| Author: | Liu, Gang |
| Title: | Towards a deeper understanding of the complex relationships between knowledge management practices and organisational performance : a meta-analytic study |
| Advisors: | Tsui, Eric (ISE) Kianto, Aino (ISE) |
| Degree: | Ph.D. |
| Year: | 2021 |
| Subject: | Knowledge management Performance -- Management Organizational behavior Hong Kong Polytechnic University -- Dissertations |
| Department: | Department of Industrial and Systems Engineering |
| Pages: | xviii, 289, 19 pages : color illustrations |
| Language: | English |
| Abstract: | There has been a wealth of empirical research that has tried to examine the causal relationships between knowledge management (KM) and organisational performance, however, the findings of these studies have been mixed and at times contradictory. Such contradictions hinder theoretical development of KM due to a lack of generalisability. On the other hand, KM are socially embedded activities which are affected by the social and industrial environment. However, the contextual impacts on the KM-organisational performance relationships have been understudied. To address these knowledge gaps, this study aims to 1) investigate the relationships between KM practices and organisational performance; 2) identify whether contextual factors, such as the national culture, the economy, and the particular industry influence the relationships between KM practices and organisational performance. A meta-analysis approach was adopted to achieve these objectives. Bivariate meta-analytic results indicated that knowledge-friendly organisational culture (KFOC), knowledge-based leadership, KM-supportive information technologies (IT), and organisational learning were positively associated with organisational performance (overall organisational performance, financial performance, and non-financial performance) while strategic KM was positively related to financial performance. In addition, the knowledge codification strategy was positively associated with overall organisational performance and financial performance, whereas the knowledge personalisation strategy was positively related to the overall organisational performance. Moderating effect analysis indicated that some dimensions of national culture, national economy, and industry type moderated some KM practices-organisational performance relationships. The primary originality of this study is that this is the first meta-analytic study focusing on evaluating relationships between KM practices and organisational performance. It provides clear-cut empirical evidence of the positive impacts of KM practices on organisational performance with a large volume dataset. This study also improves the generalisability of KM practices-organisational performance relationships by reducing the heterogeneities raised from individual studies. Furthermore, this is also one of very few studies that has examined the role of national culture, economy, and industry type on the KM practices-organisational performance relationships and has confirmed their influence. The strength of this study is that it represents a comprehensive examination of the whole picture of KM practices-organisational performance relationships and the contextual factors surrounding them, which together provides a whole new understanding of KM and organisational performance in the management literature. |
| Rights: | All rights reserved |
| Access: | open access |
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