Main Nase Alolayyan; Alalawin, Abdallah Hassan; Alyahya, Mohammad S.; Qama ,
Ahmad
A icle
The impac o knowledge managemen p ac ice on he
hospi al pe o mance in Abu Dhabi
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Main Nase Alolayyan; Alalawin, Abdallah Hassan; Alyahya, Mohammad
S.; Qama , Ahmad (2020) : The impac o knowledge managemen p ac ice on he hospi al
pe o mance in Abu Dhabi, Cogen Business & Managemen , ISSN 2331-1975, Taylo & F ancis,
Abingdon, Vol. 7, Iss. 1, pp. 1-17,
h ps://doi.o g/10.1080/23311975.2020.1827812
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/244970
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
Full Te ms & Condi ions o access and use can be ound a
h ps://www. and online.com/ac ion/jou nalIn o ma ion?jou nalCode=oabm20
Cogen Business & Managemen
ISSN: (P in ) (Online) Jou nal homepage: h ps://www. and online.com/loi/oabm20
The impac o knowledge managemen p ac ice on
he hospi al pe o mance in Abu Dhabi
Main Nase Alolayyan, Abdallah Hassan Alalawin, Mohammad S. Alyahya &
Ahmad Qama |
To ci e his a icle: Main Nase Alolayyan, Abdallah Hassan Alalawin, Mohammad S.
Alyahya & Ahmad Qama | (2020) The impac o knowledge managemen p ac ice on he
hospi al pe o mance in Abu Dhabi, Cogen Business & Managemen , 7:1, 1827812, DOI:
10.1080/23311975.2020.1827812
To link o his a icle: h ps://doi.o g/10.1080/23311975.2020.1827812
© 2020 The Au ho (s). This open access
a icle is dis ibu ed unde a C ea i e
Commons A ibu ion (CC-BY) 4.0 license.
Published online: 15 Oc 2020.
Submi you a icle o his jou nal
A icle iews: 2284
View ela ed a icles
View C ossma k da a
MANAGEMENT | RESEARCH ARTICLE
The impac o knowledge managemen p ac ice
on he hospi al pe o mance in Abu Dhabi
Main Nase Alolayyan
1
*, Abdallah Hassan Alalawin
2
, Mohammad S. Alyahya
1
and
Ahmad Qama
2
Abs ac : This s udy p oposes a concep ual model ha simul aneously in ol es i e
ac o s o Knowledge Managemen (KM) and six ac o s o Hospi al Pe o mance
(HP), in hei espec i e cons uc s. The signi icance o his model is ha i has
logically linked he cons uc s o bo h KM and HP. Explo a o y ac o analysis,
eliabili y analysis p ocedu e, and cons uc alidi y p ocedu es ha e been used o
e i y and alida e he unde lying dimensions o KM and HP. The ela ionship has
been analyzed h ough S uc u al Equa ion Modeling app oaches, in he las s age
o he da a analysis, he esul s ound ha only h ee a iables o KM cons uc ha e
a signi ican di ec ional impac on he only h ee a iables o HP cons uc e ec s.
Fu he , he in-dep h da a analysis has e ealed ha he h ee a iables o KM
cons uc ha e a s a is ically signi ican in luence on he h ee a iables o HP
cons uc . The s a is ically igo ous and s ong esul s ob ained in his s udy sugges
ha his concep ual model can be used as a managemen ool o assess
ABOUT THE AUTHOR
Main Nase Alolayyan/ Jo dan Uni e si y o
Science and Technology (JUST). An assis an
p o esso a he Heal h Managemen and Policy
Depa men . His a eas o in e es and esea ch
encompass: Heal h Knowledge managemen ,
heal h ope a ions managemen , heal h quali y
managemen , ope a ional lexibili y, se ice
quali y and managemen , supply chain man-
agemen , lean se ice, six sigma, human
esou ce managemen , and Small Medium
En ep eneu ship.
Abdallah Alalawin/ Hashemi e Uni e si y. An
Assis an P o esso a he Depa men o Indus ial
Enginee ing. His a eas o in e es : Supply Chain
managemen and in elligen sys ems.
