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The effects of knowledge management processes on service sector performance: evidence from Saudi Arabia

Business

The effects of knowledge management processes on service sector performance: evidence from Saudi Arabia

G. L. Alharbi and M. E. Aloud

This groundbreaking study by Ghadah Lafi Alharbi and Monira Essa Aloud delves into how Knowledge Management processes shape organizational performance in Saudi Arabian service sectors. Through meticulous research, they reveal the critical roles of knowledge creation, capture, and application, enhancing operational, quality, and innovative outcomes.

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Playback language: English
Abstract
This study investigates the impact of Knowledge Management (KM) processes on organizational performance within Saudi Arabian service organizations. It focuses on knowledge creation, capture, sharing, and application, and examines their effects on quality, operational, and innovation performance. Using a quantitative methodology with 605 responses from Saudi service sector managers, the study finds that knowledge sharing has a non-significant effect, while knowledge creation, capture, and application significantly impact performance. Specifically, knowledge application significantly improves operational performance, while knowledge creation influences quality and innovation performance. The study offers recommendations for enhancing KM processes in Saudi Arabian service organizations.
Publisher
Humanities and Social Sciences Communications
Published On
Mar 08, 2024
Authors
Ghadah Lafi Alharbi, Monira Essa Aloud
Tags
Knowledge Management
organizational performance
Saudi Arabia
service organizations
knowledge sharing
innovation performance
operational performance

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