knowledge management problem solving and performance in top italian firms

• Knowledge management, problem...
• More details

Knowledge management, problem solving and performance in top Italian firms

• Report error

• EndNote - Citavi, Endnote, RefWorks, ...
• Zotero, Mendeley, RefWorks, ...

Intellectual capital and business performances in Italian firms : an empirical investigation

Pietrantonio, Rinaldo, (2014)

Examining the effect of organisational innovation on employee creativity and firm performance : moderating role of knowledge sharing between employee creativity and employee performance

Yamin, Mohammad Ali Yousef, (2020)

Giampaoli, Daniele, (2017)

Key factors that improve knowledge-intensive business processes which lead to competitive advantage

Aureli, Selena, (2018)

Food safety and Innovation in Italian agri-food enterprises

Del Baldo, Mara, (2023)

One platform for all researcher needs

AI-powered academic writing assistant

R Discovery

Your #1 AI companion for literature search

Mind the Graph

AI tool for graphics, illustrations, and artwork

Unlock unlimited use of all AI tools with the Editage Plus membership.

Content Type

R discovery prime.

Audio Papers, Translation, Collaboration, Auto-sync, Multi-feed,

Audio Papers, Translation, Collaboration, Auto-sync, Multi-feed

Audio Papers

Translation

Collaboration

Knowledge management, problem solving and performance in top Italian firms

https://doi.org/10.1108/jkm-03-2016-0113

• Full-Text PDF

Similar Papers

PurposeThe purpose of this paper is to empirically test the link between knowledge management practices, problem-solving processes and organizational performance.Design/methodology/approachThis study uses survey data from 112 leading Italian companies. To test the structural relations of the research model, we used the partial least squares method.FindingsResults show a strong relationship between knowledge management practices and intermediate activities of creative problem solving and problem-solving speed. In addition, creative problem solving has a direct impact on both organizational and financial performances, whereas problem-solving speed has a direct effect only on financial performance.Research limitations/implicationsThe focus on top Italian firms limits the generalizability of results.Practical implicationsThis study provides empirical evidence of the importance of knowledge management practices for problem-solving activities and firm performance.Originality/valueThe present paper fills an important gap in the extant literature by conceptualizing and empirically testing the relationship between knowledge management, problem-solving processes (creative problem solving and problem-solving speed) and firm performance. This study is the first ever to study these relationships within the Italian context.

Join us for a 30 min session where you can share your feedback and ask us any queries you have

More From: Journal of Knowledge Management

Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.

Copyright 2024 Cactus Communications. All rights reserved.

GIAMPAOLI, DANIELE

GIAMPAOLI, DANIELE  

Dipartimento di Economia, Società, Politica (DESP)  

Does Knowledge Management enhance Decision-Making speed?

2017 Ciambotti, Massimo; Giampaoli, Daniele

Food safety and Innovation in Italian Agri-Food Enterprises

2023 DEL BALDO, Mara; Ciambotti, Massimo; Giampaoli, Daniele; Sentuti, Annalisa

Food safety and innovation performance in Italian Agrifood sector - Abstract Conference Proceeding

2023 DEL BALDO, Mara; Cesaroni, FRANCESCA MARIA; Ciambotti, Massimo; CHAMOCHUMBI DIAZ, GAIL DENISSE; Giampaoli, Daniele; Palazzi, Federica; Sentuti, Annalisa; Sgro, Francesca

Food Safety Climate and Drivers in Italian Agrifood Companies

2023 Del, Baldo; Cesaroni, F.; Ciambotti, M.; Chamochumbi Diaz, G. D.; Giampaoli, D.; Palazzi, Federica; Sentuti, A.; Sgro, Francesca

How Knowledge Management and Intellectual Capital Improve SMEs Planning Effectiveness

2019 Ciambotti, Massimo; Sgro', Francesca; Giampaoli, Daniele

Integrating knowledge management with intellectual capital to drive strategy: a focus on Italian SMEs

2021 Giampaoli, Daniele; Sgrò, Francesca; Bontis, Nick; Ciambotti, Massimo

Intellectual capital’s link with financing opportunities

2021 Del Baldo, Mara; Giampaoli, Daniele; Macrellino, Maddalena; Bontis, Nick

Key factors that improve knowledge-intensive business processes which lead to competitive advantage

2019 Ciambotti, Massimo; Aureli, Selena; Giampaoli, Daniele; Bontis, Nick

Knowledge Management, Intellectual Capital and Innovation Performance in Italian SMEs

2019 Ciambotti, Massimo; Giampaoli, Daniele; Sgro', Francesca

Knowledge management, problem solving and performance in top Italian firms

2017 Ciambotti, Massimo; Giampaoli, Daniele; Bontis, Nick

Knowledge Management, Strategic Decision-Making, Intuition and Planning Effectiveness

2019 Ciambotti, Massimo; Giampaoli, Daniele; Aureli, Selena

Knowledge versus creativity: which of them really matter?

2016 Ciambotti, Massimo; Giampaoli, Daniele

The use of information systems in small and medium-sized firms. Operational tools or instruments for management control and strategy development?

