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Tytuł artykułu

Organizational knowledge creation and organizational performance: insights from the airline industry

Treść / Zawartość
Identyfikatory
Warianty tytułu
PL
Tworzenie wiedzy organizacyjnej i wydajność organizacyjna: spostrzeżenia z branży lotniczej
Języki publikacji
EN
Abstrakty
EN
The increasing importance of knowledge leads managers to pay more attention to effectively managing this knowledge. The emergence of knowledge management as a practical business discipline is related to Nonaka's SECI model of knowledge creation. The current study aims to demonstrate the impact of organisational knowledge creation processes (socialisation, externalisation, internalisation, and combination) on the organisational performance perspectives of the Balanced Scorecard, specifically the customer perspective, internal process perspective, learning perspective, and financial perspective. The importance of the current study lies in linking the performance of organizations and their market share to the vast amount of information that organizations receive due to their reliance on information technology in operations. A quantitative approach was employed to achieve the study's primary objective, and 111 questionnaires were distributed to a stratified random sample of employees within Jordanian Airlines companies. The findings concluded that organizational knowledge creation positively affects organizational performance. The findings also highlighted that the strongest influence of SECI processes on organizational performance was attributed to the internalization process, followed by combination, externalization, and socialization. Organizational knowledge creation enables employees to capitalize on various learning opportunities.
PL
Rosnące znaczenie wiedzy sprawia, że menedżerowie zwracają większą uwagę na skuteczne zarządzanie tą wiedzą. Pojawienie się zarządzania wiedzą jako praktycznej dyscypliny biznesowej jest związane z modelem tworzenia wiedzy SECI opracowanym przez Nonakę. Niniejsze badanie ma na celu wykazanie wpływu procesów tworzenia wiedzy organizacyjnej (socjalizacja, eksternalizacja, internalizacja i kombinacja) na perspektywy wyników organizacyjnych w ramach zrównoważonej karty wyników, w szczególności z perspektywy klienta, procesów wewnętrznych, uczenia się i finansów. Znaczenie niniejszego badania polega na powiązaniu wyników organizacji i ich udziału w rynku z ogromną ilością informacji, które organizacje otrzymują dzięki wykorzystaniu technologii informacyjnej w swojej działalności. Aby osiągnąć główny cel badania, zastosowano podejście ilościowe i rozdano 111 kwestionariuszy losowo wybranym pracownikom linii lotniczych Jordanian Airlines. Wyniki badania wykazały, że tworzenie wiedzy organizacyjnej ma pozytywny wpływ na wyniki organizacji. Wyniki podkreśliły również, że największy wpływ procesów SECI na wyniki organizacji miał proces internalizacji, a następnie kombinacja, eksternalizacja i socjalizacja. Tworzenie wiedzy organizacyjnej umożliwia pracownikom wykorzystanie różnych możliwości uczenia się.
Rocznik
Strony
7--24
Opis fizyczny
Bibliogr. 42 poz., rys., tab.
Twórcy
  • Department of Business Administration, school of business, Al al-Bayt University, Jordan
  • College of Business Administration, American University in the Emirates, UAE
  • Alexandria University, Egypt
  • Jordan
  • College of Business Administration, American University in the Emirates, UAE
Bibliografia
  • 1.Albort-Morant, G., Leal-Millán, A., Cepeda-Carrion, G. and Henseler, J., (2017). Developing green innovation performance by fostering of organizational knowledge and coopetitive relations. Review of Managerial Science, 12(2), 499-517.
  • 2.Al-Jabri, H., Al-Busaidi, K. A., (2020). Enriching SME learning and innovation through inter-organizational knowledge transfer. International Journal of Knowledge Management, 16(3), 17-32.
  • 3.Anwar, G., Abdullah, N. N., (2021). The impact of Human resource management practice on Organizational performance. International Journal of Engineering, Business and Management (IJEBM), 5.
  • 4.Balaji, M., Dinesh, S. N., Kumar, P. M. and Ram, K. H., (2021). Balanced scorecard approach in deducing supply chain performance. Materials Today: Proceedings, 47, 5217-5222.
  • 5.Barua, B., (2021). Impact of total quality management factors on knowledge creation in the organizations of Bangladesh. The TQM Journal, 33(6), 1516-1543.
