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Knowledge management and organizatio...

Arukhe, James O.

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Knowledge management and organizational transformation: A quantitative study.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Knowledge management and organizational transformation: A quantitative study./
Author:	Arukhe, James O.
Description:	184 p.
Notes:	Source: Dissertation Abstracts International, Volume: 76-04(E), Section: A.
Contained By:	Dissertation Abstracts International76-04A(E).
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3647286
ISBN:	9781321376838

Knowledge management and organizational transformation: A quantitative study.
Arukhe, James O.

Knowledge management and organizational transformation: A quantitative study. - 184 p.

Source: Dissertation Abstracts International, Volume: 76-04(E), Section: A.

Thesis (D.M.)--University of Phoenix, 2014.

In 1999, Peter Drucker predicted knowledge management (KM) as the most crucial requirement to reap sustainable social and economic gains in the 21st century. Some company leaders realized the need to embark on KM efforts to transform companies and emphasize better strategic prospects. Difficulty in measuring the influence of KM activities on organizational transformation seems to constrain leaders' capacity to determine what KM efforts to apply for achieving organizational transformation. The purpose of this correlational, multiple regression study was to investigate the influence of the KM dimensions of knowledge creation, absorption, propagation, and application on organizational transformation in a global energy company in Saudi Arabia. The study involved data collection from 397 respondents across different units in the company. Research questions and hypotheses were tested with the Pearson r and multiple linear regressions. Data were screened for normality with skewness and kurtosis statistics. Reliability and regression coefficients, correlation matrix, and variance inflation factors were determined to establish the influences of KM activities on organizational transformation. All KM dimensions related strongly with organizational transformation. Three dimensions of KM (knowledge creation, knowledge absorption, and knowledge application) influenced organizational transformation significantly. Knowledge propagation did not contribute significantly to the regression model, but was significant when testing the bivariate correlation between knowledge propagation and organizational transformation. By combining various KM components, KM use was determined to improve organizational performance; therefore, leaders should embrace KM activities to enhance successful organizational transformation.

ISBN: 9781321376838Subjects--Topical Terms:

626628
Business Administration, Management.

Knowledge management and organizational transformation: A quantitative study.
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245 1 0 $a Knowledge management and organizational transformation: A quantitative study.
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500 $a Source: Dissertation Abstracts International, Volume: 76-04(E), Section: A.
502 $a Thesis (D.M.)--University of Phoenix, 2014.
520 $a In 1999, Peter Drucker predicted knowledge management (KM) as the most crucial requirement to reap sustainable social and economic gains in the 21st century. Some company leaders realized the need to embark on KM efforts to transform companies and emphasize better strategic prospects. Difficulty in measuring the influence of KM activities on organizational transformation seems to constrain leaders' capacity to determine what KM efforts to apply for achieving organizational transformation. The purpose of this correlational, multiple regression study was to investigate the influence of the KM dimensions of knowledge creation, absorption, propagation, and application on organizational transformation in a global energy company in Saudi Arabia. The study involved data collection from 397 respondents across different units in the company. Research questions and hypotheses were tested with the Pearson r and multiple linear regressions. Data were screened for normality with skewness and kurtosis statistics. Reliability and regression coefficients, correlation matrix, and variance inflation factors were determined to establish the influences of KM activities on organizational transformation. All KM dimensions related strongly with organizational transformation. Three dimensions of KM (knowledge creation, knowledge absorption, and knowledge application) influenced organizational transformation significantly. Knowledge propagation did not contribute significantly to the regression model, but was significant when testing the bivariate correlation between knowledge propagation and organizational transformation. By combining various KM components, KM use was determined to improve organizational performance; therefore, leaders should embrace KM activities to enhance successful organizational transformation.
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773 0 $t Dissertation Abstracts International $g 76-04A(E).
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3647286