D . Mohammad Alyahya/ Jo dan Uni e si y o
Science and Technology (JUST). An associa e p o-
esso a he depa men o Heal h Managemen
and Policy/Facul y o Medicine. His esea ch in e -
es s include Heal h policy, heal h sys ems, p og am
and p ojec managemen , change managemen ,
and Heal h in o ma ics.
Ahmad M. Qama / Hashemi e Uni e si y. A ull-
ime lec u e in he Depa men o Indus ial
Enginee ing. Besides eaching, he is in e es ed in
conduc ing esea ch conce ned wi h ope a ions
esea ch, and o he indus ial enginee ing
applica ions.
PUBLIC INTEREST STATEMENT
The Majo i y o he new ends in he o ganiza ion
managemen sys ems conside knowledge as one
o he main asse s hey ha e. How o u ilize his
knowledge o imp o e he o ganiza ion’s pe o -
mance is a esea chable a ea, whe e o ganiza-
ions in es mo e and mo e o ocus on i . The
ocus o his pape is o in es iga e he linkage
be ween Knowledge Managemen and Hospi al
Pe o mance. This esea ch p o ides empi ical
e idence o he di ec impac s o Knowledge
Managemen on he Hospi al Pe o mance. The
sugges ed model can be used as a managemen
ool o assess hospi al pe o mance, which can be
used o imp o e hospi al pe o mance and
e iciency.
Alolayyan e al., Cogen Business & Managemen (2020), 7: 1827812
h ps://doi.o g/10.1080/23311975.2020.1827812
Page 1 o 17
Recei ed: 24 Janua y 2020
Accep ed: 18 Sep embe 2020
*Co esponding au ho : Main Nase
Alolayyan, Facul y o Medicine,
Jo dan Uni e si y o Science and
Technology, Jo dan
E-mail: [email p o ec ed]
Re iewing edi o :
Pan ea Fo oudi, MBT, Middlesex
Uni e si y, London UK
Addi ional in o ma ion is a ailable a
he end o he a icle
© 2020 The Au ho (s). This open access a icle is dis ibu ed unde a C ea i e Commons
A ibu ion (CC-BY) 4.0 license.
pe o mance. The signi ican impac o KM on HP has been a gued o be posi i e.
The alue o he pape is ha i cla i ies he in luence o KM on HP in Abu-Dhabi
hospi als which can be used o imp o e hospi al pe o mance and e iciency.
Subjec s: Heal hca e Adminis a ion and Managemen ; Quali y o Li e; Heal h
Communica ion; Heal h In o ma ics and S a is ics
Keywo ds: Knowledge Managemen (KM); hospi al; pe o mance; Abu-Dhabi; s uc u e
equa ion modeling
1. In oduc ion
The p ac ice o knowledge managemen (KM) has gained much impo ance in he las ew decades.
Knowledge managemen (KM) has become a p ima y ool o o ganiza ions ha seek o ope a e a an
op imal le el and mee he maximum sa is ac ion o all cus ome s. Knowledge managemen (KM) is
la gely conside ed as a na u al p ocess ha p e ails in all p esen -day mode n o ganiza ions. Fu he ,
i is an in eg a ed sys em ha signi ican ly combines human esou ces, p ocesses, and s a e o a
wi hin an o ganiza ion o achie ing long- e m and sus ainable goals h ough imp o ing o ganiza-
ional pe o mance based on lea ning. I is belie ed ha knowledge managemen simul aneously
wo ks as a i al esou ce o he o ganiza ion and allows o ganiza ions o be e compe e in he ma ke
(Tan & Nasu din, 2011). Imp o ing he knowledge managemen o he inancial sec o has become
a main issue o cus ome s, hospi al owne s, go e nmen s, and manage s. Today, knowledge man-
agemen has come o ha e a di ec e ec on o ganiza ional pe o mance. An ample body o p e ious
li e a u e on he cu en a ea o in e es has e ealed ha KM plays a i al ole in signi ican ly
imp o ing o ganiza ional pe o mance, along wi h p o iding a clea answe o he ques ion: “How
can he o ganiza ion enhance i s o ganiza ional capabili ies, esul ing in he enhancemen o in e nal
pe o mance and ex e nal compe i i eness?”