  • 6.Bolade, S., Sindakis, S., (2019). Micro-foundation of knowledge creation theory: Development of a conceptual framework theory. Journal of the Knowledge Economy, 11(4), 1556-1572.
  • 7.Canonico, P., De Nito, E., Esposito, V., Pezzillo Iacono, M. and Consiglio, S., (2020). Knowledge creation in the automotive industry: Analysing obeya-oriented practices using the SECI model. Journal of Business Research, 112, 450-457.
  • 8.Durst, S., Hinteregger, C. and Zieba, M., (2019). The linkage between knowledge risk management and organizational performance. Journal of Business Research, 105, 1-10.
  • 9.Easa, N. F., (2021). Nurses’ emotional intelligence and stress at workplace during the COVID-19 pandemic: Evidence from Egypt. Journal of Alexandria University for Administrative Sciences, Faculty of Commerce- Alexandria University, 58(2), 57-90.
  • 10.El-Maksoud, R. M. M. A., Amin, W. and Hizah, D., (2019). Talent management and its role on supporting the competitiveness in the airline companies. Journal of the Faculty of Tourism and Hotels, 5(15), 55-97.
  • 11.Han, H., Yu, J., Chua, B., Lee, S. and Kim, W., (2019). Impact of core-product and serviceencounter quality, attitude, image, trust and love on repurchase. International Journal of Contemporary Hospitality Management, 31(4), 1588-1608.
  • 12.Hidayat, D., Abdurachman, E., Elidjen and Hutagaol, Y., (2020). Empirical studies on knowledge creation and performance: A literature review. In 2020 International Conference on Information Management and Technology (ICIMTech).
  • 13.Ibidunni, A. S., Moses, C. L., Adegbuyi, O. A., Oladosun, M. and Olokundun, M., (2018). Empirical evidence of organizational knowledge from a typological perspective and its linkages with performance. International Journal of Sociotechnology and Knowledge Development, 10(4), 45-60.
  • 14.Iyer, D. N., Sharp, B. M. and Brush, T. H., (2017). Knowledge creation and innovation performance: An exploration of competing perspectives on organizational systems. Universal Journal of Management, 5(6), 261-270.
  • 15.Kaba, A., Ramaiah, C. K., (2020). Measuring knowledge acquisition and knowledge creation: A review of the literature. University of Nebraska - Lincoln.
  • 16.Kő, A., Vas, R., Kovács, T. and Szabó, I., (2019). Knowledge creation from the perspective of the supply chain: The role of ICT. Society and Economy, 41(3), 311-329.
  • 17.Krylov, S., (2019). Strategic customer analysis based on balanced scorecard. EkonomickoManazerske Spektrum, 13(1), 12-25.
  • 18.Laeeque, S. H., Babar, S. F., (2017). Knowledge creation and firm performance: Is innovation the missing link? Pakistan Journal of Commerce and Social Sciences, 11(2), 505-523.
  • 19.Lasater, K. B., Jarrín, O. F., Aiken, L. H., McHugh, M. D., Sloane, D. M. and Smith, H. L., 2019. A methodology for studying organizational performance: a multistate survey of front-line providers. Medical care, 57(9), 742.
  • 20.Madsen, D. Ø., Azizi, B., Rushiti, A. and Stenheim, T., (2019). The diffusion and implementation of the balanced scorecard in the Norwegian municipality sector: A descriptive analysis. Social Sciences, 8(5), 152.
  • 21.Mehralian, G., Nazari, J. A. and Ghasemzadeh, P., (2018). The effects of knowledge creation process on organizational performance using the BSC approach: The mediating role of intellectual capital. Journal of Knowledge Management, 22(4), 802-823.
  • 22.Mendoza, N. B., Cheng, E. C. K. and Yan, Z., (2022). Assessing teachers’ collaborative lesson planning practices: Instrument development and validation using the SECI knowledgecreation model. Studies in Educational Evaluation, 73, 101139.
  • 23.Migdadi, M. M., (2019). Organizational learning capability, innovation and organizational performance. European Journal of Innovation Management, 24(1), 151-172.
  • 24.Muhammed, S., Zaim, H., (2020). Peer knowledge sharing and organizational performance: The role of leadership support and knowledge management success. Journal of Knowledge Management, 24(10), 2455-2489.