2012 Aureli, Selena; Ciambotti, Massimo; Giampaoli, Daniele

The vital role of knowledge management and creativity for performance

simulazione ASN

Review of empirical research on knowledge management practices and firm performance

Purpose Knowledge management (KM) has emerged as one of the most discussed new management methods. Among the most debated areas in KM has been the association between knowledge and firm performance, but a lack of understanding and consensus still remains as a major issue. This paper aims to address the research gap by reviewing the empirical literature and determining how KM-based managerial and organizational practices are related with firm performance. Design/methodology/approach This study followed a systematic review procedure. Findings The findings demonstrate that utilization of KM practices is significant driver for innovation. Also, specific leadership characteristics and organizational arrangements are likely to support firm performance through more efficient and effective management of knowledge resources. Research limitations/implications This study adds to the discussion on knowledge-based view of the firm by pointing out the key organizational and managerial practices that are associated with firm performance. The results of this study also add structure to the previously scattered discussion on KM practices by synthesizing the relevant literature Practical implications Measuring KM performance is characterized by organizational complexity; this study demonstrated that innovation is a likely outcome of utilization of KM practices, but there are numerous other factors that influence the financial performance figures. Also, this study points out that organizations should pay attention to specific KM leadership attributes and organizational arrangements in order to achieve firm performance through KM. Originality/value This is the first systematic literature review on KM practices and firm performance. The results increase understanding of efficient and effective management of knowledge resources for organizational benefit.

• Related Documents

Knowledge management practices and systems in county governments in developing countries

Purpose While several studies have indicated the critical role played by the ability of countries to exploit knowledge as an economic resource, it would appear that there have been very few studies conducted on understanding the practices adopted by governments in relation to exploring knowledge, particularly in Africa. The purpose of this study is to investigate the prevailing knowledge management practices and technological solutions used by governments to support knowledge management. Design/methodology/approach To address the research objective of this study, semi-structured interviews and document analysis were used. The interviews were conducted with both senior and junior county officials from five counties in Kenya, with a total of 31 county officials participating. Further, various county documents were analysed both to seek convergence and corroborate the interview findings. Findings The study findings revealed that no systematic knowledge management practices existed in the county governments in Kenya, which were investigated. On the few occasions that the study did find evidence of knowledge management practices, these practices were isolated, informal, uncoordinated and rarely documented and/or communicated. Furthermore, the study found that there were inadequate policy frameworks in place to support knowledge management practices. The study also revealed a scarcity of relevant technological solutions tailored to support knowledge management practices. Research limitations/implications It was, thus, hoped that this research would promote an understanding of the prevailing local circumstances that hinder the effective utilisation of knowledge management practices and systems. The study recommends that county governments develop the capabilities required for creating and sustaining an enabling knowledge management environment through frameworks and policies that foster knowledge management practices and systems. The findings have practical implications for the way in which county governments in Kenya and other developing countries may improve their knowledge management practices and adopt appropriate technological solutions to support such practices. Originality/value Much of the existing literature on knowledge management is focussed on exploring such practices in large businesses. Studies centred specifically on the analysis of knowledge management practices in county governments in Africa, and how technological solutions may be used to build such practices are conspicuously lacking in the relevant literature.

Knowledge management, problem solving and performance in top Italian firms

Purpose The purpose of this paper is to empirically test the link between knowledge management practices, problem-solving processes and organizational performance. Design/methodology/approach This study uses survey data from 112 leading Italian companies. To test the structural relations of the research model, we used the partial least squares method. Findings Results show a strong relationship between knowledge management practices and intermediate activities of creative problem solving and problem-solving speed. In addition, creative problem solving has a direct impact on both organizational and financial performances, whereas problem-solving speed has a direct effect only on financial performance. Research limitations/implications The focus on top Italian firms limits the generalizability of results. Practical implications This study provides empirical evidence of the importance of knowledge management practices for problem-solving activities and firm performance. Originality/value The present paper fills an important gap in the extant literature by conceptualizing and empirically testing the relationship between knowledge management, problem-solving processes (creative problem solving and problem-solving speed) and firm performance. This study is the first ever to study these relationships within the Italian context.

Customer-centered knowledge management: challenges and implications for knowledge-based innovation in the public transport sector

Purpose – This study aims to explore the role of knowledge management practices in supporting current and emerging passengers’ and customer needs, aiming to create value. Specifically, the research examines the importance of customer-centred knowledge management in the delivery of innovative services and practices in the public transport sector, promoting the role of interactions between mobility stakeholders and travellers. Design/methodology/approach – A theoretical framework is developed and supported by the background literature on customer-centric knowledge management approaches, business model innovation, as well as on inter-organisational and network co-operations. Findings – Results show that the development of sustainable innovation and technologies in the transport sector requires knowledge management practices, which enable the access to knowledge about users’ needs, the mapping and evaluation of innovative knowledge, the promotion of knowledge-based innovation through collective approaches, as well as the acquisition and integration of new knowledge. Research limitations/implications – The conceptual framework developed in the paper remains limited to a theoretical understanding. Further research should empirically examine knowledge issues related to the intangible character and intellectual capital intensiveness of innovation in the transport sector. Practical implications – Researchers, public transport companies and public transport authorities are expected to benefit from this research, by developing mechanisms for customer-centred knowledge management, which is found to lead to innovative services and practices in the public transport sector. Another practical implication regards the adoption of knowledge management practices, leading to technological innovations in public transport, and advancing the level of sustainability in transport systems. Originality/value – The originality of this study lies in the development of a customer-focussed knowledge management framework, which provides a novel perspective of value creation in an attempt to engage researchers and practitioners from the transport industry in the conceptualisation and development of innovative solutions.

