چشم انداز سیستم مدیریت دانش، یادگیری سازمانی و نوآوری سازمانی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|4033||2010||8 صفحه PDF||سفارش دهید||4740 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Expert Systems with Applications, Volume 37, Issue 2, March 2010, Pages 1096–1103
In knowledge economics, enterprises need to adapt and update its knowledge to keep their capability of innovation. Therefore, the relationship between knowledge management and organizational innovation is getting an important issue in research and in practical areas. However, without good capability of organizational learning, one organizational cannot retain some important knowledge management practices in it. This study selects samples based on Common Wealth Magazine’s Top 1000 manufacturers and Top 100 financial firms in 2007 by mails. A questionnaire survey was conducted and 327 valid replies were received. This research analyzes the relationship among knowledge management, as well as organizational learning and organizational innovation utilizing structural equation modeling. The results show that organizational learning is the mediating variable between knowledge management and organizational innovation. Just like a system, knowledge management is an important input, and organizational learning is a key process, then organizational innovation is a critical output.
Facing this rapid change, enterprises should adapt and update its knowledge to maintain its competitive advantages (Rademakers, 2005). However, past research showed the issues of knowledge management (KM) are complicated. Some researches are related to the competitive advantages, and some are the e-business (Lin & Lee, 2004); some are related to organizational learning, and some are organizational innovation (Darroch, 2005 and Davenport and Prusak, 1998). We found that organizational learning is mixed with KM (Victor, Francisco, & Antonio, 2006), and the relationship between knowledge management and organizational learning is not evident. Reviewing past literatures, many scholars conducted the research to understand the relation among knowledge management, organizational learning, and organization innovation separately. We found few papers discussed the practical results and quantitative numbers (Darroch & MaNaughton, 2002). Based on theory, knowledge management, organizational learning, and organization innovation should not discuss separately (Goh, 2005). The immediate concern, in the relentless pursuit of innovation within a knowledge enterprise, appears to be more than just identifying and resolving issues on KM independently. This study investigates the relationships among knowledge management, organizational learning, and organization innovation together in knowledge-intensive business. We use LISREL to model the relationships among knowledge management, organizational learning, and organization innovation based on the data sampled from 27 Taiwanese firms. These firms include electronic, and financial insurance industries from which 327 valid samples were received. The rest of the paper is organized as follows. Section 2 reviews the literature and proposes the research map. Section 3 describes the research methodology including framework and hypotheses. Section 4 describes the data analysis and the results. Section 5 discusses managerial implications and section 6 presents a brief conclusion.
نتیجه گیری انگلیسی
This study demonstrates the importance of knowledge management and the relationship among organizational learning and organizational innovation. Based on 327 valid subjects, this paper implements a structure equation modeling to test the research framework and hypotheses. The results show that knowledge management is an important input to organizations, and organizational learning is a mediator. Knowledge management will significantly affect organizational innovation. But, through organizational learning, KM will have more impact to organizational innovation. Therefore, for managers, one organization should do organizational learning. By thoroughly doing organizational learning, KM implementation will lead to organizational innovation.