2. Li e a u e e iew and heo e ical amewo k
The e alua ion o KM pe o mance in o ganiza ions has been a main poin o ocus in he p e ious
li e a u e. On one hand, s udies such as L.-C. Wu e al. (2008) ha e app oached his issue wi h he
concep o using accoun and inance echniques o measu e in ellec ual capi al and/o knowledge
asse s, and ha e adop ed he eal op ions me hodology o p oduce a inancial me hod o e alua ing
knowledge-based o ganiza ions. On he o he hand, o he s udies in he li e a u e ha e explici ly ocused
on he ela ionship be ween KM and o ganiza ional pe o mance using o e all business measu es such
as p o i abili y, p oduc i i y, and ma ke pe o mance (Anan a mula & Kanungo, 2006; Gold e al., 2001;
Iqbal e al., 2019; Kiessling e al., 2009; Payal e al., 2019). Fo example, Gold e al. (2001) ca ied ou
a su ey-based s udy in which hey es ed a model o he ela ionship be ween KM and o ganiza ional
capabili ies, including in as uc u e and p ocesses capabili ies and o ganiza ional e ec i eness, Iqbal
e al. (2019) es ed he di ec ela ion be ween KM p ocesses and Hospi al pe o mance (HP), hei
inding is ha p ocesses in luence di ec ly and indi ec ly h ough inno a ion and in ellec ual capi al,
Payal e al. (2019) in es iga ed he dynamic ela ionships KM cons uc s and hei links o HP using
a holis ic in eg a ed model, a signi ican posi i e ela ionship is ound. Howe e , i is wo h men ioning
ha many o hese s udies ha e ended o o e look he complexi y o he ela ionship be ween KM and
business pe o mance and ha e no p o ided p ac i ione s wi h su icien necessa y ou pu o help hem
de elop and moni o Knowledge Managemen Assessmen s (KMAs).
The e o e, o mo e in-dep h analysis o he phenomenon, o he s udies ha e ins ead ocused on
he ela ionship be ween KM and inno a ion, he la e being conside ed a di ec ou come o he
o me . Resea che s o such s udies belie e ha knowledge and inno a ion a e in e ela ed
(Mu o ec & P odan, 2009) and iew knowledge as a p ima y ac o o inno a ion (Abbas &
Sağsan, 2019; B and, 1998; Elmo shidy, 2018; Hassan & Raziq, 2019; Kuma , 2016; Susan y e al.,
2019). Fo example, Susan y e al. (2019) ound ha inno a ion pe o mance will dec ease by
Alolayyan e al., Cogen Business & Managemen (2020), 7: 1827812
h ps://doi.o g/10.1080/23311975.2020.1827812
Page 2 o 17
compensa ing knowledge imp o emen . On he o he side Hassan and Raziq (2019) ound
a posi i e associa ion be ween KM and adical inno a ion.
KM can hus be conside ed an o ganiza ional mechanism o he con inual p omo ion and
de elopmen o inno a ion (Chang & Chen, 2004). In suppo o he ela ionship be ween knowl-
edge and inno a ion, nume ous well-o ganized impe ial s udies ha e e ealed ha knowledge
managemen -d i en o ganiza ions end o exhibi highe le els o inno a ion (A ias (A anda &
Molina-Fe nández, 2002; Da och, 2003, 2005; Hassan & Raziq, 2019; Iqbal e al., 2019; Singh e al.,
2019). Some case-based s udies ha e explo ed his link in inno a ion-d i en business p ocesses
such as esea ch de elopmen and new p oduc de elopmen in knowledge-in ensi e businesses
such as elecommunica ion (Akeke & Olayiwola, 2019; Gyemang & Emeagwali, 2020; Massey e al.,
2002) and IT (Kodama, 2006).
