Direct effects of knowledge management practices on organizational performance

ABSTRACT: The relationship between knowledge management (KM) and firm performance is an interesting field for both scholars and practitioners. Despite the extant literature, more studies are required in order to clarify the abovementioned relationship. The purpose of this article is to examine the i...

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Autores:
Lozada Barahona, Nelson Enrique
Arias Pérez, José Enrique
Henao García, Edwin Alexander
Tipo de recurso:
Article of investigation
Fecha de publicación:
2020
Institución:
Universidad de Antioquia
Repositorio:
Repositorio UdeA
Idioma:
eng
OAI Identifier:
oai:bibliotecadigital.udea.edu.co:10495/38942
Acceso en línea:
https://hdl.handle.net/10495/38942
Palabra clave:
Gestión del Conocimiento
Knowledge Management
Desempeño económico
Economic performance
Financial performance
Knowledge management practices
Nonfinancial performance
Organizational performance
PLS-SEM
Rendimiento financiero
Desempeño financiero
Desempeño no financiero
https://id.nlm.nih.gov/mesh/D058436
Rights
openAccess
License
http://creativecommons.org/licenses/by-nc-nd/2.5/co/
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oai_identifier_str oai:bibliotecadigital.udea.edu.co:10495/38942
network_acronym_str UDEA2
network_name_str Repositorio UdeA
repository_id_str
dc.title.spa.fl_str_mv Direct effects of knowledge management practices on organizational performance
title Direct effects of knowledge management practices on organizational performance
spellingShingle Direct effects of knowledge management practices on organizational performance
Gestión del Conocimiento
Knowledge Management
Desempeño económico
Economic performance
Financial performance
Knowledge management practices
Nonfinancial performance
Organizational performance
PLS-SEM
Rendimiento financiero
Desempeño financiero
Desempeño no financiero
https://id.nlm.nih.gov/mesh/D058436
title_short Direct effects of knowledge management practices on organizational performance
title_full Direct effects of knowledge management practices on organizational performance
title_fullStr Direct effects of knowledge management practices on organizational performance
title_full_unstemmed Direct effects of knowledge management practices on organizational performance
title_sort Direct effects of knowledge management practices on organizational performance
dc.creator.fl_str_mv Lozada Barahona, Nelson Enrique
Arias Pérez, José Enrique
Henao García, Edwin Alexander
dc.contributor.author.none.fl_str_mv Lozada Barahona, Nelson Enrique
Arias Pérez, José Enrique
Henao García, Edwin Alexander
dc.contributor.researchgroup.spa.fl_str_mv Grupo de Investigación en Gestión Organizacional - GESTOR UdeA
dc.subject.decs.none.fl_str_mv Gestión del Conocimiento
Knowledge Management
topic Gestión del Conocimiento
Knowledge Management
Desempeño económico
Economic performance
Financial performance
Knowledge management practices
Nonfinancial performance
Organizational performance
PLS-SEM
Rendimiento financiero
Desempeño financiero
Desempeño no financiero
https://id.nlm.nih.gov/mesh/D058436
dc.subject.lemb.none.fl_str_mv Desempeño económico
Economic performance
dc.subject.proposal.spa.fl_str_mv Financial performance
Knowledge management practices
Nonfinancial performance
Organizational performance
PLS-SEM
Rendimiento financiero
Desempeño financiero
Desempeño no financiero
dc.subject.meshuri.none.fl_str_mv https://id.nlm.nih.gov/mesh/D058436
description ABSTRACT: The relationship between knowledge management (KM) and firm performance is an interesting field for both scholars and practitioners. Despite the extant literature, more studies are required in order to clarify the abovementioned relationship. The purpose of this article is to examine the impact of KM practices on financial and nonfinancial performance. KM practices are knowledge creation practices, continuous learning practices (CLP), knowledge and feedback systems (KFS), and management of employees’ individual competencies. Methodologically the study uses partial least squares structural equation modeling. The results show that KFS affect firms’ financial performance and that CLP do not influence oneither financial or nonfinancial performance.