Knowledge management practices and innovation performance in Finland

Purpose – Recent empirical studies have suggested that knowledge-based issues are closely related to companies’ innovation performance. However, the majority of research seems to be focused either on static knowledge assets or knowledge processes such as knowledge creation. The purpose of this paper is to concentrate on the conscious and systematic managerial activities for dealing with knowledge in firms (i.e. knowledge management (KM) practices), which aim at innovation performance improvements through proactive management of knowledge assets. The study explores the impact that KM practices have on innovation performance. Design/methodology/approach – The authors provide empirical evidence on how various KM practices influence innovation performance. The results are based on survey data collected in Finland during fall 2013. The authors use partial least squares to test the hypothesized relationships between KM practices and innovation performance. Findings – The authors find that firms are capable of supporting innovation performance through strategic management of knowledge and competence, knowledge-based compensation practices, and information technology practices. The authors also point out that some of the studied KM practices are not directly associated with innovation performance. Originality/value – This study adds to the knowledge-based view of the firm by demonstrating the significance of the management of knowledge for innovation performance. Furthermore, the division of KM practices into ten types and the provision of the validated scales for measuring these add to the general understanding of KM as a field of theory and practice. This study is valuable also from managerial perspective, as it sheds light on the potentially most effective KM practices to improve companies’ innovation performance.

Formalizing company KM portrait: pilot study with evidence from Russia

Purpose The purpose of this paper is to develop the model of knowledge management influence on company performance for further empirical testing of the links between knowledge management practices and processes and organizational performance. Design/methodology/approach This study establishes a model for comprehensive analysis of knowledge management’s influence on performance and describes the preliminary results gained from the experience of 120 Russian companies. For further testing structural equation modelling and the partial least squares methods are proposed. Findings The results of the literature review justify the importance of the study conducting this study in the field of knowledge management and its connection to organizational performance in the developing market of Russia. A theoretical model for future empirical testing is provided and methods suggested for further data analysis and interpretation. The preliminary conclusions are discussed. Research limitations/implications The focus on Russian firms limits the generalizability of the results. The non-response bias is also taken into account for further study. Practical implications This pilot study outlines the importance of knowledge management practices and processes for firm performance. The preliminary results will be interesting both for researchers and practitioners in the countries with the developing economies. The final results will provide new insights in understanding and formalizing the portrait of a typical Russian company with regards to knowledge management policies. Originality/value Few studies have been published on the knowledge management process within the Russian context. This study is expected to encourage future studies in this field. The present paper fills an important gap in the extant literature by conceptualizing the model for knowledge management performance analysis and proposes empirical testing of the relationship between knowledge management and firm performance in the context of a developing country that will be presented later as the direction for future study. This study is one of the first ever to study these relationships within the Russian context.

Knowledge management driven firm performance: the roles of business process capabilities and organizational learning

Purpose – This paper aims at defining a model to properly evaluate knowledge management (KM) value. Empirical studies have found little or no improvement in organizational performance despite large KM investments. Design/methodology/approach – The KM-driven performances are rooted in knowledge resources based on the knowledge-based view. Further, the KM-driven performances are mediated by business process capabilities. Organizational learning is critically complementary to KM for being a moderator to knowledge resources. A model was proposed for defining the performance with the relationships between these issues. A survey was conducted for collecting empirical data. Partial least squares was used for path analysis. Findings – Knowledge resources lay a foundation on the KM-driven performance through the mediator of business process capabilities. Specifically, knowledge assets and process capabilities are two different but relevant drivers in a value creation process. The findings particularly provide evidence to explain the knowledge-based view and the mediator of business process capabilities. Practical implications – While an organization owns important knowledge resources in the industry, it should dedicate its effort to the improvement of business process capabilities for well-achieving final performance. The KM-driven performance should be considered for both financial and non-financial indicators in a complementary manner. Originality/value – Extant theories may provide inadequate methods to evaluate KM-enabled performance. This study attempted to define an effective model for this issue. This model empirically demonstrated its capability to work on this issue.

Knowledge management practices and innovation performance

Purpose This paper aims to concentrate on the conscious and systematic managerial activities associated with handling knowledge in an organization [i.e. knowledge management (KM) practices] for the purpose of improving innovation performance through proactive management of knowledge assets. This study explores the impact of KM practices on innovation performance in the research and training center of government apparatus. Design/methodology/approach This research provides empirical evidence on how various KM practices influence innovation performance. The results are based on the survey data collected in four areas of research and training centers of government apparatuses in Indonesia. Partial least squares are used to test the hypothesized relationships between KM practices and innovation performance. Findings The study found that IT practices and work organizations are positively and significantly related to innovation performance. This means that better implementation of information and technology will push innovation performance. The study also points out that knowledge-based compensation practice is one of the KM practice variables which is negatively and significantly related to innovation performance. This result shows that innovation performance will decrease by compensating knowledge improvement. Practical implications This study implies that in developing innovation performance, the research and training center should not focus on providing compensation, as it will only increase the costs rather than the innovation performance itself. Originality/value This study adds a knowledge-based view of government agencies by demonstrating the significance of KM for innovation performance. This study is also valuable from a managerial perspective, as it highlights the most effective KM practice to improve organizational innovation performance.

Linking knowledge management to competitive strategies of knowledge-based SMEs

Purpose This paper aims to study the effect of knowledge management in formulating competitive strategies for knowledge-based small- and medium-sized enterprises (SMEs) in Malaysia. Design/methodology/approach A quantitative approach of a survey was carried out on 135 owners and managers of knowledge-based SMEs in Malaysia. Structural equation modeling technique was used to investigate the relationship between knowledge management and competitive strategies. SmartPLS software is used to analyze the quantitative data. Only SMEs which are involved in R&D and innovation were selected to get the right respondents who meet the objective of the study. Findings The findings show mixed results. Most dimensions of knowledge management have significant relationships to differentiation strategy except for knowledge creation and knowledge acquisition, with only knowledge acquisition showing a significant relationship to cost leadership. Findings reveal that knowledge management has a positive effect on competitive strategies with more inclination toward differentiation strategy, compared to cost leadership strategy which does synchronize with their commitment in research and development and innovation. Research limitations/implications This study is only focused on knowledge-based SMEs in central Malaysia. Second, the use of a survey approach minimized the flow of information. Practical implications SMEs do have knowledge management practices but may not be exploiting it well. Mapping knowledge management practices would help SMEs identify their strengths and weaknesses to explore better business opportunities. This proves that SMEs are leveraging their resources through knowledge application, dissemination, storage and protection to be different than their competitors. However, their apparent lack of knowledge in knowledge acquisition and knowledge creation should be addressed accordingly, as it is important for their future continuous sustainability. Originality/value This paper contributes to the literature of knowledge management relating to competitive strategies in SMEs. The study offers insights on how competitive strategies were formulated through knowledge management. The mixed results reveal a new different outlook of knowledge management relating to competitive strategies.

