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Supporting Business Managers with Knowledge Management

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Advances in Knowledge Management

Part of the book series: Knowledge Management and Organizational Learning ((IAKM,volume 1))

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Abstract

A contingency perspective of knowledge management recognises the need for an alignment of knowledge management initiatives (KMI) with decision making contexts which they support. In order to determine the right KMI-context fit, an empirical study was carried out to investigate the impact of two different types of KMI (technical and social) on business managers’ KMI adoption behavior and decision performance in different decision contexts (simple and complex). The results provide partial support for the contingency view. As expected, the study identified social KMI as the best fit for complex contexts, based on subjects’ superior performance from comparable adoption of both KMI. In contrast, the study identified that both KMI were an equally good fit for simple contexts, based on similar levels of subjects’ performance, but social KMI was preferred in terms of adoption. These findings contribute much needed empirical evidence for research and provide useful guidance for practice. Future investigation is recommended in order to address current limitations and extend research to other open questions in the field of KM.

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Author information

Authors and Affiliations

  1. International Trade and Logistics Department, College of Applied Sciences, Pamukkale University, Denizli, Turkey

    Kursad Ozlen

  2. International Trade and Logistics Department, College of Applied Sciences, International Burch University, Sarajevo, Bosnia and Herzegovina

    Nermina Durmic

Authors
  1. Kursad Ozlen
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  2. Nermina Durmic
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Corresponding author

Correspondence to Kursad Ozlen .

Editor information

Editors and Affiliations

  1. Dept. of Management and Engineering, University of Padua, Vincenza, Italy

    Ettore Bolisani

  2. International Burch University, Sarajevo, Bosnia-Herzegovina, and Suleyman Sah University, Istanbul, Turkey

    Meliha Handzic

Appendix: List of Research Variables and Measures

Appendix: List of Research Variables and Measures

Decision context

Decision task

 Most decision problems that I solve are complicated/complex

 In my organisation, I encounter a lot of problems with uncertain/changing causal links

 In my organisation, many of my decision tasks are rather ambiguous/unclear

 My decision problems are often novel/unfamiliar/unknown to me

Decision environment

 I have limited time & money to spend on making my decisions

 My decisions have significant personal & organisational consequences

 I am solely accountable for all my decisions

 Most of my decisions are irreversible and can not be easily corrected

Decision maker

 I have the necessary knowledge and skills to perform my decision tasks

 I am able to solve decision problems that I encounter

 My motivation to do well is high

 I learn quickly from experience

KMI approach

Technical KMI

 In my organisation, KMI has sophisticated business intelligence components

 My organisation’s KMI incorporates intelligent business analytics tools

 KMI in my organisation comprises excellent systems for communication & collaboration

 In my organisation, KMI includes advanced e-learning and creativity support features

Social KMI

 Leadership of my organisation is visionary

 My organisation is organised as a network structure/form

 In my organisation, there is knowledge-friendly culture

 My organisation has developed a knowledge measurement system

KMI adoption

I use/rely on KMI to

 Access captured internal/external knowledge and gather intelligence

 Uncover and interpret hidden patterns in data and extract new knowledge

 Exchange ideas and share knowledge with my colleagues and experts

 Close gaps in my own knowledge and look for new innovative ideas

Decision performance

Due to my use/reliance on KMI

 I am more confident in the quality of my decisions

 I am more satisfied with the process/outcome of my decision making

 My efficiency/effectiveness of decision making has improved

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Ozlen, K., Durmic, N. (2015). Supporting Business Managers with Knowledge Management. In: Bolisani, E., Handzic, M. (eds) Advances in Knowledge Management. Knowledge Management and Organizational Learning, vol 1. Springer, Cham. https://doi.org/10.1007/978-3-319-09501-1_5

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