The Relationship of Knowledge Management Practices, Competencies and the Organizational Performance of Government Departments in Malaysia

This paper attempts to highlight the significant role of knowledge management practices (KMP) and competencies in improving the performance and efficiency of public sector organizations. It appears that public sector organizations in developing countries have not received much attention in the research literature of knowledge management and competencies. Therefore, this paper seeks to explore the role of KMP and competencies in achieving superior performance among public sector organizations in Malaysia in the broader perspective. Survey questionnaires were distributed to all Administrative and Diplomatic Officers (ADS) from 28 ministries located in Putrajaya, Malaysia. This paper also examines preliminary empirical results on the relationship between support for knowledge management practices, competencies, and orientation in Malaysia-s public organizations. This paper supports the notion that the practices of knowledge management at the organizational level are a prerequisite for successful organizational performance. In conclusion, the results not only have the potential to contribute theoretically to both management strategy and knowledge management field literature but also to the area of organizational performance.

Authors:

• Raja Suzana Raja Kasim

Keywords:

• knowledge
• knowledge management practices
• competencies
• organizational performance

References:

[1] Amit, R., & Shoemaker, P.J.H. (1993). Strategic assets and
organizational rent. Strategic Management 14.33-46.
[2] Argote, L., & Ingram, P. (2000). Knowledge transfer: a basis for
competitive advantage in firms. Organizational Behaviour and Human
Decision Processes. 82(1), 150-69.
[3] Baker, M.B. (2007). A conceptual framework for making knowledge
actionable through capital formation. Unpublished doctorial
dissertation, University of Maryland.
[4] Barney, J.B. (1991). Firm resources and strategic competitive
advantage. Journal of Management. 49-61. Retrieved August 6, 2007
from Emerald Insight database.
[5] Bhatt, G.D. (2002). Management strategies for individual knowledge
and organizational knowledge. Journal of Knowledge Management 6.
31-39. Retrieved August 6, 2007 from Emerald Insight database.
[6] Brown, J. S. & Duguid, P. (2000). Balancing act: how to capture
knowledge without killing it. Harvard Business Review. May-June.
Retrieved July 16, 2007 from Proquest Education Journals Database.
[7] Collins, J.C., & Porras. J.I. (1996). Building your company-s vision.
Harvard Business Review. September-October.
[8] Darroch, J. (2003). Developing a measure of knowledge management
behaviors and practices. Journal of Knowledge Management. 7(5). 41-
54. Retrieved October 4, 2007 from Emerald Group Publishing
Limited.
[9] Darroch, J. (2005). Knowledge management, innovation, and firm
performance. Journal of Knowledge Management. 9(3). 101-115.
Retrieved October 4, 2007 from Emerald Group Publishing Limited.
[10] Dillman, D.A. (1978). Mail and telephone surveys: the total design
method. New York: Wiley Interscience.
[11] El-Sayed, A.Z. (2002). A knowledge management reference model.
Journal of Knowledge Management. 6(5) 486-499. Retrieved
August 6, 2007 from Emerald Insight database.
[12] Feliciano, J.L. (2006). The success criteria for Implementing
knowledge management systems in an organization. (Doctor of
Professional Studies in Computing Dissertation, Pace University,
2001). Dissertation Abstract International. (UMI No. 3235023).
[13] Ganesh, N. & Sandhya, S. (2000). Knowledge Management: Enabling
Business Growth. New Delhi, India: Tata McGraw- Hill Publishing
Company Limited.
[14] Gilley, J. W., & Giley, A.M. (2002). Strategically Integrated HRD:
new perspectives in organizational learning, performance and
changeÔÇösix transformational roles in creating results driven programs
(2nd ed.) United States of America: Perseus Publishing.
[15] Gates, B. (1999). Business@ the Speed of Thought Using a Digital
Nervous System. Warner Books: New York.
[16] Gorelick, C. & Monsou, B. T. (2005). For performance through
learning, knowledge management is the critical practice. The Learning
Organization, 125. Retrieved August 30, 2007 from Emerald Insight
database.
[17] Gwo, G. J., & Rong, J.B. (2003). Organizational mechanisms for
successful IS/IT strategic planing in the digital era. Management
Decision 41/1. Retrieved August 30, 2007 from Emerald Insight
database.
[18] Hair, J.F., Black, W.C., Babin, B.J., Anderson, R. E., and Tatham, R.L.
