Title: Knowledge management and organisational performance: the mediating role of the HPO framework

Authors: Ben Q. Honyenuga; Ronald S.J. Tuninga; Paul W.Th. Ghijsen

Addresses: Faculty of Business and Management Studies, Ho Polytechnic, Ghana ' Faculty of Business and Law, Kingston University London, Kingston Hill, UK ' Faculty of Management Science and Technology, Open University of the Netherlands, Netherlands

Abstract: This study focuses on the mediating role of the HPO framework between knowledge management and organisational performance in an emerging market. A cross-sectional survey was used to obtain data from 186 managers from the insurance industry. With the use of SmartPLS, the results of the study revealed that KM acquisition enablers and KM dissemination demonstrated direct relationships with organisational performance. The HPO factors of long-term orientation, continuous improvement and renewal as well as workforce quality demonstrated mediation between KM dimensions and organisational performance thereby suggesting a synergy for a model of high performance organisations. Since managers are confronted with the challenge of ensuring that their organisations become HPOs, this study provides insight into which indicators contribute to enhancing organisational performance and can be promoted to optimise HPOs. The study is one of a few studies that combine the HPO framework with KM to develop a model for HPOs in an emerging market context.

Keywords: knowledge management; HPO framework; high performance organisations; organisational performance; firm performance; insurance industry; emerging markets.

DOI: 10.1504/IJTTC.2016.079927

International Journal of Technology Transfer and Commercialisation, 2016 Vol.14 No.1, pp.75 - 95

Received: 23 Jun 2016
Accepted: 04 Aug 2016

Published online: 18 Oct 2016 *

Full-text access for editors Access for subscribers Purchase this article Comment on this article