Knowledge Management Styles and Organizational Performance: An Empirical Study in a K-Space Framework

Maen Al-Hawari () and Helen Hasan ()
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Maen Al-Hawari: Department of Information Systems, University of Wollongong, Wollongong, Australia
Helen Hasan: Department of Information Systems, University of Wollongong, Wollongong, Australia

Journal of Information & Knowledge Management (JIKM), 2004, vol. 03, issue 04, 347-372

Abstract: This paper addresses the relationships between certain attributes of knowledge, knowledge management styles and organizational performance. From an extensive study of the literature, an innovative knowledge space (K-Space) model of organizational knowledge was developed as the first stage of the research. This led to the identification of four knowledge management styles and a framework that relates these styles to knowledge creation and improved organizational performance. A survey instrument was developed to measure the constructs contributing to the relationships in this framework and mailed to 338 organizations in different Australian industries. The results confirm that an organization can improve its performance through better management of its knowledge capabilities. Using a MANOVA analysis, the four knowledge management styles were found to be deployed in significantly different ways by organizations in different industry types. There is, however, in all organizations a particular benefit from deploying a balance of knowledge management styles which combine the human and technology perspectives. The findings of the study also demonstrate that the K-Space model provides a basis for a new way of conceptualising knowledge creation processes within organizations.

Keywords: Knowledge management styles; organizational performance; knowledge availability; knowledge codifiability; knowledge applicability; empirical study (search for similar items in EconPapers)
Date: 2004
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DOI: 10.1142/S0219649204000936

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