Knowledge management and organizational performance: a decomposed view

Annette Mills · Trevor Alexander Smith

464 citations0/0 files storedJournal of Knowledge Management

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Innovation and Knowledge Management Knowledge Management and Sharing Intellectual Capital and Performance Analysis

Abstract

Purpose The purpose of this paper is to evaluate the impact of specific knowledge management resources (i.e. knowledge management enablers and processes) on organizational performance. Design/methodology/approach The study uses survey data from 189 managers and structural equation modeling to assess the links between specific knowledge management resources and organizational performance. Findings The results show that some knowledge resources (e.g. organizational structure, knowledge application) are directly related to organizational performance, while others (e.g. technology, knowledge conversion), though important preconditions for knowledge management, are not directly related to organizational performance. Research limitations/implications The survey findings were based on a single dataset, so the same observations may not apply to other settings. The survey also did not provide in‐depth insight into the key capabilities of individual firms and the circumstances under which some resources are directly related to organizational performance. Practical implications The study provides evidence linking particular knowledge resources to organizational performance. Such insights can help firms better target their investments and enhance the success of their knowledge management initiatives. Originality/value Prior research often utilizes composite measures when examining the knowledge management‐organizational performance link. This bundling of the dimensions of knowledge management allows managers and researchers to focus on main effects but leaves little room for understanding how particular resources relate to organizational performance. This study addresses this gap by assessing the links between specific knowledge management resources and organizational performance. The results show that some resources are directly related to organizational performance, while others are not.

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References

1990Absorptive Capacity: A New Perspective on Learning and Innovation 1997Dynamic capabilities and strategic management 1984A resource‐based view of the firm 1996Toward a knowledge‐based theory of the firm 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1998The partial least squares approach for structural equation modeling.2002Absorptive Capacity: A Review, Reconceptualization, and Extension 2001Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2

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2015Structured knowledge processes and firm performance: The role of organizational agility 2013Knowledge management and measurement: a critical review 2020Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance 2018From knowledge management to organizational performance 2018The associations among market orientation, technology orientation, entrepreneurial orientation and organizational performance

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