In April 2016 Manchester eScholar was replaced by the University of Manchester’s new Research Information Management System, Pure. In the autumn the University’s research outputs will be available to search and browse via a new Research Portal. Until then the University’s full publication record can be accessed via a temporary portal and the old eScholar content is available to search and browse via this archive.

Knowledge Sharing by Using Knowledge Management Systems to Support Decision-Making Processes in Multinational Corporations

Abdelrahman, Mahmoud Mohamed

[Thesis]. Manchester, UK: The University of Manchester; 2013.

Access to files

Abstract

In the current global market, knowledge is viewed as a source of competitive advantage. In particular, it has become a crucial factor for Multinational Corporations (MNCs). MNCs are searching for appropriate ways to manage and use their knowledge effectively and efficiently. Their challenge is how to facilitate the sharing of knowledge and maximise the value from all available knowledge assets. In response to this, MNCs use Knowledge Management Systems (KMSs) for sharing, utilising and integrating knowledge as well as supporting Decision-making Processes. Therefore, the primary concern of this research is to examine knowledge sharing by using KMSs to support decision-making processes in MNCs. The study extends the existing literature on KMSs, knowledge sharing, and decision-making processes by proposing and empirically testing a new conceptual model in MNCs.For this purpose, a mixed-methods approach has been designed, combining semi-structured interviews and a questionnaire to collect data from MNCs participants from Europe and the Middle-East. In the first phase of this study, 42 semi-structured interviews were conducted with participants from 32 different MNCs in 12 countries to explore the main factors affecting knowledge sharing by using KMSs to support decision-making processes. A conceptual framework comprising four core dimensions was developed using thematic analysis. In the first dimension, Knowledge Management Systems, three themes were identified: technology acceptance, communication tools, and KMSs usage. In the second dimension, Knowledge Sharing Practices, the three themes were: content, willingness to share, and external factors. In Culture, the themes were: national culture, organisational culture, and information technology culture. In the fourth dimension, Decision-making Processes, extent of analysis and speed of decision-making were identified.This study went a step further than merely identifying the factors that affect KS. A conceptual model and twelve hypotheses were developed based on the findings of the thematic analysis, literature review, and the research objectives. The new model comprises seven constructs: organisational culture, perceived ease of use and perceived usefulness of using KMSs, KMSs usage, knowledge sharing, decision-making processes and organisational effectiveness. A survey was conducted to collect data on participants’ perceptions to test the model. Responses from 221 KMSs users were analysed. Structural equation modelling was conducted to test the hypothesised relationships. The results revealed that all hypotheses are statistically significant. KMSs usage and organisational culture have a positive and significant impact on knowledge sharing, with organisational culture having the largest impact. KMSs usage, knowledge sharing and organisational culture have a significant effect on decision-making processes; knowledge sharing has the biggest impact, followed by KMSs usage, and a marginally positive impact of organisational culture. Moreover, perceived ease of use has a strong and positive significant impact on the perceived usefulness of KMSs. Perceived usefulness, perceived ease of use, and organisational culture have a positive and significant effect on KMSs usage, with organisational culture having the largest impact. Finally, organisational culture, decision-making processes and perceived usefulness have a positive and significant impact on organisational effectiveness, but decision-making processes have the biggest impact.This study has practical implications for different stakeholders in MNCs, including managers, decision makers, KMSs designers, IT specialists, and consultants, in linking KMSs usage and knowledge sharing with decision-making processes and organisational effectiveness, and by focusing on organisational culture in knowledge management.

Bibliographic metadata

Type of resource:
Content type:
Form of thesis:
Type of submission:
Degree type:
Doctor of Philosophy
Degree programme:
PhD Business Administration
Publication date:
Location:
Manchester, UK
Total pages:
287
Abstract:
In the current global market, knowledge is viewed as a source of competitive advantage. In particular, it has become a crucial factor for Multinational Corporations (MNCs). MNCs are searching for appropriate ways to manage and use their knowledge effectively and efficiently. Their challenge is how to facilitate the sharing of knowledge and maximise the value from all available knowledge assets. In response to this, MNCs use Knowledge Management Systems (KMSs) for sharing, utilising and integrating knowledge as well as supporting Decision-making Processes. Therefore, the primary concern of this research is to examine knowledge sharing by using KMSs to support decision-making processes in MNCs. The study extends the existing literature on KMSs, knowledge sharing, and decision-making processes by proposing and empirically testing a new conceptual model in MNCs.For this purpose, a mixed-methods approach has been designed, combining semi-structured interviews and a questionnaire to collect data from MNCs participants from Europe and the Middle-East. In the first phase of this study, 42 semi-structured interviews were conducted with participants from 32 different MNCs in 12 countries to explore the main factors affecting knowledge sharing by using KMSs to support decision-making processes. A conceptual framework comprising four core dimensions was developed using thematic analysis. In the first dimension, Knowledge Management Systems, three themes were identified: technology acceptance, communication tools, and KMSs usage. In the second dimension, Knowledge Sharing Practices, the three themes were: content, willingness to share, and external factors. In Culture, the themes were: national culture, organisational culture, and information technology culture. In the fourth dimension, Decision-making Processes, extent of analysis and speed of decision-making were identified.This study went a step further than merely identifying the factors that affect KS. A conceptual model and twelve hypotheses were developed based on the findings of the thematic analysis, literature review, and the research objectives. The new model comprises seven constructs: organisational culture, perceived ease of use and perceived usefulness of using KMSs, KMSs usage, knowledge sharing, decision-making processes and organisational effectiveness. A survey was conducted to collect data on participants’ perceptions to test the model. Responses from 221 KMSs users were analysed. Structural equation modelling was conducted to test the hypothesised relationships. The results revealed that all hypotheses are statistically significant. KMSs usage and organisational culture have a positive and significant impact on knowledge sharing, with organisational culture having the largest impact. KMSs usage, knowledge sharing and organisational culture have a significant effect on decision-making processes; knowledge sharing has the biggest impact, followed by KMSs usage, and a marginally positive impact of organisational culture. Moreover, perceived ease of use has a strong and positive significant impact on the perceived usefulness of KMSs. Perceived usefulness, perceived ease of use, and organisational culture have a positive and significant effect on KMSs usage, with organisational culture having the largest impact. Finally, organisational culture, decision-making processes and perceived usefulness have a positive and significant impact on organisational effectiveness, but decision-making processes have the biggest impact.This study has practical implications for different stakeholders in MNCs, including managers, decision makers, KMSs designers, IT specialists, and consultants, in linking KMSs usage and knowledge sharing with decision-making processes and organisational effectiveness, and by focusing on organisational culture in knowledge management.
Thesis main supervisor(s):
Thesis co-supervisor(s):
Thesis advisor(s):
Language:
en

Institutional metadata

University researcher(s):

Record metadata

Manchester eScholar ID:
uk-ac-man-scw:205239
Created by:
Abdelrahman, Mahmoud
Created:
19th August, 2013, 01:27:23
Last modified by:
Abdelrahman, Mahmoud
Last modified:
4th June, 2015, 20:26:24

Can we help?

The library chat service will be available from 11am-3pm Monday to Friday (excluding Bank Holidays). You can also email your enquiry to us.