Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Soft organizational memory: a new insight using resource-based theory

Soft organizational memory: a new insight using resource-based theory This research aims to bridge the gap in the literature by developing a model to investigate individual work performance (IWP) within small and medium enterprises (SMEs) using soft organizational memory (OM) and additionally aims to test the role of learning and growth (LG) as a mediator in this relationship.Design/methodology/approachA questionnaire survey was developed and adopted from previous studies and distributed to a sample of 320 employees from middle and bottom management levels in Jordanian SMEs. Data were collected and analyzed to test the proposed model employing structural equation modeling (SEM) through AMOS23.FindingsThe study finds that soft-OM positively and directly impacts IWP and LG. Besides, the results show that LG directly affect IWP. Surprisingly, LG mediate the relationship between soft-OM and IWP within SMEs.Practical implicationsEstablishing a store for internal knowledge in such a progressively active environment is probably inadequate; however, knowledge needs to go beyond that among the firm and external structures such as clients, business allies and education and research organizations. This, in turn, will allow building streams of knowledge, consequently attaining an adequate level of performance.Originality/valueThe originality of the current study departs from the fact that stock and flow of knowledge are different. The knowledge stock is the collection of human capital that an organization's employees retain, such as employees' knowledge, capabilities and skills. In contrast, the flow of knowledge expresses the practices that allow the transfer of competence and experience across time, geography and organizations. The current research findings propose that the decomposed approach helps understand the multifaceted associations represented in the knowledge management (KM)–performance linkage that cannot be speculated utilizing a complex model. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Effectiveness: People and Performance Emerald Publishing

Soft organizational memory: a new insight using resource-based theory

Download PDF
24 pages

Loading next page...
 
/lp/emerald-publishing/soft-organizational-memory-a-new-insight-using-resource-based-theory-YCvGwnoDAT
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2051-6614
DOI
10.1108/joepp-12-2021-0351
Publisher site
See Article on Publisher Site

Abstract

This research aims to bridge the gap in the literature by developing a model to investigate individual work performance (IWP) within small and medium enterprises (SMEs) using soft organizational memory (OM) and additionally aims to test the role of learning and growth (LG) as a mediator in this relationship.Design/methodology/approachA questionnaire survey was developed and adopted from previous studies and distributed to a sample of 320 employees from middle and bottom management levels in Jordanian SMEs. Data were collected and analyzed to test the proposed model employing structural equation modeling (SEM) through AMOS23.FindingsThe study finds that soft-OM positively and directly impacts IWP and LG. Besides, the results show that LG directly affect IWP. Surprisingly, LG mediate the relationship between soft-OM and IWP within SMEs.Practical implicationsEstablishing a store for internal knowledge in such a progressively active environment is probably inadequate; however, knowledge needs to go beyond that among the firm and external structures such as clients, business allies and education and research organizations. This, in turn, will allow building streams of knowledge, consequently attaining an adequate level of performance.Originality/valueThe originality of the current study departs from the fact that stock and flow of knowledge are different. The knowledge stock is the collection of human capital that an organization's employees retain, such as employees' knowledge, capabilities and skills. In contrast, the flow of knowledge expresses the practices that allow the transfer of competence and experience across time, geography and organizations. The current research findings propose that the decomposed approach helps understand the multifaceted associations represented in the knowledge management (KM)–performance linkage that cannot be speculated utilizing a complex model.

Journal

Journal of Organizational Effectiveness: People and Performance – Emerald Publishing

Published: Sep 22, 2022

Keywords: Soft organizational memory (SOM); Individual work performance (IWP); Learning and growth (LG)

