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How knowledge management is affected by organizational structure

How knowledge management is affected by organizational structure Purpose – Identifying the impact of organizational structure on knowledge management (KM) is the aim of this study, as well as recognizing the importance of each variable indicator in creating, sharing and utility of knowledge. Design/methodology/approach – For understanding relationships between the main variables (organizational structure‐KM), the authors used statistical analysis and a structural model. A questionnaire was designed based on a literature review. The correlation between variables was examined, then the effects of independent variables on dependent variable were recognized, and finally a structural equation approach was used to perform path analysis, and to examine the effect of exogenous variables on endogenous variables. Findings – The results suggest that organizational structure is positively related to knowledge management. The findings extend theoretical implications for organizational factor effects on knowledge management. In general, if the characteristics of organizational structure were less centralized, less formalized, more complicated and more integrated, the levels of KM would be enhanced. Research limitations/implications – A couple of limitations of this study should be noted. The first limitation is the sample size used. There was also inadequate access to scientific research and up to date papers. Originality/value – The paper presents a clear relationship between organizational structure and knowledge management. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

How knowledge management is affected by organizational structure

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References (34)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696471211266974
Publisher site
See Article on Publisher Site

Abstract

Purpose – Identifying the impact of organizational structure on knowledge management (KM) is the aim of this study, as well as recognizing the importance of each variable indicator in creating, sharing and utility of knowledge. Design/methodology/approach – For understanding relationships between the main variables (organizational structure‐KM), the authors used statistical analysis and a structural model. A questionnaire was designed based on a literature review. The correlation between variables was examined, then the effects of independent variables on dependent variable were recognized, and finally a structural equation approach was used to perform path analysis, and to examine the effect of exogenous variables on endogenous variables. Findings – The results suggest that organizational structure is positively related to knowledge management. The findings extend theoretical implications for organizational factor effects on knowledge management. In general, if the characteristics of organizational structure were less centralized, less formalized, more complicated and more integrated, the levels of KM would be enhanced. Research limitations/implications – A couple of limitations of this study should be noted. The first limitation is the sample size used. There was also inadequate access to scientific research and up to date papers. Originality/value – The paper presents a clear relationship between organizational structure and knowledge management.

Journal

The Learning Organization – Emerald Publishing

Published: Sep 14, 2012

Keywords: Knowledge management; Organizational structures; Knowledge creation; Organizations

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