Modelling Organizational Performance Manufacturing Companies in Indonesia: Feature Extraction

Purpose: The purpose of this research is to investigate the effect of knowledge sharing and Organizational Learning on Innovation and Organizational Performance, the innovation role as a mediator of knowledge sharing and Organizational.   Theoretical framework:  Good organizational learning affects organizational performance (Kittikunchotiwut, 2020). Besides, the company need not only source for information from the external environment. Rather, it also needs to search internally to create new ideas and organizational learning conducive and acceptable to the employees (Millmore, 2007). knowledge sharing in the organization ultimately contributes to employee performance Buckley & Carter (2002).   Design/methodology/approach: This is causality research with a sample comprising of 217 managers of manufacturing companies in East Java, Indonesia. Primary data were obtained using an instrument in the form of a questionnaire and analyzed using the PLS-SEM approach. Structural equation modeling is employed to explain the relationship between variables and the mediating effects.   Findings:  The results showed knowledge sharing and organizational learning had a direct effect on innovation and organizational performance. Furthermore, the findings illustrate that innovation was able to mediate the impact of organizational learning on organizational performance, but was unable to mediate knowledge sharing on organizational performance.   Research, Practical & Social implications: Knowledge sharing, organizational learning and innovation have been proven to improve organizational performance. Moreover, the managers need to convey a clear message to employees that the organization feels responsible for and appreciates them. The next step of this research topic are investigating spatial factor and changing in social live regarding with organizational performance.   Originality/value: This reasearch focusses on studying effect of knowledge sharing and Organizational Learning on Innovation and Organizational Performance, the innovation role as a mediator. The higher the implementation of organizational learning and knowledge sharing, the higher the performance will be. The implementation of knowledge sharing in organizations causes employees to directly interact with their most knowledgeable colleagues, thereby acquiring new ideas and ultimately embracing innovation

The Relationship of Knowledge Management and Organizational Performance in Science and Technology Parks of Iran

Any effective and sustainable changes in an organization refers to three areas related with each other and play the best way in the humans, structure and technology fields. The Knowledge management by emphasizing the three areas with the axis of man and preparing him as a knowledge worker tries to achieve organizational goals.Purpose: The current study aims to investigate the existing relationship between knowledge management infrastructures, knowledge management process capabilities, creative organizational learning, and organizational performance.Originality/value: Previous researches did not appraise the effect of knowledge management and its capabilities on organizational performance, and the specific influence of creative organizational learning was disregarded. The present study demonstrates the mechanism of knowledge management effect on organizational performance and describes the comprehensive dimensions of knowledge management performance.Methodology: Statistical population includes executives of Knowledge based companies in Science and Technology Parks of Iran. The 336 questionnaire was distributed to the census, 248questionnaireswerecompletedcorrectly. The research data were analyzed by PLS software. The unit of analysis is a company that has adopted a KMS. Target population of the research consisted of 700 Top Managers of Knowledge based companies in Science and Technology Parks of Iran (N=700). Random sampling method applied in this study and 248Top Managers were considered as the statistical sample based on "Morgan Table". One standard 5-point Likert questionnaire adopted and distributed between Top managers in the park. 252 questionnaires were returned among which 248 ones were statistically investigated. The structural relations among variables were tested using the partial least squares (PLS) method.Findings: This study shows that the KM processes can mediate between creative organizational learning and factors in the KM infrastructure. The results of the study demonstrate that knowledge management process capabilities has the most crucial role in creative organizational learning. The results indicate that there is a significant influence of the infrastructure capabilities (Collaboration, Trust, Learning Culture, Decentralization, Top Management, Promotion, IT support) on the process capabilities, also the impacts of knowledge management process capabilities on creative organizational learning and the impacts of creative organizational learning on organizational performance was confirmed

The Effect of Organizational Learning on Organizational Commitment, Job Satisfaction and Work Performance

