KMPI: measuring knowledge management performance

By Kun Chang Lee, Sangjae Lee, Inwon Kang. Information Manager (The), 2005

630 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/80073b2f70286223a90fe6efc7b4463645d4ee0d

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Citations in the corpus

The correlation between organizational culture and knowledge conversion on corporate performance (2010, background): “…with an emphasis on short-term indicators such as profit, turnover, cash flow and share prices, are not fully suitable for measuring corporate performance; non-financial measures such as customers, investors, and stakeholders have become increasingly important (Edvinsson, 1997; Lee et al., 2005).”
The relationship between innovation, knowledge, and performance in family and non-family firms: an analysis of SMEs (2013, background): “The notion of how knowledge is acquired and how it is assembled and restructured can provide a competitive advantage for a company (Lee et al. 2005) and may provide an interesting future study.”
Knowledge management and measurement: a critical review (2013, background): “…seeing knowledge through this relational hierarchy, other authors define it as a state of mind (Schubert et al., 1998), a process (Zack, 1999), an object (Zack, 1999), a condition of access (McQueen, 1998), or a capability (Carlsson et al., 1996), among other definitions (Chang Lee et al., 2005).”
Interpreting the impact of knowledge management processes on organizational performance in Chinese higher education: mediating role of knowledge worker productivity (2020, methodology): “Utilization had five items adapted from Lee, Lee, and Kang (2005) and Huang and Li (2009).”
Measuring KMS success: A respecification of the DeLone and McLean's model (2006, background): “However, despite their rapid diffusion across corporations, knowledge management literature has mainly focused on general conceptual principles or case studies of knowledge management initiatives in major organizations [18,28].”
Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan (2009, background): “In the innovation process, knowledge sharing has an important bearing on performance (Lee et al., 2005).”