Electronic Journal of Knowledge Management

Navigating Knowledge in the Hybrid Era: Critical Success Factors for Managing Knowledge in Commercial and Industrial Hybrid Workplaces

2025-02-15T17:35:59+00:00

Hybrid work (HW) environments are increasingly prevalent, necessitating effective knowledge management practices (KMPs) to ensure organizational success. This study aims to evaluate the critical success factors (CSFs) of KMPs in hybrid workplaces, emphasizing the integration of quality management systems and structured knowledge management frameworks to enhance industry relevance. The research was conducted in two successive steps. First, the literature review was conducted to derive the CSFs of KMPs. As little literature was found regarding CSFs of KMPs in HW, CSFs of KMPs in traditional office-centric work were also considered. Second, a semi-structured interview was conducted to evaluate these CSFs in HW. The participants were from five global organizations across various industry sectors that adopt hybrid work and practice extensive knowledge management (KM). The study shows that CSFs for effective KM in HW are: well-designed processes and policies, comprehensive training and development systems, strategic use of technology, strong leadership support, a culture of cooperation and participation, seamless integration of KM into daily workflows, adaptability to organizational changes, and continues evaluation through feedback mechanisms. These factors collectively enable organizations to manage knowledge effectively, enhancing overall performance and adaptability in hybrid work environments. This study focused on the unique context of hybrid workplaces, a relatively new and evolving work model, and exploring the critical success factors for effective knowledge management within this setting. By examining diverse industries and utilizing in-depth case studies, this research provides practical insights into how organizations can successfully implement knowledge management practices in hybrid settings, thereby contributing to the broader discourse on quality systems and structured KM frameworks.

Utilising Manager’s Competency, Employee’s Awareness and Motivation for Promoting Cybersecurity Protective Behaviour

2025-03-08T20:05:29+00:00

Technological developments have seen a rapid evolution in the last decade. The complexity and cyber-attacks increase within the advancement of technology and artificial intelligence, this creates pressures for corporations to adopt the necessary methods to ensure they function in a safe environment. This study attempts to assess the role of managers’ informational security intelligence (MISI) along with procedural information security countermeasure awareness (PCM) and cybersecurity protection motivation in promoting cybersecurity protective behaviour among employees in the public sector within the context of UAE. The study employs quantitative cross-sectional design with primary data collected from 520 employees in nine listed organisations in the public sector of Abu Dhabi, UAE. The data is analysed using Partial Least Square Structural Equation Modelling (PLS-SEM). The findings indicated that perceived threat susceptibility, self-efficacy, information security problem-solving, and social competence significantly affect cybersecurity protective behaviour. Additionally, MISI positively influences PCM, which in turn affects cybersecurity protection motivation. Finally, attitude moderates the relationship between self-efficacy and cybersecurity protective behaviour. The study extended the protection motivation theory by investigating the capabilities and competences of managers related to information security in addition to adding the attitude as a moderating variable. The findings offer valuable insights for policy makers in the aspect of ensuring the implementation of cyber security national strategies; for managers in organisations in the aspect of promoting awareness and capabilities among themselves and among their employees through educational and training programs to enhance their cybersecurity practices and mitigate risks.

Investigating Knowledge Transfer Practices: Insights from Software Development Project Managers

2025-04-25T10:00:08+00:00

Software Development Projects (SDPs) in developing economies often experience high failure rates, with the knowledge transfer (KT) behavior of SDP managers being a key challenge. While research on KT behavior is extensive in developed nations, limited studies focus on emerging economies, particularly Nigeria. This study aims to examine the factors influencing KT behavior among SDP managers in Nigeria based of insights from Social Cognitive Theory (SCT) and the SECI model. This study employs a quantitative research approach with multiple regression analysis in SPSS to test the research hypothesis and analyze the relationships among the variables in the proposed model. Data was collected from 160 SDP managers in Nigeria using a structured survey questionnaire. The results indicate that Work Motivation, Trust to Share, Social Interaction, IT Infrastructure, and Security and Privacy significantly influence KT behavior among SDP managers. However, Reciprocity, Social Identity, and Shared Language were found to have no significant impact. These findings suggest that both psychological and technological factors play a vital role in fostering KT behavior, however SDP managers in Nigeria do not regard reciprocal benefit social identity and shared languages as critical factors that influences their KT behaviors. This study provides insights for SDP managers, policymakers, and knowledge management practitioners on the factors that can improve KT behaviors of SDP managers. It emphasizes the need for targeted interventions, such as fostering trust-based collaboration, strengthening IT infrastructure, and ensuring secure knowledge-sharing platforms to enhance KT practices.

