Key points are not available for this paper at this time.
Purpose This is an empirical study of knowledge management performance (KMP) at a university and the purpose of this paper is to examine the relationship between knowledge management process (KMPR), KMP and job performance (JP). Design/methodology/approach The data were collected using a questionnaire, as the instrument for the primary data collection, with total collected back responses of 207 from university lecturers who have actually participated. Structural equation modeling technique was used to fully analyze the data in order to determine what level of the relationship between knowledge management (KM) and JP existed. Findings The main findings were related to confirming the two main hypotheses of the research that were related to testing if there were relationships between the KMPR (represented by seven surrogate measures, namely, knowledge identification, knowledge creation, knowledge collection, knowledge organizing, knowledge storage, knowledge dissemination and knowledge application) and KMP, as well as if the KMP was related to the JP. Originality/value This paper focuses on investigating the actual role of KM at a university, which is assumingly a knowledge factory. Contrary to the conventional wisdom that presumes the importance of KM and specially when there is no proper KM regiment in place, the paper reports the limited influence KM has on staff JP. It is one of the few studies that fills the gap in the literature concerned with the relationship between KM and JP and perhaps the first to provide insights about the KM intricacies at a Jordanian University.
Masa’deh et al. (Mon,) studied this question.