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Knowledge management capacity and organizational performance: the social interaction view

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  • Yung-Chang Hsiao
  • Chung-Jen Chen
  • Shao-Chi Chang
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    Abstract

    Purpose – This study aims to investigate the relationship between knowledge management capacity and organizational performance from the social interaction perspective. Design/methodology/approach – The empirical study employs a questionnaire approach. The sample for this study is drawn from the population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation. Regression analysis is used to test the hypotheses in a sample of 105 Taiwanese firms. Findings – The findings suggest that two assessments of knowledge management capacity, knowledge acquisition and dissemination, and the communication factor of social interaction are positively related to organizational performance. Further, social interaction has complementary or synergistic interaction effects with knowledge management capacity on organizational performance. Practical implications – Given the need for the use of knowledge management capacity as an enabler to improve organization outcome, firms need to be aware that social interaction would moderate the link between knowledge management capacity and organizational performance. Therefore, firms should pay special attention to formulate appropriate social interaction conditions under which knowledge acquisition and dissemination are most likely to enhance organizational performance. Originality/value – This study contributes to the literature by theoretically developing a conceptual model and then empirically examining the relationships among knowledge management capacity, social interaction, and organizational performance.

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    Bibliographic Info

    Article provided by Emerald Group Publishing in its journal International Journal of Manpower.

    Volume (Year): 32 (2011)
    Issue (Month): 5/6 (September)
    Pages: 645-660

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    Handle: RePEc:eme:ijmpps:v:32:y:2011:i:5/6:p:645-660

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    Web page: http://www.emeraldinsight.com

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    Postal: Emerald Group Publishing, Howard House, Wagon Lane, Bingley, BD16 1WA, UK
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    Related research

    Keywords: Knowledge management capacity; Management effectiveness; Organizational performance. Competitive advantage; Social interaction; Taiwan;

    References

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    Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
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    1. Libby Bishop & David I. Levine, 1999. "Computer-mediated communication as employee voice: A case study," Industrial and Labor Relations Review, ILR Review, Cornell University, ILR School, vol. 52(2), pages 213-233, January.
    2. Chen, Chung-Jen & Huang, Jing-Wen, 2009. "Strategic human resource practices and innovation performance -- The mediating role of knowledge management capacity," Journal of Business Research, Elsevier, vol. 62(1), pages 104-114, January.
    3. Eric von Hippel, 1994. ""Sticky Information" and the Locus of Problem Solving: Implications for Innovation," Management Science, INFORMS, vol. 40(4), pages 429-439, April.
    4. Sumantra Ghoshal & Harry Korine & Gabriel Szulanski, 1994. "Interunit Communication in Multinational Corporations," Management Science, INFORMS, vol. 40(1), pages 96-110, January.
    5. Chung-Jen Chen & Jing-Wen Huang & Yung-Chang Hsiao, 2010. "Knowledge management and innovativeness: The role of organizational climate and structure," International Journal of Manpower, Emerald Group Publishing, vol. 31(8), pages 848-870, November.
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