Using information technology to achieve management innovation

PurposeThe purpose of this paper is to assess the relationship between information technology (IT) use and management innovation through the mediator role of knowledge-based resources.Design/methodology/approachThe paper presents empirical evidence from a survey of 109 companies that run hotel establishments in the Spanish territory. A model of relationships is proposed and tested through a system of structural equations.FindingsThe use of IT favors the development of organizational knowledge and the ability to integrate this knowledge. Moreover, a positive and direct relationship was found between IT use and management innovation, and indirectly through organizational knowledge and knowledge integration capability.Research limitations/implicationsThe designed questionnaire did not include any questions related to specific IT tools that could contribute to better knowledge management practices in hospitality organizations, but rather generic questions about IT use. The large number of IT tools that can potentially support knowledge management practices in hospitality companies would make the questionnaire unwieldy for its target respondents.Originality/valueThis paper sheds light on a topic that has hardly been studied in the services literature. Specifically, it addresses the way organizations can facilitate management innovation through the use of IT, while considering the mediator role of knowledge-based resources.

Assessing the universality of knowledge management practices

Purpose This paper aims to contribute to the emerging discussion on the contextualization of knowledge-oriented research by examining the universality of knowledge management (KM) practices. Knowledge is a firm’s most valuable resource, and KM, or the ability to leverage knowledge resources, constitutes the base for the firm’s competitive advantages. Design/methodology/approach A theorized ten-fold conceptualization of KM practices is tested on a sample of 622 firms from four countries (Finland, Spain, China and Russia). Confirmatory factor analysis and principal component analysis are used to test the applicability of the concept in various country contexts. Findings The findings provide interesting evidence of variation in the managerial assessment of KM practices among countries. This shows that KM practices are socially embedded phenomena, affected by the managers’ institutional and cultural contexts. Research limitations/implications Researchers and managers are advised to be mindful of the differences in terms of KM practices between the studied countries and to display a certain cultural sensitivity when approaching KM. Originality/value The paper is the first to examine the managerially assessed structure of KM practices in a cross-country context with multi-firm datasets. The results will help to determine the similarity of KM practices in four economically and culturally distinct countries. It also adds to the discussion about the potential national peculiarities of KM and provides a novel concept of KM practices, which is tested in a cross-national context. Thus, this study provides an outline for future KM studies and increases managerial understanding about the variety of value-creating KM practices.

Export Citation Format

Share document.

Journal of Knowledge Management: Volume 21 Issue 2

Table of contents, knowledge strategy planning: an integrated approach to manage uncertainty, turbulence, and dynamics.

Knowledge strategy and its planning are affected by uncertainty and environmental turbulence. This paper aims to discuss these issues and present knowledge strategy planning as an…

Setting a knowledge boundary across teams: knowledge protection regulation for inter-team coordination and team performance

As teams are built around specialized and different knowledge, they need to regulate their knowledge boundaries to exchange their specialized knowledge with other teams and to…

Managing extracted knowledge from big social media data for business decision making

This paper aims to propose a knowledge management (KM) framework for leveraging big social media data to help interested organizations integrate Big Data technology, social media…

Value generation from industry-science linkages in light of targeted open innovation

This paper aims to provide a substantial overview of features and channels of knowledge and technology transfer in light of achieving impact from science and research.

Knowledge management as a factor for the formulation and implementation of organization strategy

Knowledge management (KM) and organization strategy are both important to the success of an organization. This study aims to assess the research needs of their interrelationship.

Citation classics published in knowledge management journals. Part III: author survey

This paper is the third part of a series of works investigating the top 100 knowledge management (KM) citation classic articles. The purpose of this paper is to understand why KM…

Knowledge management, problem solving and performance in top Italian firms

The purpose of this paper is to empirically test the link between knowledge management practices, problem-solving processes and organizational performance.

Knowledge management activities in social enterprises: lessons for small and non-profit firms

This paper aims to explore what social enterprises (SEs) in the UK know and how they acquire, convert, apply and protect this knowledge. This will enable them to manage their…

To gain or not to lose? The effect of monetary reward on motivation and knowledge contribution

The purpose of this paper is to investigate the effect of reward type on knowledge contribution behavior. Individual knowledge contribution, which determines the effectiveness of…

How gamification of an enterprise collaboration system increases knowledge contribution: an affordance approach

This study aims to examine how gamification increases employees’ knowledge contribution to the place of work. It develops and tests the conjecture that gamification adds hedonic…

Employees’ online knowledge sharing: the effects of person-environment fit

Various individual and environmental factors influencing employees’ online knowledge sharing have been identified, but the understanding regarding these has been mostly limited…

Means-ends based know-how mapping

The purpose of this paper is to report on research that aims to make knowledge, and in particular know-how, more easily accessible to both academic and industrial communities, as…

Empowering group leaders encourages knowledge sharing: integrating the social exchange theory and positive organizational behavior perspective

Knowledge sharing usually happens in a work group context, but it is rarely know how group leaders influence their members’ knowledge-sharing performance. Based on social exchange…

Looking beyond knowledge sharing: an integrative approach to knowledge management culture

This study aims to identify the main knowledge processes associated with organizational knowledge culture. A diverse range of knowledge processes have been referred to in the…

Online date, start – end:

Copyright holder:, open access:.

