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The influence of top management support for ICTs on organisational performance through knowledge acquisition, transfer, and utilisation

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Abstract

This research analyses, first, whether top management support for information and communications technologies has positive consequences for knowledge management by analysing the specific influence of top management support for ICTs on each of the knowledge management processes (knowledge acquisition, transfer, and utilisation). Second, it analyses the influence of each knowledge management process on organisational performance. The theoretical model is tested using data collected from March to May 2010 from 201 CEOs in Spanish technology organisations. The results indicate that the stage-based disaggregation of the knowledge management process into knowledge acquisition, transfer, and utilisation, and the three-stage management process are the mediating mechanisms in the relationship between top management support for ICTs and organisational performance. CEOs should thus support the information and communication technologies necessary to improve all of the interrelated stages of knowledge management as a mechanism for achieving better organisational performance. Various strategic actions should be stimulated within the organisation to intensify the interrelation between these stages of acquisition, transfer, and utilisation of knowledge.

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Acknowledgments

We wish to acknowledge financial support from Excellence Research Projects P08-SEJ-04057 and P11-SEJ-7988 from the Andalusian Regional Government, and Projects ECO2009-09241 and ECO2012-31780 from the Spanish Ministry of Innovation.

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  1. Business Administration Department, Granada University, Campus de Cartuja s/n, 18071, Granada, Spain

    Encarnación García-Sánchez, Víctor Jesús García-Morales & María Teresa Bolívar-Ramos

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  1. Encarnación García-Sánchez
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  2. Víctor Jesús García-Morales
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  3. María Teresa Bolívar-Ramos
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Corresponding author

Correspondence to Encarnación García-Sánchez.

Appendix: Questionnaire items

Appendix: Questionnaire items

1.1 Top management support for ICTs

  1. 1.

    Top management cultivates information and communication technology project champions.

  2. 2.

    Top management ensures adequate funding of information and communication technology research and development.

  3. 3.

    Top management restructures work processes to leverage opportunities for information and communication technology in the organisation.

1.2 Knowledge acquisition

  1. 1.

    The organisation obtains and takes into account the knowledge about changes in the market place.

  2. 2.

    The organisation obtains and takes into account the knowledge provided by customers.

  3. 3.

    The organisation obtains and takes into account the valuable technical know-how that is useful for managing the firm.

  4. 4.

    The organisation actively observes and adopts best practices in our industry.

1.3 Knowledge transfer

Indicate the frequency with which the different kinds of knowledge, abilities, techniques, information, etc. are transferred or exchanged between work groups:

  1. 1.

    Current objectives, responsibilities, or activities of the group or section.

  2. 2.

    Specific requirements of projects or orders, such as prediction of scales, market studies, or customers’ needs.

  3. 3.

    Written procedures and practical knowledge needed to initiate them (interpretations, classifications of terms, adaptation to the situation…).

  4. 4.

    Practices that have proven superior in their application.

  5. 5.

    Clear recommendation and guidelines for improving performance of processes.

1.4 Knowledge utilisation

  1. 1.

    There are incentives and benefit policies for new ideas or suggestions for utilising existing knowledge.

  2. 2.

    There is a culture that encourages knowledge sharing.

  3. 3.

    The organisation encourages the utilisation and application of available knowledge that has been acquired and shared.

  4. 4.

    The organisation has mechanisms to ensure that the knowledge available that has been acquired and shared is used and applied.

1.5 Organisational performance

  1. 1.

    Organisational performance measured by return on assets (economic profitability or ROA).

  2. 2.

    Organisational performance measured by return on equity (financial profitability or ROE).

  3. 3.

    Organisational performance measured by return on sales (percentage of profits over billing volume).

  4. 4.

    Level of return on investments made by the firm.

  5. 5.

    Organisation’s market share in its main products/services and markets.

  6. 6.

    Growth of sales in its main products/services and markets.

1.6 Size

  1. 1.

    Number of employees.

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García-Sánchez, E., García-Morales, V.J. & Bolívar-Ramos, M.T. The influence of top management support for ICTs on organisational performance through knowledge acquisition, transfer, and utilisation. Rev Manag Sci 11, 19–51 (2017). https://doi.org/10.1007/s11846-015-0179-3

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  • DOI: https://doi.org/10.1007/s11846-015-0179-3

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