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The impacts of knowledge management enablers and knowledge management processes on university performance in Vietnam

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  • Hiep-Hung Pham
  • Thi Thu Ha Nguyen
  • Viet-Thai Nguyen
  • Van-Minh Nguyen
  • Phan The Cong
  • Manh-Chiên Vu
  • Thi-Ngoc Do
  • Myeong Hwan Kim
  • Nhat-Minh Tran

Abstract

Despite the abundance of literature on university performance (UP), few studies have examined the impacts of knowledge management (KM) enablers and KM processes on UP. This study introduces a model explaining the variance in UP, including KM enablers, which include organisational enablers (OEs) and personal enablers (PEs) as indirect determinants, and KM processes as direct determinants. Data from 296 Vietnamese university lecturers and managerial staff indicated that KM processes mediate the link between KM and UP. However, OEs and PEs had unequal impacts on KM processes. Of the three OE components, organisational rewards and culture had a direct impact on KM, while organisational leadership had an indirect impact through the two other processes. Of the two PE components, knowledge self-efficacy had a significant influence on KM. The findings indicate ways for Vietnamese universities to enhance performance and thus develop sustainably.

Suggested Citation

  • Hiep-Hung Pham & Thi Thu Ha Nguyen & Viet-Thai Nguyen & Van-Minh Nguyen & Phan The Cong & Manh-Chiên Vu & Thi-Ngoc Do & Myeong Hwan Kim & Nhat-Minh Tran, 2023. "The impacts of knowledge management enablers and knowledge management processes on university performance in Vietnam," Knowledge Management Research & Practice, Taylor & Francis Journals, vol. 21(3), pages 512-524, May.
    • Handle: RePEc:taf:tkmrxx:v:21:y:2023:i:3:p:512-524
    DOI: 10.1080/14778238.2022.2105758
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