Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 30184
The Relationship of Knowledge Management Practices, Competencies and the Organizational Performance of Government Departments in Malaysia

Authors: Raja Suzana Raja Kasim

Abstract:

This paper attempts to highlight the significant role of knowledge management practices (KMP) and competencies in improving the performance and efficiency of public sector organizations. It appears that public sector organizations in developing countries have not received much attention in the research literature of knowledge management and competencies. Therefore, this paper seeks to explore the role of KMP and competencies in achieving superior performance among public sector organizations in Malaysia in the broader perspective. Survey questionnaires were distributed to all Administrative and Diplomatic Officers (ADS) from 28 ministries located in Putrajaya, Malaysia. This paper also examines preliminary empirical results on the relationship between support for knowledge management practices, competencies, and orientation in Malaysia-s public organizations. This paper supports the notion that the practices of knowledge management at the organizational level are a prerequisite for successful organizational performance. In conclusion, the results not only have the potential to contribute theoretically to both management strategy and knowledge management field literature but also to the area of organizational performance.

Keywords: knowledge, knowledge management practices, competencies, organizational performance

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1080060

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1835

References:


[1] Amit, R., & Shoemaker, P.J.H. (1993). Strategic assets and organizational rent. Strategic Management 14.33-46.
[2] Argote, L., & Ingram, P. (2000). Knowledge transfer: a basis for competitive advantage in firms. Organizational Behaviour and Human Decision Processes. 82(1), 150-69.
[3] Baker, M.B. (2007). A conceptual framework for making knowledge actionable through capital formation. Unpublished doctorial dissertation, University of Maryland.
[4] Barney, J.B. (1991). Firm resources and strategic competitive advantage. Journal of Management. 49-61. Retrieved August 6, 2007 from Emerald Insight database.
[5] Bhatt, G.D. (2002). Management strategies for individual knowledge and organizational knowledge. Journal of Knowledge Management 6. 31-39. Retrieved August 6, 2007 from Emerald Insight database.
[6] Brown, J. S. & Duguid, P. (2000). Balancing act: how to capture knowledge without killing it. Harvard Business Review. May-June. Retrieved July 16, 2007 from Proquest Education Journals Database.
[7] Collins, J.C., & Porras. J.I. (1996). Building your company-s vision. Harvard Business Review. September-October.
[8] Darroch, J. (2003). Developing a measure of knowledge management behaviors and practices. Journal of Knowledge Management. 7(5). 41- 54. Retrieved October 4, 2007 from Emerald Group Publishing Limited.
[9] Darroch, J. (2005). Knowledge management, innovation, and firm performance. Journal of Knowledge Management. 9(3). 101-115. Retrieved October 4, 2007 from Emerald Group Publishing Limited.
[10] Dillman, D.A. (1978). Mail and telephone surveys: the total design method. New York: Wiley Interscience.
[11] El-Sayed, A.Z. (2002). A knowledge management reference model. Journal of Knowledge Management. 6(5) 486-499. Retrieved August 6, 2007 from Emerald Insight database.
[12] Feliciano, J.L. (2006). The success criteria for Implementing knowledge management systems in an organization. (Doctor of Professional Studies in Computing Dissertation, Pace University, 2001). Dissertation Abstract International. (UMI No. 3235023).
[13] Ganesh, N. & Sandhya, S. (2000). Knowledge Management: Enabling Business Growth. New Delhi, India: Tata McGraw- Hill Publishing Company Limited.
[14] Gilley, J. W., & Giley, A.M. (2002). Strategically Integrated HRD: new perspectives in organizational learning, performance and changeÔÇösix transformational roles in creating results driven programs (2nd ed.) United States of America: Perseus Publishing.
[15] Gates, B. (1999). [email protected] the Speed of Thought Using a Digital Nervous System. Warner Books: New York.
[16] Gorelick, C. & Monsou, B. T. (2005). For performance through learning, knowledge management is the critical practice. The Learning Organization, 125. Retrieved August 30, 2007 from Emerald Insight database.
[17] Gwo, G. J., & Rong, J.B. (2003). Organizational mechanisms for successful IS/IT strategic planing in the digital era. Management Decision 41/1. Retrieved August 30, 2007 from Emerald Insight database.
