HOW KNOWLEDGE MANAGEMENT INTENTION INFLUENCED BY ORGANIZATIONAL CULTURE AND KNOWLEDGE MANAGEMENT CULTURE

In the current knowledge economy era, knowledge has become an organization’s primary resource due to the fact that an organization is an extension of an information society. Therefore, firms that are able to effectively manage their knowledge resources can expect to reap a wide range of benefits. Due to the diversity of organizational culture (which include results-oriented, tightly controlled, job-oriented, closed system, solidarity, sociability and need for achievement), a significant issue is the way organizational culture impacts on KM intention in the KM process through the mediation of KM culture. Indeed, strong culture has a direct impact on KM culture and KM intention. This paper details our study findings, which indicate that while results-oriented, solidarity, sociability and strong cultures have significant positive effects on an organization’s ability to foster a KM culture in the KM process, a job-oriented culture has a significant negative effect. Moreover, both KM culture and strong culture have positive direct effects on an individual’s intention to manage knowledge. Also discussed in this paper are the implications of the study and its contribution to research and management practice

THE ANTECEDENTS AND IMPACT OF ALLIANCE MANAGEMENT CAPABILITIES AND THE MODERATING ROLE OF SOCIAL CAPITAL: EVIDENCE FROM THE LIBYAN FAMILY BUSINESS SECTOR

Alliance among firms can yield competitive advantages by providing access to the tangible and intangible assets through inter-organisational learning. However, the research shows that these relationships are complicated and risky where approximately 50% of them fail. Against this background, researchers sought to understand the evolution of particular capabilities that are essential to develop and maintain strategic alliances, namely the Alliance Management Capabilities (AMC). However, evaluation of this relationship in the setting of family businesses is missing. Drawing on the resource-based view (RBV) perspective, this study develops and tests a relational model of AMC and alliance performance. Specifically, this study aims to identify the mediating role of AMC on the relationship between (Alliance experience, Culture of Family Business and Political Instability) and alliance performance in Libyan family business using a quantitative research approach. Data were collected by a questionnaire from 302 Libyan family businesses. Overall, this study makes four key contributions: First, in consideration of RBV, this study attempts to answer what the determinants of AMC effectiveness are in Libyan family business domain? Second, this study has examined the antecedents of AMC in Libyan family businesses and has found that alliance experience, the culture of family business and political instability tends to positively affect AMC. Third, this study adds to current knowledge by examining social capital as a moderating effect on the relationship between alliance management capabilities and alliance performance. Finally, this research contributes to the literature of AMC by empirically testing the AMC construct and its dimensions (alliance proactiveness, alliance coordination, and alliance learning) in the Libyan family business context.The findings have also shown that AMC has a positive impact on alliance performance and partially mediates the relationship between alliance experience, the culture of the family business, and political instability and alliance performance. In particular, the result of this study shows that the effect of AMC on alliance performance is dependent upon the level of social capital