An integrated view of knowledge
management for performance
Sangjae Lee, Byung Gon Kim and Hoyal Kim
Abstract
Purpose – This study aims to analyze the relationship between KM infrastructures, knowledge
process capabilities, creative organizational learning, and organizational performance. The primary
research focus is on the relationships between the KM infrastructure, which includes cultural,
structural, management, and technology related factors, and the knowledge process capability by
elaborating on the significance of knowledge processes as the determinants of organizational
performance.
Design/methodology/approach – The unit of analysis is a company that has adopted a KMS. A mail
survey was used to collect the data and an internet-based survey was also used to provide more
convenience in the response. The response sample included 120 responses. The structural relations
among variables were tested using the partial least squares (PLS) method.
Findings – The results of this study indicate that collaboration, learning culture, top management
support, and IT support affect the knowledge process capabilities. Knowledge process capabilities and
creative organizational learning in turn mediate the relationship between KM infrastructure and
organizational performance, which demonstrate the relevance of KM infrastructure for organizational
performance.
Originality/value – Previous studies on KM have been fragmented in that they have explained some
aspects of KM performance but have not provided a holistic view of a KM performance framework.
Using a holistic view of the KM performance framework, this study has provided insights to KM for
researchers because it explains the integrated aspects of KM performance by examining the
relationships between the KM infrastructure, knowledge process capabilities, and organizational
outcomes.
Keywords Knowledge management, KM infrastructure, Knowledge process capability,
Creative organizational learning, Organizational performance, Critical success factors
Paper type Research paper
1. Introduction
A key to understanding the successes and failures of knowledge management (KM)
within organizations is the identification of ‘‘capabilities’’ or ‘‘resources’’ that allow firms to
recognize, create, transform, and distribute knowledge. KM infrastructure can be defined
as the technical, structural, and cultural factors that enable the maximization of social
capital for KM (Gold et al., 2001). The technological dimension is concerned with the
technology-enabled ties that exist within the firm. The structural and cultural dimensions
represent the presence of norm and trust mechanisms, and collaborative learning
atmospheres. The key to understanding the successes and failures of KM initiatives is the
evaluation of the KM infrastructure that allows the firm to recognize, create, transform,
and distribute knowledge. Many researchers have emphasized the importance of
knowledge infrastructure and processes for KM (Cha et al., 2008; Choo et al., 2007; Lee
and Steen, 2010; Tanriverdi, 2005). Previous studies on KM have been fragmented in that
they have explained some aspects of KM performance but have not provided a holistic
view of a KM performance framework. Most studies have investigated the relationships of
DOI 10.1108/13673271211218807 VOL. 16 NO. 2 2012, pp. 183-203, Q Emerald Group Publishing Limited, ISSN 1367-3270
j
JOURNAL OF KNOWLEDGE MANAGEMENT
j
PAGE 183
Sangjae Lee is a Professor
in the Department of
E-business, College of
Business Administration,
Sejong University, Seoul,
South Korea.
Byung Gon Kim is an
Associate Professor of
Business Administration in
the Department of Digital
Business Administration,
Namseoul University,
Chon-An, South Korea.
Hoyal Kim is based at
Korea Information System
Consulting and Audit,
Seoul, South Korea.
Received January 2011
Revised May 2011
Accepted May 2011
Funding for this paper was
provided by Namseoul
University.