Organizational Characteristics, Knowledge Management Strategy, E nablers, and Process Capability: Knowledge Management Performance in U.S. Software Companies Dissertation Defense Hsin-Jung Hsieh Hsin-Jung Hsieh Knowledge is power . (Francis Bacon , British philosopher)
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Organizational Characteristics, Knowledge Management Strategy, Enablers, and Process Capability: Knowledge Management Performance in U.S. Software Companies.
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Organizational Characteristics, Knowledge Management Strategy, Enablers, and Process Capability: Knowledge Management Performance in U.S. Software Companies
Knowledge is power . (Francis Bacon , British philosopher)
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BACKGROUND TO THE PROBELMBACKGROUND TO THE PROBELM
Most empirical research only examined the relationships separately.
A majority of studies were based on only a few cases or used small sample sizes.
No studies were found that investigated the relationship among organizational characteristics, KM strategy, enablers, process capability, and performance.
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PURPOSE OF THE STUDYPURPOSE OF THE STUDY
Describe U.S. software company in terms of knowledge management critical factors.
Explore the relationships among knowledge management critical factors.
Investigate the effects of the degree of balance between human and system orientation strategies on knowledge management performance.
Examine the mediating impact of knowledge management process capability
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DEFINITION OF KEY TERMS IDEFINITION OF KEY TERMS I
Type of firm, annual sales in dollars, number of employees, and product life cycle
Software CompanySoftware Company
Software publishers, computer system designers, and internet service providers
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JUSTIFICATIONJUSTIFICATION
SignificanceSignificance KM has strategic significance for the sustainable competitive position of a firm.
The study will contribute to organizational practice through its findings.
FeasibilityFeasibility The participant are available and the survey can be conducted online.
ResearchablilityResearchablility The study investigates important scientific questions and all variables can be measured.
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DELIMITATIONS AND SCOPEDELIMITATIONS AND SCOPE
The geographic area is limited to the continental United States.
The participants are executives in U.S software companies.
The participants are able to read, write, and speak English, and are at least 18 years of age.
The participants are employed at their companies for the past six months.
LITERATURE GAPS, THEORETICAL FRLITERATURE GAPS, THEORETICAL FRAMEWORK, AND HYPOTHESESAMEWORK, AND HYPOTHESES
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RESEARCH DESIGN & POUPLATIONRESEARCH DESIGN & POUPLATION
Research DesignResearch Design
Non-experimental, quantitative, correlational, causal-comparative, and online research design
Target PopulationTarget Population
39,769 executives in U.S software companies.
Accessible PopulationAccessible Population
Lead411 lists approximately 17,811 software company executives.
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SAMPLING PLANSAMPLING PLAN
Sample SizeSample Size The minimum sample size > 186Simple Random SamplingSimple Random Sampling A sample of 6,000 executives was randomly created from the list of 17,811 executives.
The researcher sent out 6,000 invitation e-mails.Response RateResponse Rate 258 responses were received (4.3 % response rate). 212 valid responses.
INSTRUMENTATIONINSTRUMENTATION
Instruments No. of Items Type of Scale Source
Filter Questions 3 Yes / No
Organizational Characteristics
4Checklist
Fill-in-the blankPark (2006)
KM Strategy 8
5-point semantic differential scale
Choi (2002)
KM Enablers 27 Lee (2003)
KM Process Capability
26 Park (2006)
KM Performance 5Choi (2002)
Al-Hawari (2004)
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ProceduresProcedures
Obtained permission to use scales. Created an online survey. Received approval from the IRB. Selected a sample of 6,000 participants who
received e-mail (Bcc feature and plain text format) invitations created by the researcher.
Collected data for one month. Analyzed data which was stored on a password
protected computer.
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METHODS OF DATA ANALYSIS IMETHODS OF DATA ANALYSIS I
Validity and ReliabilityValidity and Reliability Internal Consistency Reliability - Internal Consistency Reliability - Coefficient AlphaCoefficient Alpha Construct Validity – Construct Validity – Exploratory Factor AnalysisExploratory Factor Analysis Convergent Validity – Convergent Validity – Pearson r correlation coefficiPearson r correlation coeffici
entent Concurrent Validity – Concurrent Validity – ANOVA and Post Hoc compaANOVA and Post Hoc compa
risonsrisons
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METHODS OF DATA ANALYSIS IIMETHODS OF DATA ANALYSIS II
System and human orientation strategies are significant positive explanatory variables of knowledge management process capability, enablers, and performance.
Technology and organizational culture dimensions are significant positive explanatory variables of knowledge management process capability and knowledge management performance. Decentralization may inversely affect knowledge management performance.
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Conclusions Conclusions (Continued)(Continued)
Annual sales in dollars was a significant positive explanatory variable of knowledge management strategy and knowledge management process capability.
Knowledge management process capability is a mediator between knowledge management strategy and organizational characteristics, and knowledge management performance.
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Conclusions Conclusions (Continued)(Continued)
Companies with a balance in a high degree of human orientation coupled with a high degree of system orientation, had a positive significant relationship with knowledge management performance.
The six-dimension and 26-indicator knowledge management process capability scale and the four-dimension and 25-indicator knowledge management enablers scales were more appropriate than the original scales used in past research.
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LimitationsLimitations
This study has several limitations: This study was limited to measuring attitudes of
respondents. This study was a one-time survey. The design of the study was non-experimental which
threatens internal validity. The very low response rate and a self-selected final
data-producing sample poses threats to external validity.
(continued)
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Limitations Limitations (Continued)(Continued)
The study was based on the findings obtained using multiple regression analyses.
The questionnaire contained too many items compared to prior studies… and may have affected the accuracy of responses.
This study adopted the breakdown of the AEA to classify the software companies.
The findings may only be generalized to similar U.S high-tech industries.
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RECOMMENDATONS FOR FUTURE STUDYRECOMMENDATONS FOR FUTURE STUDY
Future research should include financial performance data.
Future research should try to access a single organization in a longitudinal case study.
The study should be replicated in different industries and countries.
Future research should select middle managers, knowledge workers, or specific departments as their samples.
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RECOMMENDATONS FOR FUTURE STUDYRECOMMENDATONS FOR FUTURE STUDY (Continued)(Continued)
Future studies should add other variables into the knowledge management model.
Future studies should add socio-demographic characteristics of participants.