Title: Performance management and justice in knowledge management: a theoretical framework

Authors: Kin Lok Rocky Mak; Kuok-Kei Law

Addresses: Lee Shau Kee School of Business and Administration, Open University of Hong Kong, Good Shepherd Street, Ho Man Tin, Kowloon, Hong Kong; Institute of International Business and Governance, Good Shepherd Street, Ho Man Tin, Kowloon, Hong Kong ' Lee Shau Kee School of Business and Administration, Open University of Hong Kong, Good Shepherd Street, Ho Man Tin, Kowloon, Hong Kong; Institute of International Business and Governance, Good Shepherd Street, Ho Man Tin, Kowloon, Hong Kong

Abstract: The extant literature has attributed effective knowledge transfer to the attributes of the sender and the receiver, the relationship between the actors, and the attributes of the knowledge per se. However, contextual influences have been relatively under-studied. This paper integrates three under-explored but inter-related perspectives - the design of knowledge appropriation regime, the use of performance management strategies and the presence of justice climate - for better promotion and implementation of knowledge management practices within organisations. Specifically, we propose that the appropriate use of key performance indicators contributes to the construction of a well-designed knowledge appropriation scheme, which in turn helps develop a justice climate within the organisation that is able to enhance effective knowledge transfer among organisational members. The theoretical propositions offer insights to theory buildings in both knowledge and justice literatures.

Keywords: knowledge transfer; knowledge appropriation; performance management; justice climate; knowledge sharing; knowledge management; key performance indicator; rewards; motivation; organisational theories.

DOI: 10.1504/IJKMS.2018.091250

International Journal of Knowledge Management Studies, 2018 Vol.9 No.2, pp.144 - 163

Received: 17 Mar 2017
Accepted: 23 Aug 2017
Published online: 17 Apr 2018 *

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