Unlocking Potential: The Effects of Knowledge Databases on Work Performance and Job Satisfaction in SMES

2025-03-31T19:45:07+00:00

This qualitative study investigates the impact of implementing a Wiki-based knowledge management system on job satisfaction and performance in a medium-sized enterprise (SME) operating in the pool construction industry in Western Europe. This study aims to address the conflicting findings in the literature regarding the relationship between knowledge management, job satisfaction, and employee performance as well as the lack of research in the context of Western European SMEs. Using a qualitative methodology, the study provides nuanced insights into the effects of specific knowledge management processes, such as knowledge acquisition, sharing, generation, codification, and preservation, at different organisational levels. The results showed that the implementation of the Wiki-based knowledge database led to significant improvements in job satisfaction, mainly because of the ease of finding information and streamlining work processes. However, the system’s ability to fully meet employees' specific knowledge needs influences their satisfaction levels. This study also highlights the differential impact of knowledge management processes at different organisational levels, with middle management and professionals benefiting more than top management and administrative staff. The findings are consistent with previous research indicating a positive relationship between knowledge management practices and job satisfaction and support the notion that well-structured and accessible knowledge resources can lead to better job performance. This study contributes to the field by offering a rich, qualitative perspective on the implementation of Wiki-based knowledge systems in the specific context of the pool construction industry in Western Europe, providing valuable insights for both researchers and practitioners in the fields of knowledge management and organisational behaviour.

The Impact of Knowledge Management on Performance Through Intellectual Capital in Yemen’s Telecom

2025-03-27T15:01:41+00:00

In the contemporary knowledge-driven economy, organisations are increasingly dependent on knowledge management and intellectual capital as key drivers for enhancing organisational performance. Despite the growing academic interest in these domains, research examining their combined impact remains limited, particularly within the context of the telecommunications sector in developing economies. This study aims to address this gap by identifying the impact of knowledge management on organisational performance through intellectual capital in the Yemeni telecommunications sector. To achieve this objective, the present study employed the quantitative research methodology, incorporating descriptive and analytical approaches. SPSS was utilised for descriptive and preliminary statistical analysis, while PLS-SEM was employed to examine the effects among the variables. The questionnaire was the principal instrument used to collect the necessary data for this study. A structural model has been proposed for the study variables, illustrating the relationship between knowledge management, intellectual capital, and their subsequent impact on organisational performance. The non-proportional stratified random sampling method was employed to select the study sample individuals. The model was evaluated using data obtained from 289 individuals employed in the Yemeni telecommunications sector. The study's findings indicated that knowledge management positively impacts organisational performance (B=0.776; p < 0.05), suggesting that knowledge management plays a significant role in enhancing organisational performance. In addition, intellectual capital was found to have a statistically significant direct impact on organisational performance (B=0.557; p < 0.05), highlighting its contribution to enhancing organisational performance. Furthermore, the results revealed a significant effect of knowledge management on IC (B=0.852; p < 0.05), suggesting that knowledge management enhances intellectual capital, which in turn strengthens its impact on organisational performance. Moreover, the mediation analysis confirmed that intellectual capital mediated the relationship between knowledge management and organisational performance, demonstrating that knowledge management influences organisational performance both directly and indirectly through intellectual capital. The findings contribute to the development of the resource-based view (RBV) and the knowledge-based view (KBV) by demonstrating how knowledge management and intellectual capital interact and jointly influence organisational performance. Furthermore, this study contributes to the extant literature by presenting a model that connects these variables in the telecommunications sector, a field that has not been sufficiently studied in previous research. In light of the aforementioned findings, the study recommended an increased focus on organisational performance and the establishment of organisational units within the organisational structures of the Yemeni telecommunications sector concerned with knowledge management, due to its significant impact on enhancing organisational performance in the Yemeni telecommunications sector.

Cultural Dynamics and Knowledge-Sharing in Philippine Higher Education: A Multilevel Analysis

2025-04-14T15:07:05+00:00

This study examines the cultural dynamics that influence knowledge-sharing in Philippine higher education institutions (HEIs). It addresses the gap in understanding the impact of national, organizational, and local (institutional) cultural factors on educators' intentions to share knowledge. The research employs a mixed-methods approach, integrating quantitative analysis via multiple regression and ANOVA with qualitative insights from follow-up interviews. This comprehensive methodology suggests that cultural dimensions, such as power distance and collectivism, have a significant influence on knowledge-sharing intentions. The findings indicate that diminishing power distance and formalizing knowledge-sharing processes enhance the knowledge ecosystem within HEIs. These insights are valuable for educational practitioners, administrators, and policymakers who aspire to cultivate a collaborative and knowledge-rich environment. By customizing strategies to align with local cultural contexts, institutions can enhance teaching, research, and application, thereby advancing the domains of learning and organizational competitiveness.