• Professor Manlio Del Giudice

Further Information

• About the journal (opens new window)
• Purchase information (opens new window)
• Editorial team (opens new window)
• Write for this journal (opens new window)

All feedback is valuable

Please share your general feedback

Report an issue or find answers to frequently asked questions

Contact Customer Support

•  Sign into My Research
•  Create My Research Account
• Company Website
• Our Products
• About Dissertations
• Español (España)
• Support Center

Select language

• Bahasa Indonesia
• Português (Brasil)
• Português (Portugal)

Welcome to My Research!

You may have access to the free features available through My Research. You can save searches, save documents, create alerts and more. Please log in through your library or institution to check if you have access.

Translate this article into 20 different languages!

If you log in through your library or institution you might have access to this article in multiple languages.

Get access to 20+ different citations styles

Styles include MLA, APA, Chicago and many more. This feature may be available for free if you log in through your library or institution.

Looking for a PDF of this document?

You may have access to it for free by logging in through your library or institution.

Want to save this document?

You may have access to different export options including Google Drive and Microsoft OneDrive and citation management tools like RefWorks and EasyBib. Try logging in through your library or institution to get access to these tools.

• More like this
• Preview Available
• Scholarly Journal

Knowledge management, problem solving and performance in top Italian firms

No items selected

Please select one or more items.

Select results items first to use the cite, email, save, and export options

You might have access to the full article...

Try and log in through your institution to see if they have access to the full text.

Content area

1. Introduction

Among researchers and practitioners alike, there is no doubt about the importance of knowledge within firms. In a knowledge-based economy, it is the most valuable resource for creating a sustainable competitive advantage (Grant, 1996a, 1996b). Globalization makes knowledge even more important because it is strongly connected to another important resource – time (Ragab and Arisha, 2013). Differences among firms’ performance can be explained by the way knowledge is managed (Massingham and Massingham, 2014). That is why in the past few years, the field of knowledge management (KM) as a discipline has been growing steadily with prominent academic journals (Serenko and Bontis, 2013).

Recently, there have been several empirical studies assessing the impact of KM on firm performance (Andreeva and Kianto, 2012; Chuang, 2004; Kamhawi, 2012; Lee et al. , 2012; Marqués and Simon, 2006; Tanriverdi, 2005; Wu and Chen, 2014; Zack et al. , 2009). The overall conclusion is that KM has some kind of impact on performance but scholars do not agree as to whether this impact is direct or mediated by some other variables (Andreeva and Kianto, 2012). Empirical research shows that KM is connected to several constructs, including product leadership, operational excellence, customer intimacy (Zack et al. , 2009), innovation (Darroch, 2005; Kianto, 2011), organizational creativity (Lee et al. , 2012), competitive advantage (Andreeva and Kianto, 2012; Chuang, 2004) and a firm’s overall performance (Lee and Choi, 2003; Marqués and Simon, 2006), and, in rare cases, has a modest direct impact on financial performance (FP) (Andreeva and Kianto, 2012; Tanriverdi, 2005). Consequently, significant KM investments will not necessarily lead to improved FP (Kalling, 2003), but a set of intermediate variables will most probably be influenced which, in turn, should affect FP (Lee and Choi, 2003). Therefore, the actual outcome of KM is hard to predict (Yahya and Goh, 2002), but academic researchers clearly appreciate the impact that individuals have (Civi, 2000; Gooijer, 2000; Robertson and Hammersley, 2000).

Decision-making (DM) and problem solving (PS) are very knowledge-intensive activities and roughly equivalent (Huber and McDaniel, 1986). As such, they should be able to greatly benefit from effective KM practices (Ragab and Arisha, 2013). In their empirical study, Massingham and Massingham (2014) found that the most persuasive argument to convince managers into investing...

You have requested "on-the-fly" machine translation of selected content from our databases. This functionality is provided solely for your convenience and is in no way intended to replace human translation. Show full disclaimer

Neither ProQuest nor its licensors make any representations or warranties with respect to the translations. The translations are automatically generated "AS IS" and "AS AVAILABLE" and are not retained in our systems. PROQUEST AND ITS LICENSORS SPECIFICALLY DISCLAIM ANY AND ALL EXPRESS OR IMPLIED WARRANTIES, INCLUDING WITHOUT LIMITATION, ANY WARRANTIES FOR AVAILABILITY, ACCURACY, TIMELINESS, COMPLETENESS, NON-INFRINGMENT, MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. Your use of the translations is subject to all use restrictions contained in your Electronic Products License Agreement and by using the translation functionality you agree to forgo any and all claims against ProQuest or its licensors for your use of the translation functionality and any output derived there from. Hide full disclaimer

Suggested sources

• About ProQuest
• Terms of Use
• Privacy Policy
• Cookie Policy

Knowledge management, problem solving and performance in top Italian firms

Daniele ， Giampaoli ， Massimo ， Ciambotti ， Nick ， Bontis

展开 

The of this paper is to empirically test the link between knowledge management practices, problem-solving processes and organizational performance.Design/methodology/approach This study uses survey data from 112 leading Italian companies. To test the structural relations of the research model, we used the partial least squares method.Findings Results show a strong relationship between knowledge management practices and intermediate activities of creative problem solving and problem-solving speed. In addition, creative problem solving has a direct impact on both organizational and financial performances, whereas problem-solving speed has a direct effect only on financial performance.Research limitations/implications The focus on top Italian firms limits the generalizability of results.Practical implications This study provides empirical evidence of the importance of knowledge management practices for problem-solving activities and firm performance.Originality/value The present paper fills an important gap in the extant literature by conceptualizing and empirically testing the relationship between knowledge management, problem-solving processes (creative problem solving and problem-solving speed) and firm performance. This study is the first ever to study these relationships within the Italian context.

