El impacto de la gestión del conocimiento en el desempeño organizacional: un estudio de modelado de ecuaciones estructurales
| Autor | Leila Namdarian, Arman Sajedinejad, Somayeh Bahanesteh |
| Cargo | PhD in Science and Technology Policy, Tarbiat Modares University, Assistant Professor of Iranian Research Institute for Information Science and Technology (IranDoc), Tehran, Iran/PhD in Industrial Engineering, Tarbiat Modares University, Assistant Professor of Iranian Research Institute for Information Science and Technology (IranDoc), Tehran, ... |
| Páginas | 85-108 |
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AD-MINISTER
ABSTRACT
This study attempts to investigate the role of knowledge management (KM) in commercial companies.
To this end, a literature review was made and relevant components were extracted to conceptualize
KM and organizational performance (OP), and the relationship between KM and OP was presented in
a theoretical framework. Secondly, to assess the proposed model, a questionnaire was given to 200
participants in five commercial companies, chosen through multi-stage stratified sampling. The data
were analyzed using structural equation modeling (SEM) and Lisrel 8.8. The results revealed that the
model enjoyed an acceptable degree of fit. The obtained coefficient (0.41) showed a direct impact of
KM indices on OP, indicating the significant and positive relationship between KM and OP dimensions
such as financial performance, quality of goods and services, staff members’ performance, innovation,
and customers’ level of satisfaction.
KEYWORDS
Knowledge management, Organizational performance, Structural equation modeling, Commercial
companies
RESUMEN
Este estudio trató de investigar el papel de la gestión del conocimiento (KM) en las empresas comerciales.
Con este fin, se revisó la literatura y se extrajeron componentes relevantes para conceptualizar el KM y
el desempeño organizacional (OP). A continuación, la relación entre KM y OP se presentó en un marco
teórico. En segundo lugar, para evaluar el modelo propuesto, se entregó un cuestionario a 200 participantes
en 5 empresas comerciales, elegidos mediante muestreo estratificado de etapas múltiples. Los datos
se analizaron utilizando modelado mediante ecuaciones estructurales (SEM) y Lisrel 8.8. Los resultados
revelaron que el modelo proporcionaba un grado aceptable de ajuste. El coeficiente obtenido (0,41)
muestra un impacto directo de los índices de KM en OP, lo que indica la relación significativa y positiva entre
las dimensiones de KM y OP, tales como el desempeño financiero, la calidad de los bienes y servicios, el
desempeño de los miembros del personal, la innovación y el nivel de satisfacción de los clientes.
The Impact of Knowledge Management on
Organizational Performance: A Structural Equation
Modeling Study
El impacto de la gestión del conocimiento en el desempeño organizacional: un estudio de modelado
de ecuaciones estructurales
LEILA NAMDARIAN
ARMAN SAJEDINEJAD
SOMAYEH BAHANESTEH
JEL: G, C, M
Received: 26/11/2019
Modified: 18/11/2019
Accepted: 04/11/2020
DOI: https://doi.org/10.17230/
Ad-minister.37.4
1 PhD in Science and Technology Policy, Tarbiat Modares University, Assistant Professor of Iranian
Research Institute for Information Science and Technology (IranDoc), Tehran, Iran. namdarian@
irandoc.ac.ir, https://orcid.org/0000-0002-1411-6368
2 PhD in Industrial Engineering, Tarbiat Modares University, Assistant Professor of Iranian Research
Institute for Information Science and Technology (IranDoc), Tehran, Iran. sajedinejad@irandoc.ac.ir,
https://orcid.org/0000-0001-7705-6406
3 MA in Commercial Management, PN University of Tehran, West Branch, Tehran, Iran.
somayehbahanesteh@aol.com, https://orcid.org/0000-0002-4928-3123
AD-minister Nº. 37 julio - diciembre 2020 pp.85 - 108 · ISSN 1692-0279 · eISSN 2256-4322
86
AD-MINISTER
Leila Namdarian · Arman Sajedinejad · Somayeh Bahanesteh
The Impact of Knowledge Management on Organizational Performance: A Structural Equation Modeling Study
PALABRAS CLAVE
Gestión del conocimiento, desempeño organizacional, modelación de ecuaciones estructurales, empresas
comerciales
INTRODUCTION
In the current knowledge-based era, knowledge, along with other physical properties
of organizations (e.g. land, human resources, equipment, capital, etc.) is conceived
of as the most important organizational property and the source of competitiveness
advantage. It is believed that knowledge performance is very important to the survival
of an organization (Easterby-Smith & Prieto, 2008). Numerous scholars consider it as
an important factor in achieving dynamic potentials and value for an organization
(Zollo and Winter, 2002; Karami et al., 2015). Knowledge, a floating combination
of experiences, values, information and expert vision, provides a framework for
evaluating and combining new experiences and information. Organizational
knowledge not only results from the experts’ minds but also is internalized within the
organizational norms and actions, processes, procedures, warehouses or documents
(Pandey & Dutta, 2013).
Achieving competitiveness advantage from organizational knowledge requires
its accurate management, the so-called knowledge management which currently
has an important status in the organizational leadership and management to which
researchers have paid particular attention. This is due to the fact that several areas
such as philosophy, cognitive sciences, social sciences, management sciences,
information sciences, engineering sciences, and artificial intelligence play a key role
in the evolution of knowledge management, and as such, several definitions have
been proposed. Ju Choi et al. (2005) defined knowledge management as the process
of creating, gathering, organizing storing, disseminating, using and exploiting
knowledge for creating organizational value and competitiveness advantage.
Pandey and Dutta (2003) held that knowledge management entails identifying
and exploiting individual and collective knowledge in an organization, in order to
contribute to the organizational performance. Knowledge management processes
would be useful for problem-solving, dynamic learning, strategic planning, decision-
making and avoiding burnouts, and lead to increasing flexibility and organizational
intelligence. In the most comprehensive definition, Hislop (2010) believed that any
attempts to manage organizational knowledge is called knowledge management
which can be implemented in a wide range of direct ICT-based methods or indirect
ones based on managing social processes, organizational structures, creating culture
and individuals’ management approaches.
Also, knowledge management, if it is well implemented, can contribute to
faster and more ecient innovation, more coordination, commercializing goods,
responding to the environmental changes, flexibility, eciency, productivity, and
profitability (Gold et al., 2001). However, no study has yet touched upon the possible
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