Currently, it is widely believed that organizational learning is the best approach to improve organizational work outcomes such as employees work performance, job satisfaction, organizational commitment etc. Organizational learning is no longer exclusive to the private sector and it is increasingly emerging as an important strategy in the public service sector. The purpose of this study is to examine the effect of organizational learning, organizational commitment and job satisfaction on work performance among the public service managers. In addition, this study seeks to determine the role of organizational commitment and job satisfaction as mediator on the relationship between organizational learning and public service managers' work performance. The population of the study is around 4579 Administrative and Diplomatic (ADS) officers working in 28 ministries located in the Federal Territory of Kuala Lumpur and Putrajaya. The collection of primary data was through the distribution of personally administered questionnaires to the respondents who were chosen by systematic sampling procedure. A total of 435 (87%) answered questionnaires were returned and used in the final analysis. Instruments used in this study are organizational learning (Gomez et a/., 2001), organizational commitment (Porter et a/., 1974), job satisfaction - - - 4 --..-,-=,--...-*--. ..*.-I. r-ui - r---------c----- - - ----- " - .- (Hackman and Oldham, 1975) and work performance (Suliman, 2001). Exploratory Data Analysis (EDA) was conducted on the data and the results met the basic assumptions of normality and linearity. Cronbanch Alpha and Confirmatory Factor Analysis (CFA) were used to test the reliability and validity of the instruments respectively and they indicated acceptable results. The Pearson correlation, regression and path analysis were employed to obtain the answers for the research questions to achieve the objectives of the study. The findings indicate that the level of organizational learning, organizational -.,. , . . commitment, job satisfaction and work performance are rather high among the ADS officers. Organizational learning is positively related to organizational commitment, job satisfaction, and work performance among the public service managers. Organizational commitment and job satisfaction are also positively related with work performance and these variables partially mediate the relationship between organizational learning and work performance. Organizational learning is equally important in explaining organizational commitment, job satisfaction and work performance. At the same time, organizational learning, job satisfaction and organizational commitment are also equally important in explaining work performance among the public service managers. In conclusion, this study contributes and enriches present knowledge in this field and it can be argued that western theories can be valid in non-western setting. The implications of the findings of this study are that top management in ministries need to pay serious attention and effort to create a conducive environment that will encourage learning among the employees. This will improve work outcomes and consequently improve the government delivery system

The mediation between participative leadership and employee exploratory innovation: Examining intermediate knowledge mechanisms

The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.We examine mediation effects of coworker knowledge sharing and absorptive capacity on the participative leadership–employee exploratory innovation relationship in R&D units of Taiwanese technology firms. Deploying a time-lagged questionnaire method implemented over four business quarters, data is generated from 1600 paired samples (managers and employees) in R&D units of Taiwanese technology firms. The structural equation modeling results reveal that (1) participative leadership is positively related to employee exploratory innovation; (2) coworker knowledge and (3) absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and, (4) coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship. The results extend previous research on participative leadership and innovation by demonstrating that participative leadership is related to employee exploratory innovation (Lee and Meyer-Doyle, 2017; Mom et al., 2009).Results also confirm that participative leadership drives employee exploratory innovation through employee absorptive capacity. This reinforces the need highlighted by Lane et al. (2006) to investigate the role of absorptive capacity at the individual-level. Collectively, while participative leadership is important for employee exploratory innovation it is the knowledge mechanisms existing and interacting at the employee-level that are central to generating increased employee exploratory innovation from this leadership approach

Resource-Based View and SMEs Performance Exporting through Foreign Intermediaries: The Mediating Effect of Management Controls

Following the resource-based view, this research empirically explores the role of formal and informal management control in mobilizing export resources to develop export capabilities, influencing the export performance of small and medium-sized enterprises (SMEs) in an interorganizational relationship context. Empirical data were collected using a survey administrated online to finance managers in Spanish SMEs which use foreign intermediaries to access export markets. In this setting, evidence mainly suggests, first, that management control systems (MCSs) play a relevant mediating role between the effect of, on the one hand, resources on capabilities, and, on the other hand, resources and capabilities on performance. Second, that MCSs and capabilities play a interrelated double mediating effect between the impact of resources on performance; more specifically, a significant double indirect effect is found (1) between financial resources, behavior control, customer relationship building capability and performance, and (2) between physical resources, behavior control, customer relationship building capability and performanc

EDMS Use in Local E-Government: Extent of Use and Overall Performance Mediated by Routinization and Infusion

This study analyzes the effects of several post-adoption behaviors (extent of use, routinization and infusion) on overall performance in using an Electronic Document Management System (EDMS). Furthermore, we test whether the routinization and infusion variables mediate the influence of the extent of use on overall performance. This research collects data from a survey answered by 2,175 employees (EDMS users) of Portuguese municipalities. The Partial Least Squares technique is applied to test the model. The results showed that routinization is directly predicted by the extent of use, whereas infusion is directly affected by the extent of use and also by routinization. Consequently, such post-adoptive behaviors are interrelated not only in a sequential process, but also in parallel. In addition, overall performance is directly influenced by routinization and infusion. Finally, an indirect effects analysis shows that routinization and infusion mediate the relationship between extent of use and overall performance

Organisational change in SMEs: change innovators or laggards?

