The effects of KM strategic alignment on KM performance, KMS effectiveness, Innovation performance and business performance

• Main Authors: Cheng-Han Chang, 張丞漢
• Other Authors: Jung-Yu Lai
• Format: Others
• Language: en_US
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/47766589685001438327

碩士 === 國立中興大學 === 科技管理研究所 === 104 === Knowledge is considered as one of the most valuable resources of competitive advantage in organizations, Knowledge Management (KM) as a research arena is becoming more importance for researchers and practitioners. For successful KM, development of a robust KM strategy is a pivotal step. However, extant research in the KM area seems discreet and also offers a limited understanding to explore impacts of KM strategies on KM and knowledge management system (KMS). Furthermore, relationship between KM and innovation has been overlooked by previous studies. Thus, the key objective of the current study is to shed light on the effects of KM strategic alignment on KM, KMS, business performance and innovation performance. In doing so, this study proposes a robust model to explore the impact of alignment between KM strategies and KMS strategies in terms of reward, knowledge map, codification, and also trust on KM performance, KMS effectiveness, organization’s innovation performance as well as business performance. Thus, the current study expands boundaries of existing literature related to KM, KMS, strategic alignment, and innovation performance. Furthermore, the relationship between innovation and business performance are strongly support from this study. We hope that the findings of the study will be beneficial to the knowledge managers in various organizations for developing their KM strategies and efficiently improving innovation performance and business performance.