Effects of knowledge management strategy on organizational performance

Document Type : Scientific - Research

Authors

1 Assistant Professor

2 PhD student at the University of Malaya Malaysia

Abstract

This paper examined relationship between knowledge management strategies and organizational performance relying on a theory borrowed from economics. The empirical part of the study is based on data on KM strategies and organizational performance collected from a sample of 131 Iranian firms. Results suggested three types of relationship among KM strategies: non-complementary and non-critical symmetric complementary and asymmetrical complementary. Integrating explicit and tacit KM strategies results in a non-complementary one leading to a higher level of organizational performance. Analysis of KM strategies based on KM source showed that companies could benefit from both inward and outward KM strategies. Combining tacit and explicit KM strategies leads to a complementary relationship, which reflects synergistic effects of KM strategies on performance. 

Keywords

References

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