On he o he side o he spec um, o he esea che s hold he iew ha he nexus be ween
inno a ion and pe o mance managemen is a he simple and di ec han complex. In hei wo k,
Jiménez-Jimenez e al. (2008) explici ly s a e ha o many o ganiza ions, being inno a i e is no
enough o success. In hei 2005 s udy, Vijande e al. (2005) shed ligh on he ela ionship
be ween inno a ion, ma ke o ien a ion (MO), and pe o mance and a gued ha pe o mance
needs an o ganiza ional abili y o an icipa e, espond, and signi ican ocus on en i onmen al
issues as such is concep ually bound o local en i onmen al s a egy, and Ud iyah e al. (2019)
a gue he ela ionship be ween ma ke o ien a ion (MO) and inno a ion wi h business pe o -
mance which hey ha e a signi ican di ec and indi ec h ough compe i i e ad an age.
Though i is ag eed ha he ela ionship be ween KM and pe o mance is in e wined wi h he
use o inno a ion and MO as media ing a iables be ween o ganiza ional lea ning and pe o -
mance (Hu ley & Hul , 1998; Jiménez-Jimenez e al., 2008; Ud iyah e al., 2019). MO was no
included in his esea ch model. This is because MO places in ensi e ocus on cus ome needs
whils g ea ly o e looking o he signi ican en i onmen al changes b ough abou by ac o s such
as new echnologies, legal ci cums ances, social de elopmen , me ge s, consolida ions, e c. (Nzewi
& Moneme, 2016; O e by e al., 2005).
An agili y li e a u e e iew e ealed ha many esea che s iew ha KM has become
a undamen al ac o o business p ospe i y. Mode n o ganiza ions a e o ced o deal wi h an
inc easingly uns able en i onmen b ough by globaliza ion, ad ances in IT, and ise in li ing
s anda ds, inc eased egula ions and co po a e go e nance demands, less cohesion in social
alues, and he ise o pos -mode nism (Cai e al., 2019; Nzewi & Moneme, 2016; O e by e al.,
2005; Sambamu hy e al., 2003; Wo ley & Lawle , 2010). Cai e al. (2019) in es iga ed how o
le e age KM and IT capabili y o build agili y in he con ex o inno a ion.
Agili y is a e m used o e e o a i m’s le el o awa eness o compe i i e oppo uni ies and h ea s
and i s abili y o use his awa eness in aking inno a i e, compe i i e decisions such as in oducing
new p oduc s, making new p ocess imp o emen s, and o ming new alliances (Saha, 2017;
Sambamu hy e al., 2003). This awa eness and he esponse o his awa eness a e wo undamen al
ac o s ha demons a e he in e - ela edness o agili y and inno a ion (Cai e al., 2019). Do e (1999)
de ined “ esponse-abili y” as he physical abili y o ac h ough inno a ions and “sensing abili y” as he
KM abili ies equi ed o ind app op ia e ac o s o ac on. Ma hews and Ha is (2006) a gued ha agile
o ganiza ions a e usually knowledge d i en. Such o ganiza ions h i e on he abili y o eac apidly o
en i onmen al changes by ga he ing necessa y knowledge and asse s and hen making inno a i e
changes (Raschke, 2010). P ac i ione s in he ields o KM, IT, and s a egy (Tallon e al., 2019; Van
Oos e hou e al., 2006) and academics (Do e, 1999; O e by e al., 2005; Saha, 2017) ha e come o
iew agili y as he s a egic pe spec i e ha uly cap u es he signi icance o KM. Thus, in ou cu en
s udy, we ha e aken agili y o be he le el a which he o ganiza ion inally links KM o pe o mance.
Alolayyan e al., Cogen Business & Managemen (2020), 7: 1827812
h ps://doi.o g/10.1080/23311975.2020.1827812
Page 3 o 17

Finally, e y ew s udies ocus on he ela ion be ween KM and hospi al pe o mance. Najmi e al.
(2018) ound ha KM has no signi ican e ec on hospi al pe o mance, and his esul was agains
he mos commen esul which indica es ha he e is a signi ican ela ion be ween KM and HP
like Liu e al. (2005), Zheng e al. (2010), and Ud iyah e al. (2019), ano he s udy by Tang (2017)
and I.-L. Wu and Hu (2012) ound ha KM has a signi ican e ec on hospi al pe o mance, and
many o he s udies suppo he same esul in heal hca e sec o . (Achmad & G ace, 2019; J.-L.
