Journal of Knowledge Management, Economics and Information Technology

Keeping in view the increasing demand of knowledge management, Researchers has recognized the need for structures for appraising the influence of knowledge management (KM) on organizational performance (OP). Despite of the wide performances of KM, at present there is no uniform structure for evaluating the OP. The basic intent of this study / research is to plan the appropriate methodologies to evaluate the impact of KM to enhance OP. At the end of this paper, the author proposes a theoretical model based on comprehensive and inclusive researches in the extent of KM and OP. Through a wide-ranging organization of KM practices, the probable model discovers the influence of each KM practice on enlightening the level of OP. The suggested model can play an important part in the management of the processes of KM execution in order to explore as it affects on OP.

  Role of Knowledge Management in Achieving Organizational Performance: Proposed Framework through Literature Survey (345.5 KiB, 3,048 hits)

The competitive market is able to regulate simple innovative processes. In those of a more complex nature whose principal players may belong to either the same or a different firm a different form of organization is required: one which coherently defines rules and resources designed to avoid, in conditions of uncertainty, tensions arising between the different players which prevent their coordination. In this essay, the hypothesis that such organizations require both contract and leadership will be presented and discussed. The contract is required to en-­‐sure ex-­‐post efficiency, avoiding wastage of resources, and ex-­‐ante efficiency, i.e. mutual commitment between the different players in the innovative process. Leadership is required to progressively manage the conflicts that occur between contrasting visions of how best to proceed that emerge from different specializations, legitimized through a shared commitment. Notwithstanding such characterization, leadership may also not assume the same functions of contract. The contract may not be sufficient and require leadership, but strong leadership cannot replace contract. In such a case, there would be a risk of disengagement. An initial application of this simple model (leadership and contract) seems encouraging against competing theories conceiving contract or leadership as sufficient conditions for innovation.

  Conflict, Contract, Leadership and Innovation: An Interdisciplinary View (889.3 KiB, 3,123 hits)