publishDate 2020
dc.date.issued.none.fl_str_mv 2020
dc.date.accessioned.none.fl_str_mv 2024-04-06T20:52:22Z
dc.date.available.none.fl_str_mv 2024-04-06T20:52:22Z
dc.type.spa.fl_str_mv Artículo de investigación
dc.type.coar.spa.fl_str_mv http://purl.org/coar/resource_type/c_2df8fbb1
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dc.identifier.citation.spa.fl_str_mv Henao-García, E. A., Lozada, N., & Arias-Pérez, J. (2020). Direct effects of knowledge management practices on organizational performance. Business Information Review, 37(1), 30-37. https://doi.org/10.1177/0266382120909073
dc.identifier.issn.none.fl_str_mv 0266-3821
dc.identifier.uri.none.fl_str_mv https://hdl.handle.net/10495/38942
dc.identifier.doi.none.fl_str_mv 10.1177/0266382120909073
dc.identifier.eissn.none.fl_str_mv 1741-6450
identifier_str_mv Henao-García, E. A., Lozada, N., & Arias-Pérez, J. (2020). Direct effects of knowledge management practices on organizational performance. Business Information Review, 37(1), 30-37. https://doi.org/10.1177/0266382120909073
0266-3821
10.1177/0266382120909073
1741-6450
url https://hdl.handle.net/10495/38942
dc.language.iso.spa.fl_str_mv eng
language eng
dc.relation.ispartofjournalabbrev.spa.fl_str_mv Bus. Inf. Rev.
dc.relation.citationendpage.spa.fl_str_mv 37
dc.relation.citationissue.spa.fl_str_mv 1
dc.relation.citationstartpage.spa.fl_str_mv 30
dc.relation.citationvolume.spa.fl_str_mv 37
dc.relation.ispartofjournal.spa.fl_str_mv Business Information Review
dc.rights.uri.*.fl_str_mv http://creativecommons.org/licenses/by-nc-nd/2.5/co/
dc.rights.uri.spa.fl_str_mv https://creativecommons.org/licenses/by-nc/4.0/
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dc.format.extent.spa.fl_str_mv 7 páginas
dc.format.mimetype.spa.fl_str_mv application/pdf
dc.publisher.spa.fl_str_mv SAGE Publications
dc.publisher.place.spa.fl_str_mv Reino Unido
institution Universidad de Antioquia
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spelling Lozada Barahona, Nelson EnriqueArias Pérez, José EnriqueHenao García, Edwin AlexanderGrupo de Investigación en Gestión Organizacional - GESTOR UdeA2024-04-06T20:52:22Z2024-04-06T20:52:22Z2020Henao-García, E. A., Lozada, N., & Arias-Pérez, J. (2020). Direct effects of knowledge management practices on organizational performance. Business Information Review, 37(1), 30-37. https://doi.org/10.1177/02663821209090730266-3821https://hdl.handle.net/10495/3894210.1177/02663821209090731741-6450ABSTRACT: The relationship between knowledge management (KM) and firm performance is an interesting field for both scholars and practitioners. Despite the extant literature, more studies are required in order to clarify the abovementioned relationship. The purpose of this article is to examine the impact of KM practices on financial and nonfinancial performance. KM practices are knowledge creation practices, continuous learning practices (CLP), knowledge and feedback systems (KFS), and management of employees’ individual competencies. Methodologically the study uses partial least squares structural equation modeling. The results show that KFS affect firms’ financial performance and that CLP do not influence oneither financial or nonfinancial performance.COL00063587 páginasapplication/pdfengSAGE PublicationsReino Unidohttp://creativecommons.org/licenses/by-nc-nd/2.5/co/https://creativecommons.org/licenses/by-nc/4.0/info:eu-repo/semantics/openAccesshttp://purl.org/coar/access_right/c_abf2Direct effects of knowledge management practices on organizational performanceArtículo de investigaciónhttp://purl.org/coar/resource_type/c_2df8fbb1https://purl.org/redcol/resource_type/ARThttp://purl.org/coar/version/c_970fb48d4fbd8a85info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionGestión del ConocimientoKnowledge ManagementDesempeño económicoEconomic performanceFinancial performanceKnowledge management practicesNonfinancial performanceOrganizational performancePLS-SEMRendimiento financieroDesempeño financieroDesempeño no financierohttps://id.nlm.nih.gov/mesh/D058436Bus. Inf. 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