Chen, 2017; Ka ama e al., 2019)
3. Me hodology
In his sec ion, he me hodology o he cu en s udy is discussed in de ail. P ocedu es and
p ocesses in ol ed in de eloping and choosing he ins umen used o da a collec ion a e ou -
lined. Finally, he alidi y es and eliabili y es es ima es o he ins umen , he p ocedu e o
da a collec ion, and he comple e da a analysis p ocess a e explained.
3.1. Resea ch se ing
The esea ch se ing e e s o he place ha can be seen as he physical, social, and cul u al si e
whe e he da a a e collec ed. This s udy was conduc ed in i e hospi als (p i e and go e nmen ) in
Abu Dhabi emi a e, he s a which pa icipa ed in he s udy om many a ious depa men s in he
hospi als, he s udy objec i e o de e mine he ela ionship be ween Knowledge managemen
p ac ice and hospi al pe o mance.
3.2. Resea ch design
A esea ch design is explo a o y esea ch ha esea che s use o conduc a scien i ic s udy. I is
he o e all synch oniza ion o iden i ied componen s and da a esul ing in a plausible ou come.
A esea ch design is de ined as he gene al main plan o how a esea che will go abou
answe ing he esea ch ques ions ha she o he has se (Saunde s e al., 2016). Consequen ly,
he esea ch design has wo main unc ions: he i s is o emphasize he impo ance o quali y in
hese p ocedu es o ensu e hei alidi y, objec i i y and accu acy, and he second is he iden i i-
ca ion and de elopmen o p ocedu es and logis ical a angemen s equi ed o unde ake a s udy
(Kuma , 2005).
In ou esea ch, quan i a i e esea ch was used by implemen ing expe imen al design esea ch; o
his esea ch o allow o es ing o he ela ionship and es ablishing cause and e ec s on he
esea ch ques ion (Saunde s e al., 2016). The s udy u ilized his design o iden i y and desc ibe he
e ec s o knowledge managemen p ac ice on hospi al pe o mance in Abu Dhabi emi a e hospi als.
3.3. S udy popula ion
The popula ion is desc ibed as all membe s o he s udy communi y, as well as any well-de ined
ca ego y o people, e en s o hings ha a e allo ed and gene alized abou i , on he o he hand,
a sample is de ined as a pa o he popula ion o a small g oup ha is obse ed and iden i ied in
a esea ch s udy (Manoha an, 2010). The a ge popula ion in s a is ics is he speci ic popula ion
abou which in o ma ion is desi ed. Popula ion s udies also called census a e mo e ep esen a i e
because e e yone has an equal chance o be included in he inal sample ha is d awn acco ding
o Mugenda (2003), he a ge popula ion o his s udy consis ed o hospi als medical s a and
s a om many a ious depa men s.
3.4. Sample and sampling echniques
Sampling is de ined as a delica e p ocess o selec ing speci ic membe s o a subse o he o al
popula ion o make in e ences and s a is ical s udies om hem and o es ima e gene al cha -
ac e is ics o he en i e communi y. Resea che s use all sampling ypes on a social science and
ma ke esea ch, so ha hey do no need o s udy all membe s o he popula ion o each gene al
judgmen s. I is also a me hod ha has he quali ies o being bo h ime and cos -e ec i e and
hus o ms an impo an basis o any esea ch design.
Alolayyan e al., Cogen Business & Managemen (2020), 7: 1827812
h ps://doi.o g/10.1080/23311975.2020.1827812
Page 4 o 17
Gy (1992) a gues ha he comp ehensi eness o a s udy sample is undamen al o i s eliabili y, as
i allows o he gene aliza ion o he s udy indings. Though sample sizes may di e depending on he
ype o esea ch in ques ion, he ideal sample size, i e obse a ions o each independen a iable 5:1
is usually he a io used o de e mine s a is ical powe (sample size) (Hai , 2009). In acco dance wi h
he abo e condi ion, he esea che selec ed a mode a e ye app op ia e sample size o 200 espon-
den s om he i e hospi als; howe e , only 200 esponses we e e u ned back o analysis.