Creativity Decision-making Financial performance Knowledge management Organizational performance Problem solving

10.1108/JKM-03-2016-0113

通过 文献互助 平台发起求助，成功后即可免费获取论文全文。

我们已与文献出版商建立了直接购买合作。

你可以通过身份认证进行实名认证，认证成功后本次下载的费用将由您所在的图书馆支付

您可以直接购买此文献，1~5分钟即可下载全文，部分资源由于网络原因可能需要更长时间，请您耐心等待哦~

百度学术集成海量学术资源，融合人工智能、深度学习、大数据分析等技术，为科研工作者提供全面快捷的学术服务。在这里我们保持学习的态度，不忘初心，砥砺前行。 了解更多>>

©2024 Baidu 百度学术声明 使用百度前必读

This site uses HTML elements that are not recognized by Internet Explorer 8 and below in the absence of JavaScript. As a result, the site will not be rendered appropriately. To correct this, please either enable JavaScript, upgrade to Internet Explorer 9, or use another browser. Here are the instructions for enabling JavaScript in your web browser .

Knowledge management, problem solving and performance in top Italian firms Journal Articles

Additional document info.

• Purpose The purpose of this paper is to empirically test the link between knowledge management practices, problem-solving processes and organizational performance. Design/methodology/approach This study uses survey data from 112 leading Italian companies. To test the structural relations of the research model, we used the partial least squares method. Findings Results show a strong relationship between knowledge management practices and intermediate activities of creative problem solving and problem-solving speed. In addition, creative problem solving has a direct impact on both organizational and financial performances, whereas problem-solving speed has a direct effect only on financial performance. Research limitations/implications The focus on top Italian firms limits the generalizability of results. Practical implications This study provides empirical evidence of the importance of knowledge management practices for problem-solving activities and firm performance. Originality/value The present paper fills an important gap in the extant literature by conceptualizing and empirically testing the relationship between knowledge management, problem-solving processes (creative problem solving and problem-solving speed) and firm performance. This study is the first ever to study these relationships within the Italian context.
• Giampaoli, Daniele
• Ciambotti, Massimo
• Bontis, Nick
• published  

publication date

• April 3, 2017

has subject area

• 08 Information and Computing Sciences (FoR)
• 15 Commerce, Management, Tourism and Services (FoR)
• Business & Management (Science Metrix)

published in

• Journal of Knowledge Management   Journal
• Business & Economics
• CAPABILITIES
• DECISION SPEED
• DETERMINANTS
• Decision-making
• EMPLOYEE CREATIVITY
• Financial performance
• Information Science & Library Science
• Knowledge management
• MODERATING ROLE
• ORGANIZATIONAL PERFORMANCE
• ORIENTATION
• Organizational performance
• PERSPECTIVE
• Problem solving
• SELF-EFFICACY
• Science & Technology
• Social Sciences

Digital Object Identifier (DOI)

• 10.1108/jkm-03-2016-0113

McMaster Experts is powered by VIVO

• Capability Map
• Terms of Use

• DOI: 10.1108/BPMJ-06-2017-0168
• Corpus ID: 196059802

Key factors that improve knowledge-intensive business processes which lead to competitive advantage

• Selena Aureli , D. Giampaoli , +1 author N. Bontis
• Published in Business Process Management… 10 July 2018

35 Citations

Integrating knowledge management with intellectual capital to drive strategy: a focus on italian smes, a novel mechanism for business analytics value creation: improvement of knowledge-intensive business processes, the effect of organizational ambidexterity on sustainable performance: a structural equation analysis applied to the spanish wine industry, knowledge-oriented leadership towards organizational performance: symmetrical and asymmetrical approach, nexus of knowledge-oriented leadership, knowledge management, innovation and organizational performance in higher education, knowledge management practices and firm performance: the moderating role of resource commitment, innovation speed and quality in higher education institutions: the role of knowledge management enablers and knowledge sharing process, critical components affecting organizational performance, the role of innovation as mediation from the influences of knowledge sharing and strategic location towards competitive advantage in smes southeast sulawesi province, translating knowledge in new entrepreneurial ventures: the role of business plan development, 81 references, knowledge management, problem solving and performance in top italian firms, does knowledge management really matter linking knowledge management practices, competitiveness and economic performance, knowledge management enablers, processes, and organizational performance: an integrative view and empirical examination, organizational factors to support knowledge management and innovation, business process management as competitive advantage: a review and empirical study, the vital role of problem-solving competence in new product success†, improving knowledge intensive processes through an enterprise knowledge medium, the role of organizational culture in the knowledge management process, the role of organizational capabilities in successful e-business implementation, journal of knowledge management emerald article: improving knowledge management processes: a hybrid positive approach, related papers.

Showing 1 through 3 of 0 Related Papers

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Download Free PDF

Strategies for knowledge management and their impact on the business of Italian companies<b> </b>

2023, Obrazovanje za poduzetništvo - E4E

Free related PDFs Related papers

Obrazovanje za poduzetništvo - E4E : znanstveno stručni časopis o obrazovanju za poduzetništvo, 2023

Knowledge Management (KM) is emerging as a primordial need in the time of the Industrial revolution 4.0 when knowledge and information are a key resource for a faster innovation cycle and economic prosperity. It is a complex process including technologies involved in the creation and use of knowledge data. This empirical study analyses indicators and strategies for KM in 70 companies in the Italian region of Campania. The ultimate goal of the research is to determine whether the KM strategy affects the business parameters of companies. KM indicators are classified into five basic categories: academic education, employees 'training, storage, dissemination, and technical support. A closed-ended response questionnaire with an interval and Likert scales were used to collect data. Variables for measuring KM are processed by the factor analysis technique, the maximum likelihood variant. The idea was to get strategies in the form of factor scores as a result and to analyse their essence. The impact of factor scores on company business parameters was measured through multiple regression analysis.

