The effect of knowledge management maturity on managerial flexibility: an empirical study in telecommunications companies in Jordan

Abeer Hmoud Al-Faouri, Raghda Hmoud Al-Faouri, Elham Hmoud Al-Faouri and Manar Ibrahim Al-Qatawneh

International Journal of Knowledge and Learning, 2020, vol. 13, issue 3, 214-232

Abstract: While existing literature has generally concentrated on knowledge management maturity (KMM) and managerial flexibility, less focus has been dedicated to the effect of the former on the latter. Consequently, this study suggested a model of the effects of KMM dimensions: people, process, and technology on managerial flexibility dimensions: structural flexibility, and strategic flexibility. The responses of 168 employees working in mobile communications companies in Jordan engaged in managerial and specialised knowledge work were analysed to test the proposed research hypotheses. The results revealed that only people maturity, and process maturity have significant effects on the structural flexibility; whereas all the independent variables: people maturity, process maturity, and technology maturity have significant effects on the strategic flexibility. In the light of the results reached some practical implications for the explored organisations and proposed future studies have been recommended.

Keywords: knowledge management maturity; KMM; people maturity; process maturity; technology maturity; managerial flexibility; structural flexibility; strategic flexibility; Jordan. (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijklea:v:13:y:2020:i:3:p:214-232

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