The European Business Review - July-August 2019

58 The European Business Review July - August 2019

is sharedandsynthesisedwithanaimtoproviding

higher quality of products and services. This can

improve financial and non-financial performance

in variousmetrics such asthe customer focus,the

qualityof productsandservices, andtheorganisa-

tionalrevenue.Sharedknowledgecancontributeto

thedevelopmentofa learningorganisationin which

people continuously grow and develop personally

andprofessionally.

Executives must also curtail the knowledge

within organisations. The integrated knowledge

needs to be reconfigured to meet environmental

changesandnewchallengesandatthesametime,

should not be leaked to the competition in any

shapeorformunlessagreeduponbyseniorexecu-

tives. Therefore,knowledgereconfigurationenables

organisationstoactivelyrespondto environmental

changesthroughdevelopinginteractionsandaware-

ness from the external environment. Knowledge

managementcan, therefore, improvefinancialand

non-financialperformancethroughincreasedsales,

customersatisfaction,learningopportunities,inno-

vation,andthequalityofproductsandservices.

InConclusion

Many executives are familiar with knowledge

management surveys developed by scholars and

this article is not about measuring aptitude or

defining knowledge management. This article is

aboutgettingtheinformationneededbytheexec-

utives worldwide to be more successful. Some

scholars emphasise that knowledge management

istantamount to executive’s success. Knowledge

managementhasbeena focalpointof executive’s

spanofcontrolbuthasnotbeenassociatedenough

with firm’s performanceto make it an integralpart

of the organisationalsuccess. I foundthat knowl-

edgemanagement isa latent concept butoneof

greatimportancefortheexecutives.Froma schol-

ar’scorner,I placea greatdealof emphasisonthe

literatureonknowledgemanagementasasignificant

indicatorfororganisationalperformance.Thus,this

articleadds toa relativelysmallbodyof literature

butpayshomagetothescholarlycontributions.

AbouttheAuthor

Mostafa Sayyadi, CAHRI, AFAIM,

CPMgr, works with senior business

leaders to effectively develop innovation

in companies, and helps companies –

from start-ups to the Fortune 100

• succeed by improving the effectiveness of their
  leaders. He is a business book author and a long-time
  contributor to HR.com and Consulting Magazine
  and his work has been featured in these top-flight
  business publications.

References

1. Bayyavarapu, H.B. (2005). Knowledge management strategies and
   firm performance, Doctoral Dissertation, The University of Western
   Ontario, Canada.


2. Jones, K., & Leonard, L.K. (2009). From Tacit Knowledge
   to Organizational Knowledge for Successful KM. In W.R. King
   (Eds.), Knowledge Management and Organizational Learning, (pp. 27-39),
   Berlin: Springer.


3. Lau, A., & Tsui, E. (2009). Knowledge management perspective on
   e-learning effectiveness. Knowledge-Based Systems, 22(4), 324-325.


4. Matusik, S.F. (1998). The Utilization of Contingent Work,
   Knowledge Creation, and Competitive Advantage. The Academy of
   Management Review, 23(4), 680-697.


5. Ruggles, RL. (1997). Knowledge management tools, Boston, MA:
   Butterworth-Heinemann.


6. Tsoukas, H. (1996). The Firm as a Distributed Knowledge System:
   A Constructionist Approach. Strategic Management Journal, 17, 11-25.

Knowledge management can improve financial and non-financial

performance through increased sales, customer satisfaction, learning

opportunities, innovation, and the quality of products and services.

Management