Integrated Manufacturing Systems, 2003

The Electronic Journal of Information Systems in Developing Countries, 2015

Journal of Information Technology Case and Application Research, 2008

The fast pace of globalization and technological progress has dramatically changed market conditions and competition strategies. In present-day society based on knowledge, or &quot;knowledge - based society&quot;, the amount of knowledge in use has increased considerably and it has produced many challenges for its (knowledge) control and management. Knowledge Management - KM is becoming nowadays one of the most significant practices of companies in developed countries aiming at the increase of profits and competitive advantages. For a successful implementation of Knowledge Management, it is important the identification of barriers or critical factors which affect the success of the KM process. Most of these factors belong to human department. The purpose of this study is to investigate the recognition and implementation of Knowledge Management in business organizations in Albania, as well as to reveal some of the barriers and critical success factors of KM in such organizations. In ...

Obrazovanje za poduzetništvo - E4E, 2021

The study measures and analyzes the representation level of the knowledge management (KM) strategy in Serbian enterprises. KM is the skill of acquiring and allocating knowledge resources in order to achieve greater business efficiency and profitability of enterprises. The paper starts from Romer&#39;s (1986, 2018) theory of increasing yields. According to Romer, a stable growth is the result of endogenous accumulation of knowledge. The aim of this paper is to determine the extent to which elements of KM are represented in small and mid-sized Serbian enterprises. The instrument that was constructed for measuring KM contained 11 variables, categorized into 5 complex indicators: academic education, employee training, storage, dissemination and technical support. An online questionnaire with closed responses, interval and Likert scales was used for collecting the data. The survey was conducted on the sample of 157 enterprises in 15 Serbian cities, 60 of which were small and 34 mid-sized...

Journal of technology management &amp; innovation, 2013

Today, World is on the threshold of a new revolution namely knowledge revolution. Society has undergone a paradigm shift and present shift is to knowledge society. Knowledge has emerged as the most important ingredient for success of any individual and organization and become imperative to survive and prosper. Knowledge is an intangible assets in an organizations and they must learn to manage their intangible assets, that is knowledge, to compete and become successful in own market and this practice is generally known as Knowledge Management (KM) or sometimes is referred to as business intelligence. Knowledge Management is fast gaining significance worldwide across industries of all types and banking. Indian corporate sector is undergoing a paradigm shift and adoption of concept of KM has become a strategic imperative rather than choice. Corporate sector is changing at high speed and high level of uncertainty and inability to predict future compel them to adopt KM to survive and prosper. Both public sector and private sector are endowed with adequate intellectual capital but they are not yet to adopt KM as strategic weapon for gaining competitiveness. KM is also viewed as a strategy of putting knowledge into action as a mean to increase organizational efficiency. This paper has a theoretical background and will explore historical perspective and concept of KM, Technical application and to

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

South East European Journal of Economics and Business

Entrepreneurial Business and Economics Review

International Journal of Manpower, 2011

Journal of Knowledge Management, 2009

AFRICAN JOURNAL OF BUSINESS MANAGEMENT, 2011

Financial Markets, Institutions and Risks, 2020

The improvement of Quality in Higher Education

Assessing the nexus between knowledge management and firm performance, 2020

International journal of knowledge management, 2019

European Journal of Information and Knowledge Management

Journal of Knowledge Management, 2006

IJSRCSAMS, 2018

POMS 21st Annual Conference, 2010

Knowledge and Process …, 2004

Opus et Educatio

International Journal of Innovation

International Journal of Advanced Research in Management and Social Sciences, 2015

Related topics

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

KNOWLEDGE MANAGEMENT IN PUBLIC SERVICES: A MODEL APPLIED IN A PUBLIC UNIVERSITY

Sergio evangelista silva, palavras-chave:.

Knowledge Management (KM) is a fundamental process for improving the efficiency and effectiveness of organisations, there are few articles that address KM in service environments, especially those in the sphere of public administration. This current situation poses an important gap between the KM in public settings. While in firms the KM practices should be guided to the necessity of firm obtain profits and generate value clients who pay for its products, in public services social wellbeing is the main purpose. In light of this possibility of contributing to the KM literature, in this article we propose a methodology for KM to improve public services. Through an essentially qualitative approach we adopted the case study method to collect data in administrative department in a public university. As a result, it was proposed the knowledge management model to public services settings.

Biografia do Autor

June marques fernandes, universidade federal de ouro preto.

June Marques Fernandes is an adjunct professor at the Federal University of Ouro Preto (Universidade Federal de Ouro Preto - UFOP - Brazil). He holds a Ph.D. in Business Administration by the School of Business Administration from Fundação Getúlio Vargas (FGV-Brazil). As a postdoctoral researcher in HEC Montréal his studies focused on the study of lean healthcare, obeya, and Toyota Kata in the hospital context. His main research interests are lean healthcare, Toyota Kata, lean methodology, lean management, startups, and innovation management.

Alana Deusilan Sester Pereira, Universidade Federal de Ouro Preto

Luciana paula reis, universidade federal de ouro preto.

