The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Issue
Volume 14 Issue 3 / Aug 2016  pp113‑190

Editor: Vincent Ribiere

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Editorial  pp113‑114

Vincent Ribiere

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Taking a Knowledge Perspective on Needs: Presenting Two Case Studies Within an Educational Environment in Austria  pp115‑127

Alexander Kaiser, Florian Kragulj, Thomas Grisold

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Mining Knowledge of the Patient Record: The Bayesian Classification to Predict and Detect Anomalies in Breast CancerŽ  pp128‑139

Souad Demigha

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An Analysis of Knowledge Management Lifecycle Frameworks: Towards a Unified Framework  pp140‑153

Mzwandile Muzi Shongwe

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Antecedents of Successful Collaboration in Community of Practice between Academia and Industry: A Case Study  pp154‑165

Ilpo Pohjola, Anu Puusa, Päivi Iskanius

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A Theoretical Model to Integrate PKM with Kolbs Learning Model for Mitigating Risks From Exhaustive Internet Exposures  pp166‑176

Ben Fong, Man Fung Lo, Artie Ng

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The Inventive output, of an Effective implementation of Knowledge and Performance Management Perspectives  pp177‑190

Pieris Chourides, Lycourgos Hadjiphanis, Loukia Ch. Evripidou

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Abstract

Abstract: The purpose of this research study was to examine the correlation, if any, between knowledge and performance management and associated strategies employed by todays organizations to increase stakeholder and shareholder value.: Each strategy was individually examined using the quantitative causal method research design in order to examine the relationship/correlation of the level of knowledge and performance activities within participant organizations, and then collaboratively examine their inte r‑relations. The independent variables and the dependent variables vary in each correlation research questions. The findings endorsed that effective use of organizational explicit knowledge and efficient performance are practices worth doing. Correlations between knowledge and performance and innovation and value added were found to be relatively strong. A moderately strong predictive correlation between effective implementation of knowledge strategy and performance was also found and presented, and simil ar findings showing a moderately strong predictive correlation between effective implementation of performance strategy and innovation are also established and shown.: Organizations can increase and create vital added value to both stakeholders and shareh older members by implementing effectively a holistic approach as an integrated part of routine practices that enhances knowledge creation and exceptional performance, which will contribute to superior results … tangible and intangible ones. The practical implications of this research will contribute to the academic discipline of knowledge and performance management. Paper relevance: This paper will contribute to the debate regarding the linking of knowledge and performance management. Further, this paper will contribute to the in‑depth analysis/discussion of the importance of knowledge in innovation and velocity management. 

 

Keywords: Keywords: knowledge management, knowledge transfer, innovation, performance, strategy, velocity.

 

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