References

  • Factors and benefits of knowledge management practices by SMEs in Irbed District of Jordan: an empirical study
    Aamegdadi, Y.; Al-Sukkar, A.S.; Hammouri, M.A.
  • Knowledge management, decision-making style and organizational performance
    Abubakar, A.M.; Elrehail, H.; Alatailat, M.A.; Elçi, A.
  • Organizational learning: a socio-cognitive framework
    Akgün, A.E.; Lynn, G.S.; Byrne, J.C.
  • An investigation of knowledge brokering during service encounters
    Al Hawamdeh, N.; Hackney, R.
  • The impact of workforce agility on organizational memory
    Al-Faouri, A.H.; Al-Nsour, M.M.; Al-Kasasbeh, M.M.
  • The entrepreneurship of resource-based theory
    Alvarez, S.A.; Busenitz, L.W.
  • Organizational learning, innovative performance and the moderating effect of entrepreneurial orientation among Jordanian SMEs
    Alzuod, M.; Isa, M.; Othman, S.
  • Tacit knowledge: some suggestions for operationalization
    Ambrosini, V.; Bowman, C.
  • An organizational memory approach to information management
    Anand, V.; Manz, C.C.; Glick, W.H.
  • Structural equation modeling in practice: a review and recommended two-step approach
    Anderson, J.C.; Gerbing, D.W.
  • Linking knowledge management, organizational learning and memory
    Antunes, H.D.J.G.; Pinheiro, P.G.
  • Estimating nonresponse bias in mail surveys
    Armstrong, J.S.; Overton, T.S.
  • Implementing KM – a balanced scorecard approach
    Arora, R.
  • Performance evaluation in work settings
    Arvey, R.D.; Murphy, K.R.
  • Intangible sales team resources: investing in team social capital and transactive memory for market-driven behaviors, norms and performance
    Bachrach, D.G.; Mullins, R.R.; Rapp, A.A.
  • On the evaluation of structural equation models
    Bagozzi, R.P.; Yi, Y.
  • The balanced scorecard: judgmental effects of performance measures linked to strategy
    Banker, R.D.; Chang, H.; Pizzini, M.J.
  • Firm resources and sustained competitive advantage
    Barney, J.
  • The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations
    Baron, R.M.; Kenny, D.A.
  • Cognitive change, strategic action, and organizational renewal
    Barr, P.S.; Stimpert, J.L.; Huff, A.S.
  • Structural equation modelling: adjudging model fit
    Barrett, P.
  • Organizational learning: an exploration of organizational memory and its role in organizational change processes
    Bent, V.D.J.; Paauwe, J.; Williams, A.
  • Intellectual capital ROI: a causal map of human capital antecedents and consequents
    Bontis, N.; Fitz-enz, J.
  • Learning orientation, firm innovation capability, and firm performance
    Calantone, R.J.; Cavusgil, S.T.; Zhao, Y.
  • The modeling and assessment of work performance
    Campbell, J.P.; Wiernik, B.M.
  • Enhancing team creative performance through social media and transactive memory system
    Cao, X.; Ali, A.
  • How does knowledge management influence innovation and competitiveness?
    Carneiro, A.
  • Why open-mindedness needs time to explore and exploit knowledge
    Cegarra-Navarro, J.G.; Cepeda-Carrion, G.
  • The effect of organizational memory on organizational agility: testing the role of counter-knowledge and knowledge application
    Cegarra-Navarro, J.-G.; Martelo-Landroguez, S.
  • Influence of the open-mindedness culture on organizational memory: an empirical investigation of Spanish SMEs
    Cegarra-Navarro, J.G.; Sánchez-Polo, M.T.
  • Linking exploration with exploitation through relationship memory
    Cegarra-Navarro, J.G.
  • Tips to use partial least squares structural equation modelling (PLS-SEM) in knowledge management
    Cepeda-Carrion, G.; Cegarra-Navarro, J.-G.; Cillo, V.
  • The linkage between knowledge accumulation capability and organizational innovation
    Chang, S.C.; Lee, M.S.
  • An empirical investigation of KM styles and their effect on corporate performance
    Choi, B.; Lee, H.
  • A resource-based perspective on knowledge management capability and competitive advantage: an empirical investigation
    Chuang, S.H.
  • The complex resource-based view: implications for theory and practice in strategic human resource management
    Colbert, B.A.
  • A resource-based theory of the firm: knowledge versus opportunism
    Conner, K.R.; Prahalad, C.K.
  • IT's role in organizational memory and learning
    Croasdell, D.T.
  • Technology is not enough: improving performance by building organizational memory
    Cross, R.; Baird, L.
  • Organizational learning and strategic renewal
    Crossan, M.M.; Berdrow, I.
  • The knowledge based-view of the firm and its theoretical precursor
    Curado, C.; Bontis, N.
  • The relationships between organizational values, job satisfaction, organizational silence and affective commitment
    Demirtas, Z.
  • Annaul report
  • Application of the systemic lessons learned knowledge model for organisational learning through projects
    Duffield, S.M.; Whitty, S.J.
  • Putting IT in its place: a polemic for the nineties
    Earl, M.J.
  • Role of structural equation modeling in scale development
