiency and competitive advantage in the construction industry by making the best use of knowledge. Background: While attention to KM is currently on the rise, as shown by the number of studies conducted, research on KM in the construction industry of Indonesia is still very rare. However, organizational learning as the implementation of KM provides an opportunity to improve the construction industry, and thus there is an urgency to conduct research on this topic. Methodology: This study lasted for three months and used the survey method, with 100 questionnaires distributed to contractors of grade 6 and 7 on the islands of Java and Borneo in Indonesia. A total of 54 returned questionnaires were deemed complete and eligible for further analysis. Data analysis was performed using the structural equation modeling method with partial least squares (SEM PLS). Contribution: This study helps to measure the relationship value of the KM process and company performance. Findings: The results of this study indicate that the process of KM has a significant and positive influence on company performance, and there is a positive interaction in the process of KM and company performance as well. Recommendations for Practitioners: Construction companies need to perceive that activities undertaken in a construction project should always be assumed to be a KM process in order to make strategic and effective decisions that can result in improvements to customers, finance, internal business, learning, and growth. Recommendation for Researchers: Research on the KM process and information technology needs to be developed more, so that construction companies can apply this knowledge to explore problems and create solutions, resulting in methods to facilitate efficiency and effectiveness. Impact on Society: This paper helps to understand that KM activities provide initial benefits and guidance for companies that want to apply KM. Future Research: Innovative and new ideas to cultivate the KM process in the construction industry need to be explored and developed to improve the implementation.

This paper examines a framework between different knowledge management enablers (KMEs), knowledge management (KM) processes and organisational performance. Forty-six KMEs are selected from literature and experts' opinion from industry and academia. Further, these 46 KMEs are grouped into six major constructs. These KMEs supports the socialisation, externalisation, combination, internalisation (SECI) KM processes and organisational performance (operational performance, financial performance and customer satisfaction). The postal survey methodology is used to collect the data from Indian manufacturing organisations. The collected survey data was analysed for the construct, content, criterion-related validation and reliability analysis. Additionally, structural equation modelling (SEM) is used to test the relationship between KMEs, SECI KM process and organisational performance. The finding suggests positive relationship exists between KMEs, SECI KM process and organisational performance. The successful KMEs implementation improves the SECI KM processes which enhance the organisational performance.

This paper examines a framework between different knowledge management enablers (KMEs), knowledge management (KM) processes and organisational performance. Forty-six KMEs are selected from literature and experts' opinion from industry and academia. Further, these 46 KMEs are grouped into six major constructs. These KMEs supports the socialisation, externalisation, combination, internalisation (SECI) KM processes and organisational performance (operational performance, financial performance and customer satisfaction). The postal survey methodology is used to collect the data from Indian manufacturing organisations. The collected survey data was analysed for the construct, content, criterion-related validation and reliability analysis. Additionally, structural equation modelling (SEM) is used to test the relationship between KMEs, SECI KM process and organisational performance. The finding suggests positive relationship exists between KMEs, SECI KM process and organisational performance. The successful KMEs implementation improves the SECI KM processes which enhance the organisational performance.

PurposeThe main purpose of this paper is to investigate the effects of knowledge management (KM) infrastructure and KM processes on the performance of KM practices.Design/methodology/approachThe paper is based on personal interviews, data were collected from 83 managers from a single case study of a Global System for Mobile Communications (GSM) operator in Turkey.FindingsThe paper finds that hypotheses were tested using structural equation modeling. Test of hypotheses revealed that both KM processes and KM infrastructure positively and significantly influenced the performance of KM practices. These findings tend to corroborate our conceptual model and are also in line with the existing literature. KM infrastructure was found to be more significantly affecting KM performance than KM processes, indicating that the context and background of KM is more important than the application aspects of KM.Research limitations/implicationsThe findings in this paper cannot be generalized due to the case study approach. It may not be claimed that both KM processes and KM infrastructure solely determine the performance of KM practices. Instead, there are many other factors that may influence KM performance, which are somewhat beyond the scope of this research.Practical implicationsThe paper shows that the evaluation of KM performance is expected to increase the effectiveness, efficiency and adaptability of KM efforts so as to add more value to the overall performance of the organization.Originality/valueIn this paper there is little or no empirical evidence investigating the influence of KM infrastructure and KM processes on KM performance. This paper rectifies this imbalance by clarifying the link between KM infrastructure, processes and performance.

