- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
The purpose of this research study is to investigate the relationship between knowledge management (KM) processes and the level of business performance of organizations in Kuwait. The research utilized a survey that was administered to 500 employees of 139 private and government companies in Kuwait. Tests of validity and reliability confirmed the use of the survey instrument whereas factor analysis revealed 4 main factors whose impact on performance was assessed. The research results revealed that all 4 KM processes examined (i.e., knowledge generation and development, codification and storage, transfer and sharing, and use and evaluation) have a positive and significant impact on perceived business performance. Additionally, the research revealed that KM processes have the highest impact on innovation performance. The limitation of this study is mainly related to the limited geographical scope of the research, because the survey covered only companies from Kuwait. The originality of the research comes from geographical area covered. Virtually, no empirical research has been undertaken in area of knowledge management in Kuwait, as an oil‐dependent country.
DISCUSSION AND CONCLUSION
This paper has two main contributions to the literature: (a) It is the first study to analyze the relationship between KM processes and organizational performance in a Kuwaiti context, and (b) it provides a comprehensive set of indicators for both the exogenous (i.e., knowledge management processes) and endogenous constructs (i.e., organizational performance indicators). The purpose of this paper is to examine the effect of knowledge management on organizational performance. In this respect, the paper aims to investigate the direct effects of KM processes on organizational performance and to analyze whether there is a significant difference in Kuwaiti context or not. The empirical results provide positive evidence regarding the relationship between KM processes and organizational performance indicators, which is consistent with the existing KM literature (Hsiao, Chen, & Chang, 2011; Kalling, 2003; Lee & Choi, 2003; Muthuveloo, Shanmugam, & Teoh, 2017; Zaim et al., 2007). In KM literature, there is adequate theoretical (Davenport & Prusak, 1998; Nonaka & Takeuchi, 1995) and empirical evidence (Choi et al., 2008; Mills & Smith, 2011; Palacios Marqués & José Garrigós Simón, 2006) regarding the positive impacts of effective KM implementation on organizational performance. However, the direct link between KM processes and organizational performance needs further research. Hence, one of the major contributions of this research is to provide clear evidence regarding the so‐called link between KM processes and organizational performance based on empirical results. As mentioned earlier, the field of KM has attracted copious attention regarding developed countries. Nonetheless, there are comparatively fewer empirical studies focusing on KM practices in the Gulf Cooperation Council countries. The findings of this paper display considerable similarities with respect to the findings of other research focusing on this region. For example, the findings of this paper revealing implementation of KM processes in Kuwait are similar to the findings of Al‐Busaidi and Olfman (2005) in Oman and Boumarafi and Jabnoun (2008) in the UAE. Likewise, Al‐Athari and Zairi (2001) revealed that managers from both public and private companies in Kuwait believe in the importance of KM for their organizations' success.