Author:
Mahdavi Mazdeh Mohammad,Hesamamiri Roozbeh
Abstract
Purpose
– Although the topic of knowledge management (KM) failure has emerged over the past several years, no specific theory has been proposed about the ability of an organization to discover and manage unexpected failures in the organizational capabilities of KM. Thus, the main aim of this paper is to develop a theory of KM reliability by taking into account the availability of existing theory of high reliability for organizations. Furthermore, this study aims to empirically evaluate the impact of a reliable KM on organizational performance by developing a reliability measurement instrument.
Design/methodology/approach
– The study develops and tests a theoretical framework whereby the reliable KM is supported on its reliability aspects and organizational performance on its financial, process, and internal aspects. Based on a questionnaire, data were obtained from a sample of 254 companies in North America. The measurement model was tested and confirmed by using structural equation modeling (SEM).
Findings
– The results show that the reliable KM has a multi-dimensional structure as described by the proposed theoretical framework. Additionally, the results underscore the importance of KM reliability in creating conditions favorable for a firm's success.
Practical implications
– It was verified that the reliable KM affects the measures of organizational performance, including financial, process, and internal performance. This is useful for researchers and executives looking for appropriate outcomes through the implementation of KM initiatives. Furthermore, this study provides a starting point for further research on KM reliability.
Originality/value
– This study claims that a key to successful KM is to create a cognitive infrastructure that enables simultaneous adaptive learning and provides an organizational reliability infrastructure through the management of unwanted, unanticipated, and unexplainable failures in the KM's required capabilities.
Subject
Library and Information Sciences,Information Systems
Reference87 articles.
1. Akhavan, P.
,
Jafari, M.
and
Fathian, M.
(2006), “Critical success factors of knowledge management systems: a multi-case analysis”, European Business Review, Vol. 18 No. 2, pp. 97-113.
2. Andreeva, T.
and
Kianto, A.
(2012), “Does knowledge management really matter? Linking knowledge management practices, competitiveness and economic performance”, Journal of Knowledge Management, Vol. 16 No. 4, pp. 617-636.
3. Aujirapongpan, S.
,
Vadhanasindhu, P.
,
Chandrachai, A.
and
Cooparat, P.
(2010), “Indicators of knowledge management capability for KM effectiveness”, VINE, Vol. 40 No. 2, pp. 183-203.
4. Autio, E.
,
Sapienza, H.J.
and
Almeida, J.G.
(2000), “Effects of age at entry, knowledge intensity, and imitability on international growth”, Academy of Management Journal, Vol. 43 No. 5, pp. 909-924.
5. Baker, D.P.
,
Day, R.
and
Salas, E.
(2006), “Teamwork as an essential component of high-reliability organizations”, Health Service Research, Vol. 41 No. (A), pp. 1576-1598.
Cited by
32 articles.
订阅此论文施引文献
订阅此论文施引文献,注册后可以免费订阅5篇论文的施引文献,订阅后可以查看论文全部施引文献