Artificial Intelligence in Knowledge Management: Identifying Intellectual Milestones and Emerging Domains

2025-07-30T00:43:05+00:00

Research exploring the integration of knowledge management and artificial intelligence has grown significantly over the past two decades, driven by the transformative potential of intelligent technologies in reshaping how organizations create, share, and apply knowledge. Despite this expansion, the field remains conceptually fragmented, with limited synthesis across theoretical and practical contributions. This study offers a comprehensive bibliometric analysis of 1,650 peer-reviewed publications indexed in the Web of Science from 1975 to 2024. By employing performance metrics, co-citation and keyword co-occurrence analyses, timeline visualizations, and citation burst detection; the study maps the intellectual landscape and thematic evolution of this interdisciplinary domain. The results reveal four core thematic areas: the strategic application of artificial intelligence in human resource management, hybrid decision-making frameworks, innovation-driven supply chain transformation, and the use of intelligent systems in hospitality and service delivery. These clusters illustrate the field's conceptual diversity and the convergence of technological and managerial perspectives. Burst-detection analysis pinpoints 2020–2023 as a tipping period, when landmark publications sharply accelerated theoretical diversification and research momentum across the KM–AI domain. Theoretically, the study refines the Knowledge-Based View by introducing the contingencies of algorithmic transparency and inter‑organizational power asymmetry, advancing a paradox-aware lens that reconciles augmentation vs. transformation and optimization vs. resilience tensions. Practically, cluster-specific evidence is translated into adaptable principles for HR leaders, supply-chain managers, and service innovators, emphasizing phased AI deployment, transparency-driven trust, and balanced efficiency–resilience strategies, while informing sector-specific governance standards and paradox-aware curricula for policymakers and educators. By identifying key research trajectories, influential contributions, and emerging areas of inquiry, this work provides a structured overview of the field's development and lays the foundation for future investigations into the evolving relationship between knowledge management and artificial intelligence.

The results reveal four core thematic areas: the strategic application of artificial intelligence in human resource management, hybrid decision-making frameworks, innovation-driven supply chain transformation, and the use of intelligent systems in hospitality and service delivery. These clusters illustrate the field's conceptual diversity and the convergence of technological and managerial perspectives. Burst-detection analysis pinpoints 2020–2023 as a tipping period, when landmark publications sharply accelerated theoretical diversification and research momentum across the KM–AI domain. Theoretically, the study refines the Knowledge-Based View by introducing the contingencies of algorithmic transparency and inter‑organizational power asymmetry, advancing a paradox-aware lens that reconciles augmentation vs. transformation and optimization vs. resilience tensions. Practically, cluster-specific evidence is translated into adaptable principles for HR leaders, supply-chain managers, and service innovators, emphasizing phased AI deployment, transparency-driven trust, and balanced efficiency–resilience strategies, while informing sector-specific governance standards and paradox-aware curricula for policymakers and educators.

By identifying key research trajectories, influential contributions, and emerging areas of inquiry, this work provides a structured overview of the field's development and lays the foundation for future investigations into the evolving relationship between knowledge management and artificial intelligence.

The Role of Shared Information Systems Knowledge, Information Systems Resources, and Information System Function Performance

2025-01-14T11:55:59+00:00

Understanding the role of moderating variables is important. Researchers, academicians, and practitioners can see what is happening between two variables and find ways of addressing the changes. Promoters of the resource-based view theory assert that organizations possess heterogeneous resources with unique strategic characteristics that make them competitive. A shared understanding is required for organizations to control the resources. This paper seeks to establish the moderating role of information systems resources on the relationship between shared information systems knowledge and information system function performance. The study used interdisciplinary theories and adopted descriptive, exploratory, and cross-sectional research designs. We used data from 42 public and private universities in Kenya. Members of each university's Top management team and the IT head took part in the study. The data was modeled and analyzed using the partial least squares structural equation modeling technique. The findings of the study revealed that information system resources have a direct and significant effect on information system function performance (β= 0.820), (t=13.904), and p-value (0.000). However, shared IS knowledge has an insignificant effect on information system function performance (β= 0.025), (t = 0.336), and p-value (0.369). The findings suggest that there may be other factors influencing the relationship between shared IS knowledge and IS function performance, as IS resources do not show a moderating effect. The study had limitations. First, the study sample included only a few university strategic leaders. A higher number of strategic leaders in the sample may provide a better representative sample of university leaders. Second, other factors, like culture, can influence the level of information sharing. Finally, the study suggests future longitudinal research to test if there are other factors and mechanisms that combine with shared IS knowledge to affect IS function performance in organizations. The findings of the study provide useful information about shared IS knowledge, IS resources and how they interact to impact IS function performance. Understanding the moderating effect of IS resources towards IS function performance and how it can help university IS strategic leaders improve the overall performance of information systems is important. Also, these findings may be useful for information technology or systems service managers and industry practitioners in appreciating practices that bring positive contributions to their information systems. The research findings are useful to policymakers and practitioners in helping them to gain better insights and understanding of the factors and changes to better exploit organizational IS resources. The findings will also help them understand what structures and mechanisms to use for a better understanding of shared IS knowledge to fully exploit resources for Optimal IS function performance. The study's findings will provide organizational leaders with the opportunity to share knowledge and understanding, as well as to develop cultural change structures for better utilization of IS resources to enhance performance.