(2006). Multivariate data analysis. (6th Edition), Upper Saddle River,
NJ: Prentice Hall.
[19] Kalling, T. (2003). Knowledge management and the occasional links
with performance. Journal of Knowledge Management. 7(3),67-81.
Retrieved August 6, 2007 from Emerald Insight database.
[20] Metters, R., King-Metters, K., Pullman, M., & Walton, S. (2006).
Successful Service Operations Management. (2nd Ed.). Ohio: South-
Western, Thomson Corporation.
[21] Nelson, R. R. & Winter, S. G. (1982). An Evolutionary Theory of
Economic Change. Cambridge: Harvard University Press. in Darroch, J.
(2003b). Developing a measure of knowledge management behaviors
and practices. Journal of Knowledge Management. 7 (5). 41-54.
Retrieved October 4, 2007 from Emerald Group Publishing Limited.
[22] O-Brien, J. A. & Marakas, G.M. (2007). Enterprise Information
Systems. (13th Ed.). New York: McGraw-Hill International Edition.
[23] Pe├▒a, I. (2002). Knowledge networks as part of an integrated
knowledge management approach. Journal of Knowledge
Management, 6(5), 469 - 478. Retrieved August 6, 2007 from Emerald
Insight database.
[24] Penrose, E. (1959). The theory of the Growth of the Firm. Oxford
University Press: Oxford.
[25] Pohs, W. (2001). Practical Knowledge Management: The Lotus
Discovery System. (1st Ed.). IBM Press. Double Oak.
[26] Quible, Z. K. (2001). Administrative Office Management: An
Introduction. (7th Ed.). New Jersey: Prentice-Hall Inc.
[27] Raja Suzana, R.K. (2008a). Moderating effect of knowledge
management practices in the relationship between corporate strategies
and organizational performance. Proceeding at the Eighth International
Conference on Knowledge, Culture, and Change Management
Organization. Cambridge, United Kingdom. 5-8 August, 2008.
[28] Raja Suzana, R.K. (2008b). The commercialization of knowledge
management practices to K-based development in Malaysia.
Proceedings at the Knowledge Management International
Conference and Exhibition, 2008. Universiti Utara Malaysia,
Langkawi, Kedah, Malaysia. 10-12 July, 2008.
[29] Raja Suzana, R.K. Ong G.P. & Jegak, U. (2008). The effect of
organizational learning, on job commitment, job satisfaction and work
performance in Malaysia. Proceeding at the Eighth International
Conference on Knowledge, Culture, and Change Management
Organization. Cambridge, United Kingdom. 5-8 August, 2008.
[30] Raja Suzana, R.K. (2006). Knowledge management practices amongst
MSC Status companies in Malaysia. Proceedings at the 6th
International Journal of Business. 2006. Hawaii, USA.
[31] Raja Suzana, R.K. (2005). Strategic linking of knowledge management
practices and human resource management practice among MSC status
organizations: enhancing organization competitiveness. Proceedings at
University Putra Malaysia, Putra World Trading Center, Kuala
Lumpur, Malaysia. 7-9th July 2005.
[32] Raja Suzana, R.K. (2004). Knowledge management practices among
MSC status organizations: a survey. Proceeding at the Fifth
International Conference on Knowledge, Culture, and Change
Management Organization. University of Aegen, Rhodes, Greece, 19-
22. July 2005.
[33] Reegan, P. M. (1994). Transform organizations using competency
development. Journal of Compensation and Benefits. March-April, 25-
8.
[34] Sanchez, R. (2001). Knowledge management and organizational
competence. Oxford University Press: Oxford.
[35] Schmidt, F. L., Hunter, J. E., & Outerbridge, A. N. (1986). The impact
of job experience and ability on job knowledge work sample
performance, and supervisory rating of performance. Journal of Applied
Psychology 71, 432-39.
[36] Sekaran, U. (2006). Research methods for business: a skill-building
approach. (4th Ed.), New York: John Wiley and Son, Inc.
[37] Turban, E., King, D., Viehland, D., & Lee, J. (2006). Electronic
Commerce: A Managerial Perspective. New Jersey: Pearson
International Edition.
[38] Venkatesh, V., Morris, M.G., Davis, G.B., & Davis, F.D. (2003). User
acceptance of information technology: toward a unified view. MIS
Quarterly 27(3). 425-478. Retrieved July 16, 2007 from Proquest
Education Journal database.
[39] Webb, S.P. (1998). Knowledge Management: Linchpin of Change-
Some Practical Guidelines. London: The Association for Information
Management.
[40] Wiig, K.M. (2002). Knowledge management in public administration.
Journal of Knowledge Management. 6(3). 224-239. Retrieved August
6, 2007 from Emerald Insight database.
[41] Williams, R.S. (1998). Performance management: Perspectives on
Employee Performance. Essential Business Psychology. UK:
Thomson Business Press Inc.