    Farooq, R.
  • An explanatory and predictive model for organizational agility
    Felipe, C.M.; Roldán, J.L.; Leal-Rodríguez, A.L.
  • How do organizations remember? The influence of organizational structure on organizational memory
    Fiedler, M.; Welpe, I.
  • Evaluating structural equation models with unobservable variables and measurement error
    Fornell, C.; Larcker, D.F.
  • Personality, learning style and work performance
    Furnham, A.; Jackson, C.J.; Miller, T.
  • Structural equation modeling and regression: guidelines for research practice
    Gefen, D.; Straub, D.; Boudreau, M.C.
  • Learning from abroad: an interdisciplinary exploration of knowledge transfer in the transport domain
    Glaser, M.; Blake, O.; Bertolini, L.; te Brömmelstroet, M.; Rubin, O.
  • The influence of organizational values on job satisfaction of employees
    Gorenak, M.; Edelheim, J.R.; Brumen, B.
  • A resource-based framework for assessing the strategic advantages of family firms
    Habbershon, T.G.; Williams, M.L.
  • Open and closed knowledge sourcing: their effect on innovation performance in small and medium enterprises
    Ham, J.; Choi, B.; Lee, J.N.
  • Relationships between external knowledge, internal innovation, firms' open innovation performance, service innovation and business performance in the Pakistani hotel industry
    Hameed, W.U.; Nisar, Q.A.; Wu, H.C.
  • Structural inertia and organizational change
    Hannan, M.; Freeman, J.
  • Managing organizational memory with intergenerational knowledge transfer
    Harvey, J.
  • Beyond Baron and Kenny: statistical mediation analysis in the new millennium
    Hayes, A.F.
  • A new criterion for assessing discriminant validity in variance-based structural equation modeling
    Henseler, J.; Ringle, C.M.; Sarstedt, M.
  • Organizational learning: the contributing processes and the literature
    Huber, G.P.
  • Market knowledge diffusion and business performance
    Hughes, P.; Morgan, R.E.; Kouropalatis, Y.
  • Knowledge-processing capabilities and innovative performance: an empirical study
    Jantunen, A.
  • The importance of knowledge management in Organizations–with emphasis on the balanced scorecard learning and growth Perspective
    Jelenic, D.
  • Measuring the strategic readiness of intangible assets
    Kaplan, R.S.; Norton, D.P.
  • Organizational inertia and momentum: a dynamic model of strategic change
    Kelly, D.; Amburgey, T.L.
  • The relationships between perceived team psychological safety, transactive memory system, team learning behavior and team performance among individual team members
    Kim, S.M.; Kim, M.J.; Jo, S.J.
  • Improving SME performance through organizational memory: the role of open-mindedness culture
    Kmieciak, R.
  • Management and the learning process
    Kolb, D.A.
  • Conceptual frameworks of individual work performance: a systematic review
    Koopmans, L.; Bernaards, C.M.; Hildebrandt, V.H.; Schaufeli, W.B.; de Vet Henrica, C.W.; van der Beek, A.J.
  • Construct validity of the individual work performance questionnaire
    Koopmans, L.; Bernaards, C.M.; Hildebrandt, V.H.; De Vet, H.C.; Van der Beek, A.J.
  • Absorptive capacity, learning, and performance in international joint ventures
    Lane, P.J.; Salk, J.E.; Lyles, M.A.
  • Organizational memory and new product development performance: investigating the role of organizational ambidexterity
    Lee, K.; Kim, Y.; Joshi, K.
  • How knowledge transfer impacts performance: a multilevel model of benefits and liabilities
    Levine, S.S.; Prietula, M.J.
  • Innovating via building absorptive capacity: interactive effects of top management support of learning, employee learning orientation and decentralization structure
    Li, C.; Sun, L.Y.; Dong, Y.
  • Linking knowledge management orientation to balanced scorecard outcomes
    Lin, H.F.
  • Managing indigenous knowledge for sustainable agricultural development in developing countries: knowledge management approaches in the social context
    Lwoga, E.T.; Ngulube, P.; Stilwell, C.
  • Determinants and impact of training: the case of SMEs in Jordan
    Magableh, I.K.; Kharabsheh, R.; Al-Zubi, K.A.
  • The impact of knowledge management on customer relationship management: a case from the fast food industry in Jordan
    Mahawrah, F.; Shehabat, I.; Abu-Shanab, E.
  • Managerial tacit knowledge, individual performance, and the moderating role of employee personality
    Manaf, H.A.; Armstrong, S.J.; Lawton, A.; Harvey, W.S.
  • Knowledge management and organizational performance: a decomposed view
    Mills, A.M.; Smith, T.A.
  • How does the computer-based repository augment organizational memory of the failure learning activity in the Japanese company?
    Nagayoshi, S.; Nakamura, J.
  • Knowledge hiding and knowledge hoarding: a systematic literature review
    Oliveira, M.; Curado, C.; de Garcia, P.S.
  • High performance work systems and organizational values: resource-based view considerations
    Özçelik, G.; Aybas, M.; Uyargil, C.
  • Organizational memory formation and its use in construction
