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How Knowledge Management Influences Performance?: Evidences from Indian Manufacturing and Services Firms

How Knowledge Management Influences Performance?: Evidences from Indian Manufacturing and Services Firms

Himanshu Joshi, Deepak Chawla
Copyright: © 2019 |Volume: 15 |Issue: 4 |Pages: 22
ISSN: 1548-0666|EISSN: 1548-0658|EISBN13: 9781522564133|DOI: 10.4018/IJKM.2019100104
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MLA

Joshi, Himanshu, and Deepak Chawla. "How Knowledge Management Influences Performance?: Evidences from Indian Manufacturing and Services Firms." IJKM vol.15, no.4 2019: pp.56-77. http://doi.org/10.4018/IJKM.2019100104

APA

Joshi, H. & Chawla, D. (2019). How Knowledge Management Influences Performance?: Evidences from Indian Manufacturing and Services Firms. International Journal of Knowledge Management (IJKM), 15(4), 56-77. http://doi.org/10.4018/IJKM.2019100104

Chicago

Joshi, Himanshu, and Deepak Chawla. "How Knowledge Management Influences Performance?: Evidences from Indian Manufacturing and Services Firms," International Journal of Knowledge Management (IJKM) 15, no.4: 56-77. http://doi.org/10.4018/IJKM.2019100104

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Abstract

Prior research studies on knowledge management (KM) offer inconsistent support that it enhances firm performance. A majority of them discuss KM without incorporating the valuation of KM efforts. This article proposes a conceptual model comprised of six KM and two performance constructs. Performance is classified as financial and non-financial. Survey data from 313 Indian respondents is used to examine the influence of KM on firm performance. The results show that there is a strong, positive and significant link between the six KM constructs and organizational performance. Further, it is found that the influence of KM constructs on financial performance is indirect, that is, their influence is accomplished through the mediating variable organizational performance. The study provides evidence, firstly, through identifying important KM constructs and secondly by examining its influence on performance. It contributes to managerial practice by proposing an empirically validated KM model, which can guide KM practitioners in developing capabilities for enhancing organizational performance.

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