In the international arena, the development and strengthening of SMEs is a priority area for the Asia-Pacific Economic Cooperation due to the significant potential that SMEs hold for future economic growth. A substantial amount of change management research exists internationally and in Australia in relation to the causes, processes and outcomes of organisational change in large organisations. However this does not reflect the change scenarios in SMEs. Furthermore, the academic and professional discipline of organisational change in Australia, while well-researched in some areas, remains embryonic when translated to SMEs in a dynamic environment. Very few large scale national surveys have been conducted in Australia. This study is filling the theoretical gap in relation to the theory and practice relating to the nature, extent and characteristics of organisational change in Australian Small and Medium Size Enterprises (SMEs). The objective of this paper is to analyse the nature and extent of organisational change in Australian SMEs. Our research, through a representative large sample survey (n=1230), provides an insight into the contemporary nature and usage of organisational change and provides a picture of contemporary change management in Australian SMEs. The study employed the use of quantitative data which were collected through a national mail survey of 1230 Australian SMEs. The focus of this study is on three interventions for achieving organisational change, including a range of structural; strategic and human process change practices. The results indicate that SMEs are neither change innovators nor laggards, since change practices are only moderately represented in Australian SMEs. Taken together with low participation of employees in the decision to employ these changes; low levels of union membership; a low presence of specialist HR managers in SMEs; and the fact that the majority of SMEs that do have written strategic plans do not use it to develop operational plans and drive day to day operations; a 'change innovation' scenario in Australian SMEs is unlikely. We argue that the pursuit of organisational change should not simply serve as drive for competitive advantage (often resulting in a deterioration of employment conditions), but, rather, it should accommodate the needs of employees, who should also directly benefit from these change initiatives. The advantages of involving employees in change initiatives are numerous. The agenda in Australian SMEs therefore needs to be shifted away from managers/company-driven change (with rhetoric of employee involvement) to genuine and greater employee participation in change initiatives. Questions concerning the substance of change raise a number of practical concerns over how to successfully manage organisational change. Two elements of particular importance centre on understanding what the change programme is about and also, ensuring that employees who have to adopt to new working practices (the changing context) are adequately trained in the use of techniques and/or procedures

The impact of information technology resources on SMEs' innovation performance

This work aims to develop a research framework to examine the impact of information technology resources on the innovation performance of Saudi small-and-medium enterprises (SMEs). SMEs innovation capability influences growth and technological progress (Bruque & Moyano, 2007). However, many developing countries exhibit moderate or even low innovation performance. For instance, Saudi Arabia is ranked 54th by the Global Innovation Index (GII 2011). Innovation systems studies focus on the alignment between the interactions of innovation actors with their constantly changing environment toward better innovation performance (Etzkowitz & Leydesdorff, 2000). The dynamic capabilities of organisations have been highlighted as a crucial characteristic that helps to achieve a sustainable competitive advantage (Teece et al., 1997). The indirect impact IT resources on innovation performance represents an attractive research area (Benitez-Amado et al., 2010). Therefore, we argue that a closer look at Saudi SMEs information technology resources and their impact on the firm dynamic capabilities and innovation performance would make a significant contribution to existing knowledge. Areas such as the organisation strategies of developing countries, innovation management, dynamic capabilities, open innovation and strategic information systems are few examples of areas that might benefit from this work

Managing Customer Services: Human Resource Practices, Turnover, and Sales Growth

This study examines the relationship between human resource practices, employee quit rates, and organizational performance by drawing on a unique nationally representative sample of 354 customer service and sales establishments in the telecommunications industry. Multivariate analyses show that quit rates are lower and sales growth is higher in establishments that emphasize high skills, employee participation in decision-making and in teams, and HR incentives such as high relative pay and employment security. Quit rates partially mediate the relationship between human resource practices and sales growth. These relationships also are moderated by the customer segment that frontline employees serve

Implications of Technological Uncertainty on Firm Outsourcing Decisions

Outsourcing inherently considers what activity needs to reside within a given firm. The difficulty of exchanges between firms in the face of uncertainty affects where work on developing and producing new products is performed. Theory is developed and explored using a case study that explains firm sourcing decisions as a response to uncertainty within the context of industry structure and related transaction costs. Viewing outsourcing broadly results in a better delineation of outsourcing options. Implications for management research and practice are identified