Exploring Effective Knowledge Management Strategies for Achieving Organizational Success

Authors

  • Olasinbo Abiola Faculty of Management Sciences, Delta State University, Nigeria

DOI:

https://doi.org/10.55885/jmap.v3i1.227

Keywords:

Efective Knowledge Management, Organizational Success

Abstract

Successful knowledge management methods are the focus of this research. This research analyzes the efficacy of various knowledge management strategies and the variables that affect their success. The results show that knowledge management practices succeed when they have strong leadership backing, employee buy-in, an attitude of sharing information, a solid technological foundation, and an open and collaborative organizational culture. The research shows that better employee engagement, productivity, innovation, customer satisfaction, and financial outcomes can be achieved by fostering a culture of knowledge sharing, ensuring the backing of leadership, promoting employee participation, and capitalizing on technological infrastructure. Organizations that want to succeed in the long run should look to this research for guidance on how to enhance their knowledge management practices.

References

Abadía, B. D., Boelens, R., & du Pré, L. (2019). Mobilizing water actors and bodies of knowledge. The multi-scalar movement against the Río Grande Dam in Málaga, Spain. Water (Switzerland), 11(3). https://doi.org/10.3390/w11030410

Abbas, J., Hussain, I., Hussain, S., Akram, S., Shaheen, I., & Niu, B. (2019). The impact of knowledge sharing and innovation on sustainable performance in Islamic banks: A mediation analysis through a SEM approach. Sustainability (Switzerland), 11(15). https://doi.org/10.3390/su11154049

Ahmad, S., Miskon, S., Alabdan, R., & Tlili, I. (2020). Towards sustainable textile and apparel industry: Exploring the role of business intelligence systems in the era of industry 4.0. Sustainability (Switzerland), 12(7). https://doi.org/10.3390/su12072632

Albrecht, S. L., Green, C. R., & Marty, A. (2021). Meaningful work, job resources, and employee engagement. Sustainability (Switzerland), 13(7). https://doi.org/10.3390/su13074045

Alvarenga, A., Matos, F., Godina, R., & Matias, J. C. O. (2020). Digital transformation and knowledge management in the public sector. Sustainability (Switzerland), 12(14). https://doi.org/10.3390/su12145824

Davidavičiene, V., Al Majzoub, K., & Meidute-Kavaliauskiene, I. (2020a). Factors affecting knowledge sharing in virtual teams. Sustainability (Switzerland), 12(17). https://doi.org/10.3390/SU12176917

Davidavičiene, V., Al Majzoub, K., & Meidute-Kavaliauskiene, I. (2020b). Factors affecting knowledge sharing in virtual teams. Sustainability (Switzerland), 12(17). https://doi.org/10.3390/SU12176917

Fàbregues, S., Hong, Q. N., Escalante-Barrios, E. L., Guetterman, T. C., Meneses, J., & Fetters, M. D. (2020). A methodological review of mixed methods research in palliative and end-of-life care (2014–2019). In International Journal of Environmental Research and Public Health 17(11), pp. 1–16). MDPI AG. https://doi.org/10.3390/ijerph17113853

Fu, Q., Cherian, J., Ahmad, N., Scholz, M., Samad, S., & Comite, U. (2022). An Inclusive Leadership Framework to Foster Employee Creativity in the Healthcare Sector: The Role of Psychological Safety and Polychronicity. International Journal of Environmental Research and Public Health, 19(8). https://doi.org/10.3390/ijerph19084519

Kordab, M., Raudeliūnienė, J., & Meidutė-Kavaliauskienė, I. (2020). Mediating role of knowledge management in the relationship between organizational learning and sustainable organizational performance. Sustainability (Switzerland), 12(23), 1–20. https://doi.org/10.3390/su122310061.

Michna, A., & Kmieciak, R. (2020). Open-mindedness culture, knowledge-sharing, financial performance, and industry 4.0 in smes. Sustainability (Switzerland), 12(21), 1–17. https://doi.org/10.3390/su12219041

Pokrovskaia, N. N., Leontyeva, V. L., Ababkova, M. Y., Cappelli, L., & D’ascenzo, F. (2021). Digital communication tools and knowledge creation processes for enriched intellectual outcome—experience of short-term E-learning courses during pandemic. Future Internet, 13(2), 1–22. https://doi.org/10.3390/fi13020043

Rasool, S. F., Wang, M., Tang, M., Saeed, A., & Iqbal, J. (2021). How toxic workplace environment effects the employee engagement: The mediating role of organizational support and employee wellbeing. International Journal of Environmental Research and Public Health, 18(5), 1–17. https://doi.org/10.3390/ijerph18052294

Sulistiawan, J., Moslehpour, M., Diana, F., & Lin, P. K. (2022). Why and When Do Employees Hide Their Knowledge?. Behavioral Sciences, 12(2). https://doi.org/10.3390/bs12020056

Urdea, A.-M., & Constantin, C. P. (2021). Experts’ Perspective on the Development of Experiential Marketing Strategy: Implementation Steps, Benefits, and Challenges. Journal of Risk and Financial Management, 14(10), 502. https://doi.org/10.3390/jrfm14100502

Zhang, X., Xu, Y., & Ma, L. (2022). Research on Successful Factors and Influencing Mechanism of the Digital Transformation in SMEs. Sustainability (Switzerland), 14(5). https://doi.org/10.3390/su14052549.

Downloads

Published

2023-05-03

How to Cite

Abiola, O. (2023). Exploring Effective Knowledge Management Strategies for Achieving Organizational Success . Journal of Management and Administration Provision , 3(1), 1-6. https://doi.org/10.55885/jmap.v3i1.227