Knowledge management enablers, processes, and organizational performance: An integrative view and empirical examination

Abstract

Knowledge is recognized as an important weapon for sustaining competitive advantage and many companies are beginning to manage organizational knowledge. Researchers have investigated knowledge management factors such as enablers, processes, and performance. However, most current empirical research has explored the relationships between these factors in isolation. To fill this gap, this paper develops a research model that interconnects knowledge management factors. The model includes seven enablers: collaboration, trust, learning, centralization, formalization, T-shaped skills, and information technology support. The emphasis is on knowledge creation processes such as socialization, externalization, combination, and internalization. To establish credibility between knowledge creation and performance, organizational creativity is incorporated into the model. Surveys collected from 58 firms were analyzed to test the model. The results confirmed the impact of trust on knowledge creation. The information technology support had a positive impact on knowledge combination only. Organizational creativity was found to be critical for improving performance; neglecting ideas can undermine a business. The results may be used as a stepping stone for further empirical research and can help formulate robust strategies that involve trade-offs between knowledge management enablers.