Sergio Evangelista Silva is Associate Professor at the Universidade Federal de Ouro Preto, Brazil. He holds a PhD in Production Engineering in 2007, at the Universidade Federal de São Carlos, Brazil, and a Postdoctoral Fellowship at the Faculdade de Ciencias Econômicas at Universidade Federal de Minas Gerais, Brazil, with a research visiting at Lisbon School of Economics and Management at Universidade de Lisboa. His research interests comprehend competitive strategy, semantic modeling and information systems. Sergio Evangelista Silva is the corresponding author and can be contacted at: [email protected]

Referências

Alvarenga Neto, R. C. D. (2002). Gestão da informação e do conhecimento nas organizações: análise de casos relatados em organizações públicas e privadas. (Mestrado em Ciência da Informação) – PPGCI, Escola de Ciência da Informação da UFMG, Belo Horizonte.

Baêta, A. M. C., Martins, A. M. R., Baêta, F. M. C. (2002). A gestão do conhecimento e vantagens competitivas: análise de metodologias de implantação. Pedro Leopoldo: Revista Gestão & Tecnologia. 1, 1, 41-50. Barnes, R. M. (1982). Estudo de movimentos e de tempos (6ª ed.). São Paulo: Edgard Blücher.

Batista, F. F. (2002). Modelo de gestão do conhecimento para a administração pública brasileira: como implementar a gestão do conhecimento para produzir resultados em benefício do cidadão. Disponível em < http://www.gespublica.gov.br/sites/default/files/documentos/modelo_de_gestao_do_conhecimento_para_a_administracao_publica_brasileira._livro.pdf >.

Carlucci, D., & Schiuma, G. (2007). Knowledge assets value creation map: assessing knowledge assets value drivers using AHP. Expert Systems with applications, 32(3), 814–821.

Corsatto, C. A., & Hoffmann, W. A. M. (2013). Gestão do Conhecimento e Inteligência competitiva: delineamento de estratégias de competitividade e inovação para pequenas empresas. Encontros Bibli: Revista Eletrônica de Biblioteconomia e Ciência da Informação, 18(38), 19–36.

Denicolai, S., Zucchella, A., & Strang, R. (2014). Knowledge assets and firm international performance. International Business Review, 23(1), 55–62.

Fargnoli, M., & Sakao, T. (2017). Uncovering differences and similarities among quality function deployment-based methods in Design for X: Benchmarking in different domains. Quality Engineering, 29(4), 690–712.

Fischmann, A. A., & Zilber, M. A. (1999). Use of performance indicators as a support tool for strategic management. Proceedings of the 23rd Meeting of the ANPAD, Foz do Iguaçu, Brazil. ANPAD.

Giampaoli, D.; Ciambotti, M.; Bontis, N. (2017). Knowledge management, problem solving and performance in top Italian firms. Journal of Knowledge Management, 21(2), 355–375.

Heisig, P. (2009). Harmonisation of knowledge management – comparing 160 KM frameworks around the globe. Journal of Knowledge Management, v. 13, n. 4, p. 4 – 31.

IPEA – INSTITUTO DE PESQUISA ECONÔMICA APLICADA. Metodologia para mapeamento de conhecimentos críticos na Administração Públic Estadual: com base na experiência da Secretaria Estadual da Fazenda. GOVERNO DO ESTADO DE MINAS GERAIS, Setembro de 2013. p. 25.

Kamada, S. (2008). A cadeia de ajuda para manter a estabilidade produtiva. Disponível em < http://www.lean.org.br/artigos/35/a-cadeia-de-ajuda-para-manter-a-estabilidade-produtiva.aspx >. Acesso em 03 de dezembro de 2016.

Nonaka, I.; Takeuchi, H. (1997). Criação de conhecimento na empresa. 13. ed. Rio de Janeiro: Elsevier.

Prandini, L. H. M., & Pereira, A. D. S. (2016). A utilização de um manual com os modelos de os modelos de Gestão do Conhecimento para o auxílio do processo de ensino-aprendizagem. In: IX Mostra Pró-Ativa da UFOP – Encontro de Saberes, Ouro Preto. Universidade Federal de Ouro Preto.

Prodanov, C. C., & Freitas, E. C. de. (2013). Metodologia do Trabalho Científico: Métodos e Técnicas da Pesquisa e do Trabalho Acadêmico (2nd ed.). Novo Hamburgo: Feevale.

Rebeca, A. R.; Souder, D. (2015) Facilitating tacit knowledge transfer: Routine compatibility, trustworthiness and integration in M & As. Journal of Knowledge Management, v.19, n.2, p.257-276.

Rigotti, F. (2016). Matriz de Versatilidade ou Matriz de Polivalência. Disponível em: < https://www.visualcargo.com.br/MatrizDeVersatilidade >. Acesso em 03 de dezembro de 2016.

Rozados, H. B. F. (2005). Use of indicators in the management of information resources. Journal of Digital Library and Information Science, 3(1), 60–76.

Slack, N., Chambers, S., & Johnston, R. (2009). Administração da Produção (3ª edição) (p. 728). São Paulo: Atlas.

Teece, D. J., & Pisano, G., & Shurn, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.

Teixeira Filho, J. (2000). Gerenciando conhecimento. Rio de Janeiro: SENAC.

Terra, J. C. C. (2005). Gestão do Conhecimento – O grande desafio Empresarial. São Paulo: Negócio Editora.

Yin, R. K. (2015). Estudo de caso: planejamento e métodos (5ed.). Porto Alegre: Bookman.

• PDF (English)
• Endnote/Zotero/Mendeley (RIS)

Os autores concedem à revista todos os direitos autorais referentes aos trabalhos publicados. Os conceitos emitidos em artigos assinados são de absoluta e exclusiva responsabilidade de seus autores.

• Español (España)
• Português (Brasil)

Informações

• Para Leitores
• Para Autores
• Para Bibliotecários

Enviar Submissão