Knowledge is said to be the actionable human quality gained from the capacity to derive mental insight from facts that have been placed in context, analyzed, and synthesized using references of past experience, mental comparison, and consideration of consequences. Knowledge, therefore, provides the key to understanding the world around us.
Managing this knowledge can become a challenge for organizations that value the worth of the knowledge of its workers. Knowledge Management (KM) is the effective and accurate management of knowledge (acquisition, creation, storage, sharing, and use) used to promote and support organizational changes that enhance an organization's ability to effectively compete. This research was built on the foundational studies of others who provided empirical evidence of the constructs of KM success and Leadership Social Power (LSP). As many models of KM success have been identified and constructs empirically shown to have an impact on that success, the need for understanding the underlying influences on these constructs becomes increasingly important.
This study investigated the constructs of LSP used by organizational leaders to influence KM workers to bring about KM success. This research revealed organizations wishing to secure, improved, or maintain KM success, should ensure their leaders: 1) are committed to KM, 2) encourage quality knowledge, and 3) promote knowledge use. With three fundamental goals in mind, it was empirically demonstrated that LSP was a factor of that success and was able to predict Leadership Commitment to KM, Knowledge Use, and Knowledge Content Quality. This research empirically demonstrated each of the LSP subconstructs influence the dimensions of KM success in different ways.
| Identifer | oai:union.ndltd.org:nova.edu/oai:nsuworks.nova.edu:gscis_etd-1297 |
| Date | 01 January 2013 |
| Creators | Scovetta, Vincent |
| Publisher | NSUWorks |
| Source Sets | Nova Southeastern University |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | CEC Theses and Dissertations |
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