An integrative view and empirical examination of the relationships among knowledge management enablers, processes, and organizational performance in Australian enterprises

This study briefly describes the main concepts of knowledge management enablers with a focus on transformational leadership constructs, knowledge processes with a focus on knowledge creation process (SECI of Nonaka and Takeuchi (199) model), organisational creativity, and organisational performance. There is a limited understanding of what determines effective knowledge management, and there is currently very limited tested framework that unifies all of the relevant abovementioned concepts in a relatively easy to understand and practical way. As such, one of the principal goals of this study is to develop an integrated framework, which can explain and guide the successful and effective management of knowledge in organisations. Such a framework should benefit the academic research in knowledge management as well as help managers in their efforts to best locate an organisational resource and focus its knowledge management efforts for optimum organisational performance. There are three main aims, which motivate the study. The first aim is to combine knowledge management enablers and knowledge creation processes from both a social perspective and a technological perspective in relation to organisational performance, and test the relationships empirically to provide strategic positions to organisations and provide them with indicators, which should help them to manage their knowledge effectively. Managers face a dilemma in selecting the most effective knowledge management enablers and knowledge management processes to solve organisational

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