Knowledge management fit and its implications for business performance: A profile deviation analysis
Introduction
Nowadays, knowledge has become a critical asset and potential strategic resource for contemporary firms. Facing the advent of knowledge-based economy, it is important to know how to effectively manage and integrate various kinds of knowledge resources in order to survive and keep competitive advantages. In this vein, knowledge management (KM) is considered to be a pressing and important issue, as corporations must manage their knowledge bases and repositories effectively to gain long-term competitive advantage [1], [2]. More specifically, the implementation of KM projects compliant with various KM strategies can provide organizations with dynamic capabilities for improving knowledge quality and quantity, as well as for consolidating the value and practicability of knowledge [3].
Meanwhile, information technology or information systems (IT/IS) can be regarded as effective means to facilitate codifying knowledge and creating networks [4]. It involved management activities of IT resources for an organization [5]. Well-management of IT for helping KM activities is an important concern for executives. For example, “system” KM strategy requires IT tools that allow for explicit knowledge to be formalized and articulated in documents, and shared electronically through IT infrastructures such as intranets [6]. Therefore, firms should invest in an extensive IT system to codify knowledge. In contrast, “human” KM strategy draws upon interpersonal relationships to exchange and share tacit knowledge across organizations. Thus, a moderate investment in IT to connect experts in organizations is needed. The technologies may include an e-mail system, on-line discussion networks, videoconferencing, and other collaborative tools [7].
Furthermore, the strategic role of human resource management (HRM) focuses on designing and implementing of a set of internally consistent policies and practices that ensure a firm’s human capital (e.g., employees’ knowledge, skills, and abilities) to achieve business goals [8], [9]. In KM activities, development and deployment of human resources into various HRM strategies to fit with KM practices are critical concerns for managers [10], [11], [12], [13], [14]. For example, according to Hansen et al. [4], different KM strategies should reflect different drivers of their human resources. In “system” KM strategy, adequate HR policies consist of hiring persons who are well suited to reuse of knowledge and implementation of solutions, training people in groups and through computer-based distance learning, and rewarding people for using and contributing to document databases. Additionally, with the “human” KM strategy, suitable HR policies are hiring persons who like problem-solving and can tolerate ambiguity, training people via one-on-one mentoring, and rewarding people for directly sharing knowledge with others. Therefore, both system and human KM strategies highlight the importance of recruitment and selection of employees (HR flow), training and development employment security, teams and job redesign control (work systems), and reward systems.
The importance of IT/IS-business fit is also acknowledged [15], [16]. According to Lee et al. [17], fit theory is one of the top five frequently-used theory out of the 31 listed among the 993 studies in the MIS field. Researchers have come to realize that an absence of strategic alignment probably can cause organizations to be incapable of realizing sufficient value from their IT investments [15], [18]. Fit has been found not only to make a great contribution to potential capabilities of an organization’s IT infrastructure; it also exerts a significant direct positive effect on organizational performance [19], [20]. Conversely, misalignment in organizations results in redundancy and inefficiency in IT functions, and in an increase in costs and delays [21]. More seriously, it can be one of the critical reasons that an organization’s performance declines [22], [23].
Investigations regarding to integration of various strategies in KM related research is not sufficient. Furthermore, to analyze and design of the organization as a whole is critical to achieve organizational performance [24]. In the practical terms, basic alignment mechanism is “strategy”, and it is though that a fit between strategy and organization is the key driven to effectiveness at realizing intended strategies [25]. Therefore, drawing on the concept of fit, this research aims to examine the fit effect among KM strategy, ITM strategy, and HRM strategy on business performance. The authors posit that business performance, including growth and profitability, will be influenced by fit among these strategies.
The general purposes of this study are to contribute to the academia and practice relating to knowledge management fit by pursuing several specific objectives. First, it intends to provide further insights into performance implications within the broad conceptualization of fit among KM strategy, ITM strategy, and HRM strategy. Second, it examines KM fit by using the fit as profile deviation to test for fit among KM strategy, ITM strategy, and HRM strategy. Finally, the authors are devoted to shedding a new light on KM–ITM–HRM fit research to reflect the simultaneous and holistic patterns of interlinkages between KM strategy and other strategies that influence KM activities.
Section snippets
The concept of fit
The concept of fit is a key issue in structural contingency theory [26] and is well known and discussed in managerial behavior and organizational analysis [27], [28]. Its underlying meaning is that organizational performance is a consequence of fit between two or more factors; such as, fit among organization environment, strategy, structure, system, style, and culture [29]. According to Van de Ven and Drazin [29], fit has three approaches: selection, interaction, and systems approaches; whereas
Research methodology
The components for research methodology and hypothesis testing including measurement development, data collection procedure, assessment of construct validity and reliability, and hypothesis testing. The integrated process is shown as Fig. 1.
Sample characteristics
The characteristics of the samples are described as follows. Largest number of respondents is from manufacturing industry, representing 57.1% of the responding companies. Most of companies have 100–499 employees (37.9%). Approximately 60.2% of the respondents have experiences more than 6 years.
Hypothesis testing
To test the evidence that strategic alignment relationships bring into existence among these three strategies, a holistic perspective, namely the profile deviation approach is used. This approach views
Discussion and conclusion
In conclusion, results of this study corroborated the utility of “ideal profile” methodology in KM. Development of an ideal profile showed what strategy research calls the “holistic” approach to test fit. In summary, the holistic perspective, using the approach of fit as profile deviation, definitely recognized the pattern of strategic alignment has a positive impact upon business performance. Specifically, the result showed that the firms which are good at aligning ITM strategy and HRM
Implications for researchers
Integrated investigations into various strategies used within organizations remain limited. Furthermore, using a holistic perspective in organization design is important for a business to achieve maximal benefit. A successful KM project must take various attributes into account, to ensure a positive outcome. In such a context, organization, process, human resources, and IT are thought to be the key elements and enablers for best KM practices [68]. Thus, cogitating and integrating various
Limitations and future directions
This research represents a careful and systemic effort to incorporate elements from distinct theory, examining the impact of a KM fit model on business performance within the context of Taiwan’s top companies and testing the framework using an empirical study. However, it is not without limitations. First, this study measured ITM strategy and HRM strategy with their original variables, since other related research used median values to break samples into two groups (e.g., ‘buy-bureaucratic’ and
Acknowledgments
The authors would like to thank the National Science Council (NSC), Taiwan (R.O.C.) under Contract No. NSC 98-2410-H-214-004 and the I-Shou University, Taiwan (R.O.C.) under Contract No. ISU 98-S-07 for their financial support.
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