    Ozorhon, B.; Dikmen, I.; Birgonul, M.T.
  • The cornerstones of competitive advantage: a resource-based view
    Peteraf, M.A.
  • Self-reports in organizational research: problems and prospects
    Podsakoff, P.M.; Organ, D.W.
  • The contributions of industrial organization to strategic management
    Porter, M.E.
  • SPSS and SAS procedures for estimating indirect effects in simple mediation models
    Preacher, K.J.; Hayes, A.F.
  • Addressing moderated mediation hypotheses: theory, methods, and prescriptions
    Preacher, K.J.; Rucker, D.D.; Hayes, A.F.
  • The influence of deliberations on learning in new product development teams
    Purser, R.E.; Pasmore, W.A.; Tenkasi, R.V.
  • From old to new learning: global imperatives, exemplary Asian dilemmas and ICT as a key to cultural change in education
    Richards, C.
  • Choosing PLS path modeling as analytical method in European management research: a realist perspective
    Rigdon, E.E.
  • A resource-based approach to the multibusiness firm: empirical analysis of portfolio interrelationships and corporate financial performance
    Robins, J.; Wiersema, M.F.
  • An empirical study of the effect of knowledge management processes at individual, group, and organizational levels
    Sabherwal, R.; Becerra-Fernandez, I.
  • Promoting employee's proenvironmental behavior through green human resource management practices
    Saeed, B.B.; Afsar, B.; Hafeez, S.; Khan, I.; Tahir, M.; Afridi, M.A.
  • Guidelines for treating unobserved heterogeneity in tourism research: a comment on Marques and Reis (2015)
    Sarstedt, M.; Ringle, C.M.; Gudergan, S.
  • Evaluating the fit of structural equation models: tests of significance and descriptive goodness-of-fit measures
    Schermelleh-Engel, K.; Moosbrugger, H.; Müller, H.
  • Use of structural equation modeling in human development research
    Shek, D.T.L.; Yu, L.
  • When CSR is a social norm: how socially responsible human resource management affects employee work behavior
    Shen, J.; Benson, J.
  • Asymptotic confidence intervals for indirect effects in structural equation models
    Sobel, M.E.
  • Organizational knowledge, collective practice and penrose rents
    Spender, J.C.
  • Actualizing organizational memory with information systems
    Stein, E.W.; Zwass, V.
  • Transfer of information technology to the Arab world: a test of cultural influence modeling
    Straub, D.; Loch, K.D.; Hill, C.E.
  • The influence of intellectual capital on the types of innovative capabilities
    Subramaniam, M.; Youndt, M.A.
  • Training, knowledge sharing, and quality of work-life on civil servants performance in Indonesia
    Tamsah, H.; Yusriadi, Y.; Farida, U.
  • Dynamic capabilities and entrepreneurial management in large organizations: toward a theory of the (entrepreneurial) firm
    Teece, D.J.
  • The impact of knowledge management factors in organizational sustainable competitive advantage
    Torres, A.I.; Ferraz, S.S.; Santos-Rodrigues, H.
  • Organizational memory
    Walsh, J.P.; Ungson, G.R.
  • What are the biggest obstacles to growth of SMEs in developing countries?–An empirical evidence from an enterprise survey
    Wang, Y.
  • Knowledge management orientation: construct development and empirical validation
    Wang, C.L.; Ahmed, P.K.; Rafiq, M.
  • Effect of transactive memory systems on team performance mediated by knowledge transfer
    Wang, Y.; Huang, Q.; Davison, R.M.; Yang, F.
  • How entrepreneurial actions transform customer capital through time: exploring and exploiting knowledge in an open-mindedness context
    Wensley, A.K.P.; Cegarra-Navarro, J.G.; Cepeda-Carrión, G.; Millán, A.G.L.
  • Human resources and sustained competitive advantage: a resource-based perspective
    Wright, P.M.; McMahan, G.C.; McWilliams, A.
  • Development of transactive memory systems and collective mind in virtual teams
    Yoo, Y.; Kanawattanachai, P.
  • The moderating impact of organizational identity strength between strategic improvisation and organizational memory and their effects on competitive advantage
    Yu, S.; Zhang, Y.; Yu, J.; Yang, X.; Mardani, A.
  • Multinational organization context: implications for team learning and performance
    Zellmer-Bruhn, M.; Gibson, C.
  • Reconsidering Baron and Kenny: myths and truths about mediation analysis
    Zhao, X.; Lynch, J.G.; Chen, Q.
  • Contribution of knowledge management activities to organizational business performance
    Chen, L.; Mohamed, S.
  • Measuring knowledge management performance using a competitive perspective: an empirical study
    Chen, M.Y.; Huang, M.J.; Cheng, Y.C.
  • Capabilities, processes, and performance of knowledge management: a structural approach
    Lee, Y.C.; Lee, S.K.
  • Measuring and benchmarking intellectual capital
    Marr, B.
  • Is lack of funds the main obstacle to growth? EBRD's experience with small-and medium-sized businesses in Central and Eastern Europe
    Pissarides, F.
  • Bureaucracies remember, post-bureaucratic organizations forget?
    Pollitt, C.