Erwee, Ronel and Skadiang, Barbara and Roxas, Banjo (2012) Knowledge management culture, strategy and process in Malaysian firms. Knowledge Management Research and Practice, 10 (1). pp. 89-98. ISSN 1477-8238
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Official URL: http://www.palgrave-journals.com/kmrp/index.html
Identification Number or DOI: doi: 10.1057/kmrp.2011.37
Background: Malaysia is one of the leading countries in Asia that are at the forefront in the development of a knowledge-based economy. The Malaysian government has been making substantial investments in both physical and technological infrastructure to facilitate knowledge-intensive economic activities. Foreign and local firms in Malaysia are encouraged to take advantage of the opportunities brought by the emerging knowledge-based economy. However, little is known as to how firms in Malaysia respond to this new trajectory of economic development. In particular, there is paucity in the literature as to how Malaysian firms manage knowledge in their organizations as they strive to achieve sustainable competitive performance. Little is known as to how and why firms in Malaysia develop and manage their intangible and knowledge-based resources as they operate and respond to the modern knowledge-based competitive economic arena. Purpose: This paper examines a type of organizational culture that supports and promotes knowledge management (KM) within firms in Malaysia. The paper argues that KM-orientated culture shapes the overall KM strategy of firms which consequently shapes the organizational process required to manage the firm’s knowledge-base resources. Design/Methodology: The study uses survey data from a sample of 153 firms from Malaysia. Structural equation modeling was used to develop and test the measurement model of KM-orientated culture, KM strategy and KM process of the sample firms as well as the structural model of their hypothesized relationships. Findings: The results show that firms with high level of KM-orientated culture demonstrated more KM strategies. Firms that implemented more KM strategies also reported that they have better KM processes in place. Practical implications: Building a KM-orientated culture within the organization is a pre-requisite to the implementation of any KM systems in Malaysian firms. Successful implementation of KM strategies, processes as well as the supporting technological infrastructure depends on whether organizational members consider KM as a norm within the firm. Originality/value: The study’s focus on the linkages between KM-orientated culture, strategy and process in the context of Malaysian firms contributes to a more nuanced understanding of KM amongst firms in the Asian context in general, and in the Malaysian context in particular.
|Item Type:||Article (Commonwealth Reporting Category C)|
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|Uncontrolled Keywords:||knowledge management strategy; knowledge management system; knowledge management practice; knowledge sharing; measurement|
|Fields of Research (FOR2008):||15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150301 Business Information Management (incl. Records, Knowledge and Information Management, and Intelligence)|
15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150302 Business Information Systems
15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150305 Human Resources Management
|Socio-Economic Objective (SEO2008):||B Ecomonic Development > 90 Commercial Services and Tourism > 9099 Other Commercial Services and Tourism > 909999 Commercial Services and Tourism not elsewhere classified|
|Deposited On:||23 May 2012 15:34|
|Last Modified:||29 Aug 2012 12:15|
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