  • 25.Nazari-Shirkouhi, S., Mousakhani, S., Tavakoli, M., Dalvand, M. R., Šaparauskas, J. and Antuchevičienė, J., (2020). Importance-performance analysis based balanced scorecard for performance evaluation in higher education institutions: An integrated fuzzy approach. Journal of Business Economics and Management, 21(3), 647-678.
  • 26.Oktari, R. S., Munadi, K., Idroes, R., Sofyan, H. and Latuamury, B., (2021). Knowledge creation elements for enhancing community resilience towards disaster: A Delphi study. Jàmbá: Journal of Disaster Risk Studies, 13(1).
  • 27.Oladimeji, M. S., Udosen, I., (2019). The effect of diversification strategy on organizational performance. Journal of Competitiveness, 11(4), 120-131.
  • 28.Oliveira, H. C., Rodrigues, L. L. and Craig, R., (2020). Bureaucracy and the balanced scorecard in health care settings. International Journal of Health Care Quality Assurance, 33(3), 247-259.
  • 29.Parast, M. M., Shekarian, M., (2019). The impact of supply chain disruptions on organizational performance: a literature review. Revisiting supply chain risk, 367-389.
  • 30.Patky, J., (2020). The influence of organizational learning on performance and innovation: A literature review. Journal of Workplace Learning, 32(3), 229-242.
  • 31.Payal, R., Ahmed, S. and Debnath, R. M., (2019). Impact of knowledge management on organizational performance. VINE Journal of Information and Knowledge Management Systems, 49(4), 510-530.
  • 32.Pylypiv, N., Piatnychuk, I., Halachenko, O., Maksymiv, Y. and Popadynets, N., (2020). Balanced scorecard for implementing United Territorial Communities’ social responsibility. Problems and Perspectives in Management, 18(2), 128-139.
  • 33.Rusland, S. L., Jaafar, N. I. and Sumintono, B., (2020). Evaluating knowledge creation processes in the Royal Malaysian Navy (RMN) fleet: Personnel conceptualization, participation and differences. Cogent Business & Management, 7(1), 1785106.
  • 34.Scuotto, V., Garcia-Perez, A., Nespoli, C. and Messeni Petruzzelli, A., (2020). A repositioning organizational knowledge dynamics by functional upgrading and downgrading strategy in global value chain. Journal of International Management, 26(4), 100795.
  • 35.Singh, S. K., Gupta, S., Busso, D. and Kamboj, S., (2021). Top management knowledge value, knowledge sharing practices, open innovation and organizational performance. Journal of Business Research, 128, 788-798.
  • 36.Soomro, B.A., Mangi, S. and Shah, N., (2020). Strategic factors and significance of organizational innovation and organizational learning in organizational performance. European Journal of Innovation Management, 24(2), 481-506.
  • 37.Soniewicki, M., Paliszkiewicz, J., (2019). The importance of knowledge management processes for the creation of competitive advantage by companies of varying size. Entrepreneurial Business and Economics Review, 7(3), 43-63.
  • 38.Tawse, A., Tabesh, P., (2022). Thirty years with the balanced scorecard: What we have learned. Business Horizons, 66(1), 123-132.
  • 39.Terziev, V., Georgiev, M. and Andreeva, O., (2020). Balanced scorecard - Analysis of theoretical and applied solution. SSRN Electronic Journal, 19-20.
  • 40.Tsai, F. M., Bui, T.-D., Tseng, M.-L., Wu, K.-J. and Chiu, A. S. F., (2020). A performance assessment approach for integrated solid waste management using a sustainable balanced scorecard approach. Journal of Cleaner Production, 251, 119740.
  • 41.Yang, H., Chen, W. and Hao, Y.-F., (2019). Supply chain partnership, inter-organizational knowledge trading and enterprise innovation performance: The theoretical and empirical research in project-based supply chain. Soft Computing, 24(9), 6433-6444.
  • 42.Zaim, H., Muhammed, S. and Tarim, M., (2018). Relationship between knowledge management processes and performance: Critical role of knowledge utilization in organizations. Knowledge Management Research & Practice, 17(1), 24-38.
Uwagi
Opracowanie rekordu ze środków MNiSW, umowa nr POPUL/SP/0154/2024/02 w ramach programu "Społeczna odpowiedzialność nauki II" - moduł: Popularyzacja nauki (2025).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-0718e0de-6fc3-44c6-ac57-d813494afdd2
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