International Journal of Knowledge Management and Practices

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Testifying The Mediating Role Of Innovation In Knowledge Management And Organisational Performance Relationship


Affiliations
1 Professor, Alliance University, Bengaluru, Karnataka, India
2 Lecturer, Govt. Degree College, Udhampur, Jammu & Kashmir, India
     

   Subscribe/Renew Journal


The purpose of this paper is to assess the synergistic impact of knowledge management (KM) on organisational performance (OP). Further, this paper testified the mediating role of innovation in the relationship between knowledge management and organisational performance. Primary data has been collected through self-modified and well-structured questionnaires, which were distributed among employees working in the general insurance sector of the Jammu District of J&K, by using the census method. Secondary sources investigated were books, newspapers, and relevant journals. Extensive review of literature has been conducted to frame the dimensions of the construct, namely knowledge management, innovation, and organisational performance. Questionnaires have been duly purified and validated before data analysis. Structural equation modelling technique has been used to assess the impact of knowledge management on organisational performance. The results revealed a significant and positive impact of KM on OP. Furthermore, the Baron and Kenny approach has been used to testify the mediating role of innovation, and the results found a partial mediation, which signifies the existence of a direct relationship between KM and OP, as well as an indirect relationship through innovation. The respondents might have given the information regarding knowledge management, innovation, and organisational performance on the basis of their own perception. In order to implement an effective knowledge management system, management should create a culture conducive to learning and knowledge.

Keywords

Knowledge Management, Innovation, Organisational Performance, General Insurance, Moroccan
Subscription Login to verify subscription
User
Notifications
Font Size


  • Aktharsha, U., & Anisa, H. (2011). Knowledge management system and learning organization: An empirical study in an engineering organization. The IUP Journal of Knowledge Management, 11(2), 27-43.

  • Carmeli & Tishler, A. (2004). The relationships between intangible organizational elements and organizational performance. Strategic Management Journal, 25(2), 1257-1278.

  • Chawla, D., & Joshi, H. (2011). Impact of knowledge management on learning organization in Indian organizations: A comparison. Knowledge and Process Management, 18(4), 266-277.

  • Darroch, J. (2003). Developing a measure of knowledge management behaviors and practices. Journal of Knowledge Management, 7, 41-54.

  • Davenport, T. H., & Lawrence, P. (1998). Working knowledge: How organizations manage what they know. Cambridge, MA: Harvard Business School Press.

  • Gopal, R., & Joy, P. (2011). Creation of knowledge management system. Advances in Management, 4(11), 7-14.

  • Grant, R. M. (1996). Prospering in dynamically-competitive environments: Organizational capability as knowledge integration. Organization Science, 7(4), 37-53.

  • Hayfa, Y. A., & Sokkar, A. A. (2018). The impact of knowledge management on organizational performance. International Journal of Advanced Computer Science and Applications, 9(4), 204-208.

  • Ho, C. (2009). The relationship between knowledge management enablers and performance. Industrial Management & Data Systems, 109(1), 98-117.

  • Kovacic, A., Bosilj, Vuksic, V., & Loncar, A. (2006). A process-based approach to knowledge management. Economic Research, 19(2), 53-66.

  • Mills, A., & Smith, T. (2010). Knowledge management and organizational performance: A decomposed view. Journal of Knowledge Management, 15(1), 156-171.

  • Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(2), 14-37.

  • Rahimi, E., Rostami, N. A., Shad, F. S., & Vafaei, V. (2017). The importance of knowledge management on innovation. Applied Mathematics in Engineering, Management and Technology, 5(1), 68-73.

  • Zack, M. (2002). A strategic pretext for knowledge management. Proceeding of the Third European Conference on Organizational Knowledge, Learning and Capabilities, Athens, Greece, April 5.


Abstract Views: 200

PDF Views: 0




  • Testifying The Mediating Role Of Innovation In Knowledge Management And Organisational Performance Relationship

Abstract Views: 200  |  PDF Views: 0

Authors

Sunil Kumar
Professor, Alliance University, Bengaluru, Karnataka, India
Jyoti Sharma
Lecturer, Govt. Degree College, Udhampur, Jammu & Kashmir, India

Abstract


The purpose of this paper is to assess the synergistic impact of knowledge management (KM) on organisational performance (OP). Further, this paper testified the mediating role of innovation in the relationship between knowledge management and organisational performance. Primary data has been collected through self-modified and well-structured questionnaires, which were distributed among employees working in the general insurance sector of the Jammu District of J&K, by using the census method. Secondary sources investigated were books, newspapers, and relevant journals. Extensive review of literature has been conducted to frame the dimensions of the construct, namely knowledge management, innovation, and organisational performance. Questionnaires have been duly purified and validated before data analysis. Structural equation modelling technique has been used to assess the impact of knowledge management on organisational performance. The results revealed a significant and positive impact of KM on OP. Furthermore, the Baron and Kenny approach has been used to testify the mediating role of innovation, and the results found a partial mediation, which signifies the existence of a direct relationship between KM and OP, as well as an indirect relationship through innovation. The respondents might have given the information regarding knowledge management, innovation, and organisational performance on the basis of their own perception. In order to implement an effective knowledge management system, management should create a culture conducive to learning and knowledge.

Keywords


Knowledge Management, Innovation, Organisational Performance, General Insurance, Moroccan

References