LOGIN TO YOUR ACCOUNT

Username
Password
Remember Me
Or use your Academic/Social account:

CREATE AN ACCOUNT

Or use your Academic/Social account:

Congratulations!

You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.

Important!

Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message

CREATE AN ACCOUNT

Name:
Username:
Password:
Verify Password:
E-mail:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Granados Ortiz, Maria Luisa
Languages: English
Types: Doctoral thesis
Subjects: UOW11
Many studies have researched how organisations can benefit from Knowledge Management\ud (KM). Critical factors, models and frameworks for successful implementations of KM have\ud informed practitioners in different industries and countries. However, there is still a need for\ud exploring other dimensions of KM as well as its application in different contexts. Further\ud empirical evidence and operationalisation, which assure successful implementations, is also\ud needed to improve not only companies but also society in general. Building on that\ud observation, this study presents conceptual and empirical evidence to support the view that\ud KM, understood as an organisational capability, improves organisational performance of the\ud under-researched and increasingly important Social Enterprises (SEs). These, normally micro\ud and small organisations, are gaining worldwide attention and importance as they address,\ud following business principles, crucial social and environmental problems and provide more\ud sustainable solutions. Nevertheless, there is still a lack of empirical evidence of how these\ud organisations operate, perform and scale up.\ud The study supports this view by developing and empirically testing a model named Knowledge\ud Management Capabilities in Social Enterprises (KMC-SE), which is the main contribution to\ud knowledge of this study. The model describes the organisational pre-conditions and the\ud knowledge activities that can develop Knowledge Management Capabilities (KMCs), which\ud then have an impact on SEs’ performance. A sequential, explanatory, mixed methods’ research\ud design was followed to test the model with empirical evidence from 432 SEs in the UK. The\ud evidence suggests that current KMCs account for up to 20% of overall improvements in SEs’\ud performance, based on a year-to-year comparison. Moreover, the KMC-SE Model proposes\ud new insights in the traditional way of approaching KM and KMC development, highlighting (a)\ud the important role of human and cultural factors, giving less emphasis to extrinsic motivations\ud and technology, (b) the importance of studying informal KM practices, and (c) the essential\ud inclusion of external dimensions into the equation.\ud Because of the limited research in organisational characteristics of SEs, and more specifically,\ud their KM practices, the KMC-SE Model may have omitted other important elements that were\ud particular to these organisations in their development of KMCs, as well as their performance\ud measures. Therefore, the obtained KMC-SE Model needs to be considered as only a starting\ud point in the study of KM in SEs.
  • No references.
  • No related research data.
  • No similar publications.

Share - Bookmark

Download from

Cite this article