complicacy, variety and ever-increasing changes, assumed as outstandingly evident organizational environment features, impose a situation where inconsiderate attitude or carelessness could end in loss of competitiveness or even survival among rivals. today, organizations have come to the point that nothing, but knowledge and innovation could make them desirably successful in a competitive world...

every firm learns through firm specific methods. this learning process is operationalized by firm’s knowledge management practices. therefore, knowledge to result in successful learning should be assisted by a combinative framework which can enhance a firms’ absorptive capability. this in turn will play a decisive role for achieving competitive advantage. current literature in strategic managem...

abstract. the main purpose of this paper is investigation and identification the concept of dynamic capabilities and clarifying the relationship between these capabilities with the knowledge management process capabilities. as expected, the results showed a positive relationship between these two concepts. this paper includes three main sections. in first section, we identify the concept of pro...

This paper presents a Knowledge Management Capability framework based upon an empirical case study conducted at a CMM Level 5 software project organisation. The paper discusses the development of the organisation’s knowledge management (KM) initiative from its initial state, to an organisational state where the KM practices are institutionalised and embedded within the daily activities and work...

This paper reviews, compares, and integrates existing Knowledge Management Maturity Models (KMMM) to propose a General KMMM (G-KMMM), which focuses on assessing the maturity of people, process and technology aspects of KM development in organizations. An accompanying assessment tool is also developed to facilitate practical application. The utility of G-KMMM is explored in a case study of a lar...

It is widely accepted that effective KM requires both infrastructural and process capabilities. However, very little research has been conducted to understand how either kind of capabilities are developed. In this paper, we focus on KM process capabilities, identify and empirically examine the important factors in that influence the development of KM process capabilities. Particularly, relying ...

Prior studies suggest that certain issues, principles and policies are related to the successful institutionalisation of Knowledge Management (KM). This article examines the role these three factors play in the establishment of KM and report on an empirical study conducted in 86 South African based

This study examined the effects of the organizational climate maturity on knowledge-management performance, measured in terms of knowledge quality and knowledge-sharing level. Reward, top management support, and IT service quality were investigated as the managerial drivers to positively influence such climate maturity. The hypothesized relationships were tested by the partial least square anal...