This study explores the role of knowledge management (KM) processes in enhancing strategic performance within private banks in the Erbil-Kurdistan region of Iraq. Using a quantitative research approach, data was collected from 122 employees through structured questionnaires and analyzed using multiple regression and correlation analyses. The findings reveal that KM processes—Knowledge Management Practices, Knowledge Creation, Knowledge Sharing, Knowledge Storage and Retrieval, and addressing Challenges in KM Implementation—significantly influence strategic performance. Among these, Knowledge Storage and Retrieval demonstrated the strongest impact, followed by Knowledge Management Practices and Knowledge Creation. The R-squared value of 82% indicates that KM processes collectively explain a substantial portion of the variance in strategic performance. The study highlights the importance of fostering innovation, collaboration, and efficient knowledge systems to drive organizational success. Recommendations include investing in KM infrastructure, promoting a knowledge-sharing culture, and addressing implementation challenges. This research contributes to the growing body of literature on KM's critical role in achieving strategic objectives and provides practical implications for organizations aiming to enhance performance through effective knowledge management.

PurposeEmployee knowledge is an essential contributor to managing supply chain ambiguities and supply improvement. The current research examined green technology (GT) implementation and knowledge management (KM) processes toward knowledge worker supply performance (KWSP). The present study postulates that GT implementation's positive impacts on the KM process and KM process lead to improved KWSP based on employee knowledge contribution.Design/methodology/approachTo accomplish the research objective, the data were taken from those production houses that are utilizing GT. A total of 400 questionnaires were distributed in Zhengzhou city, and feedback was received (343). The feedback data were studied through partial least squares-structural equation modelling (PLS-SEM) and fuzzy set qualitative comparative analysis (fsQCA). fsQCA is used to analyze improving the multiple configurational paths of KWSP.FindingsThe study revealed that GT implementation is positively associated with the KM process, and KM processes substantially influence the improvement of KWSP. The consequence of fsQCA demonstrated that various combinations improve supply chain performance. The study combines certain dimensions of GT implementation with the KM process, revealing that supply chain performance improved based on knowledge sharing in manufacturing firms.Research limitations/implicationsThis study guides decision-makers and academics on using the knowledge process associated with GT to improve supply chain performance. Moreover, future researchers should use information technology in supply houses and compare the result with the literature to generalize the results better.Originality/valueThe asymmetric technique assists in differentiating the connections that are not directly investigated by the traditional symmetric method. The study covers and identifies various approaches that can be used in manufacturing firms to improve the supply chain process and employee satisfaction. The study combines the two techniques to understand supply performance based on knowledge sharing in manufacturing firms.

Knowledge Management(KM) is a key concept in today's business world. Knowledge is an intellectual asset for each organization. Knowledge Management, the systematic management of organizational knowledge - a strategic corporate asset thus is captured, transferred, shared and, utilized for organizational competitiveness. To get the most value from a company's intellectual assets, KM practitioners should maintain and manage it for long term benefits. It is imperative to acknowledge the knowledge and such a discipline of KM is now well-established in many large organizations and they practice in a better way. This has been neglected amongst Small & Medium Enterprises (SMEs) especially the auto component firms. Therefore, this research study has been conducted in Auto Component SMEs of Pune Region to understand KM Infrastructure dimensions such as culture, employee participation, leadership, rewarding with incentives and training and mentoring followed amongst the SMEs and its impact on Knowledge Acquisition and Capture dimension of KM process. The findings appear that in SMEs, there is a significant impact of training and mentoring on knowledge acquisition and capture. Rest of the KM infrastructure dimensions like culture, employee participation, leadership and rewarding with incentives are not having significant impact on Knowledge acquisition and capture.