[18] Hair, J.F., Black, W.C., Babin, B.J., Anderson, R. E., and Tatham, R.L. (2006). Multivariate data analysis. (6th Edition), Upper Saddle River, NJ: Prentice Hall.
[19] Kalling, T. (2003). Knowledge management and the occasional links with performance. Journal of Knowledge Management. 7(3),67-81. Retrieved August 6, 2007 from Emerald Insight database.
[20] Metters, R., King-Metters, K., Pullman, M., & Walton, S. (2006). Successful Service Operations Management. (2nd Ed.). Ohio: South- Western, Thomson Corporation.
[21] Nelson, R. R. & Winter, S. G. (1982). An Evolutionary Theory of Economic Change. Cambridge: Harvard University Press. in Darroch, J. (2003b). Developing a measure of knowledge management behaviors and practices. Journal of Knowledge Management. 7 (5). 41-54. Retrieved October 4, 2007 from Emerald Group Publishing Limited.
[22] O-Brien, J. A. & Marakas, G.M. (2007). Enterprise Information Systems. (13th Ed.). New York: McGraw-Hill International Edition.
[23] Pe├▒a, I. (2002). Knowledge networks as part of an integrated knowledge management approach. Journal of Knowledge Management, 6(5), 469 - 478. Retrieved August 6, 2007 from Emerald Insight database.
[24] Penrose, E. (1959). The theory of the Growth of the Firm. Oxford University Press: Oxford.
[25] Pohs, W. (2001). Practical Knowledge Management: The Lotus Discovery System. (1st Ed.). IBM Press. Double Oak.
[26] Quible, Z. K. (2001). Administrative Office Management: An Introduction. (7th Ed.). New Jersey: Prentice-Hall Inc.
[27] Raja Suzana, R.K. (2008a). Moderating effect of knowledge management practices in the relationship between corporate strategies and organizational performance. Proceeding at the Eighth International Conference on Knowledge, Culture, and Change Management Organization. Cambridge, United Kingdom. 5-8 August, 2008.
[28] Raja Suzana, R.K. (2008b). The commercialization of knowledge management practices to K-based development in Malaysia. Proceedings at the Knowledge Management International Conference and Exhibition, 2008. Universiti Utara Malaysia, Langkawi, Kedah, Malaysia. 10-12 July, 2008.
[29] Raja Suzana, R.K. Ong G.P. & Jegak, U. (2008). The effect of organizational learning, on job commitment, job satisfaction and work performance in Malaysia. Proceeding at the Eighth International Conference on Knowledge, Culture, and Change Management Organization. Cambridge, United Kingdom. 5-8 August, 2008.
[30] Raja Suzana, R.K. (2006). Knowledge management practices amongst MSC Status companies in Malaysia. Proceedings at the 6th International Journal of Business. 2006. Hawaii, USA.
[31] Raja Suzana, R.K. (2005). Strategic linking of knowledge management practices and human resource management practice among MSC status organizations: enhancing organization competitiveness. Proceedings at University Putra Malaysia, Putra World Trading Center, Kuala Lumpur, Malaysia. 7-9th July 2005.
[32] Raja Suzana, R.K. (2004). Knowledge management practices among MSC status organizations: a survey. Proceeding at the Fifth International Conference on Knowledge, Culture, and Change Management Organization. University of Aegen, Rhodes, Greece, 19- 22. July 2005.
[33] Reegan, P. M. (1994). Transform organizations using competency development. Journal of Compensation and Benefits. March-April, 25- 8.
[34] Sanchez, R. (2001). Knowledge management and organizational competence. Oxford University Press: Oxford.
[35] Schmidt, F. L., Hunter, J. E., & Outerbridge, A. N. (1986). The impact of job experience and ability on job knowledge work sample performance, and supervisory rating of performance. Journal of Applied Psychology 71, 432-39.
[36] Sekaran, U. (2006). Research methods for business: a skill-building approach. (4th Ed.), New York: John Wiley and Son, Inc.
[37] Turban, E., King, D., Viehland, D., & Lee, J. (2006). Electronic Commerce: A Managerial Perspective. New Jersey: Pearson International Edition.
[38] Venkatesh, V., Morris, M.G., Davis, G.B., & Davis, F.D. (2003). User acceptance of information technology: toward a unified view. MIS Quarterly 27(3). 425-478. Retrieved July 16, 2007 from Proquest Education Journal database.
[39] Webb, S.P. (1998). Knowledge Management: Linchpin of Change- Some Practical Guidelines. London: The Association for Information Management.
[40] Wiig, K.M. (2002). Knowledge management in public administration. Journal of Knowledge Management. 6(3). 224-239. Retrieved August 6, 2007 from Emerald Insight database.
[41] Williams, R.S. (1998). Performance management: Perspectives on Employee Performance. Essential Business Psychology. UK: Thomson Business Press Inc.