Pa icipan s we e chosen om a lis o he a ge ed popula ion o he s udy using a s a i ied andom
sampling echnique (s a i ied andom sampling is a me hod whe e he popula ion can be di ided in o
smalle g oups, ha don’ o e lap bu ep esen he en i e popula ion oge he . While sampling, hese
g oups can be o ganized and hen d aw a sample om each g oup sepa a ely).
The sampling echniques ocused mainly on ce ain demog aphic cha ac e is ics o he esea ch
popula ion, namely Gende [Male—122 (61%), Female—78 (39%)]; Age [20–35 y s—170 (85%),
36–50 y s—27 (13.5 %), 51–65 y s—3 (1.5%)]; Le el o Educa ion [Diploma—11 (5.5%), G adua e—
85 (42.5%), Pos g adua e—104 (52)]; P o ession [Manage —2 (1 %), Senio O ice —26 (13 %),
Head o Depa men —33 (16.5 %), Supe iso —25 (12.5 %), adminis a o s—83 (41.5 %), Heal h
Managemen S a —31 (15.5%)]; and Yea s o Expe ience [2 y s o less han 2 y s—56 (28%),
3–5 y s—66 (33 %), 6–10 y s—63 (31.5 %), and 11–25 y s—15 (7.5 %)]. Table 1 p esen s de ails on
he esea ch sample selec ed o his s udy.
The s udy sample consis ed o 200 esponden s, 27 (13.5 %) om Al Co niche Hospi al, 85
(42.5%) om Sheikh Khali a Medical Ci y, 33 (16.5 %) om Li eline Hospi al, 30 om (15 %) Al
Salam Hospi al, and he emaining 25 (12.5%) om Ma a aq Hospi al. Table 2 p esen s a summa y
o he s udy sample size.
The olun ee s in ol ed in he esea ch we e s a om he i e hospi als which was selec ed. The
i e hospi als we e s ic ly which con o med o he key c i e ia used o sample selec ion in his s udy.
Table 1. Sample s a is ics o he esponden s
F equency (N) Pe cen age %
Gende Male 122 61
Female 78 39
Age (yea s) 20–35 170 85
36–50 27 13.5
51–65 3 1.5
Educa ion le el Diploma 11 5.5
G adua e 85 42.5
Pos g adua e 104 52
P o ession Manage s 2 1
Senio O ice s 26 13
Head o Depa men s 33 16.5
Supe iso s 25 12.5
Adminis a o 83 41.5
Heal h Managemen S a 31 15.5
Expe iences 2 yea s o Less han
2 yea s
56 28
3–5 yea s 66 33
6–10 yea s 63 31.5
11–25 yea s 15 7.5
To al 200 100%
Alolayyan e al., Cogen Business & Managemen (2020), 7: 1827812
h ps://doi.o g/10.1080/23311975.2020.1827812
Page 5 o 17
3.5. S udy a iables
I was ini ially en isaged ha he only dependen a iable in he s udy was hospi al pe o mance
and he independen a iable was knowledge managemen p ac ice. Li e a u e, as well as indings,
con i med ha all a iables i.e. knowledge managemen p ac ices and heal h in o ma ion man-
agemen a e posi i e in luence on he o ganiza ion pe o mance as gene al, and hospi al pe o -
mance as special case. Independen a iables we e con i med o ela e well wi h dependen
a iables o p oduce meaning ul esul s.
The su ey ool is a ool o he con inuous implemen a ion o a igo ous scien i ic p o ocol o
ob ain da a om esponden s in an e icien manne ; he ool includes a ques ionnai e ha
p o ides clea and unde s andable ex o p esen a s anda d se o ques ions ela ed o he
s udy p oblem as well as answe op ions. The su ey ool con ains ques ions ha add ess speci ic
s udy objec i es. The Su ey Tool can also be used o collec demog aphic da a. Ou ques ionnai e
was de eloped based on he objec i e se o cla i y he ela ionship be ween knowledge manage-
men and hospi al pe o mance in Abu Dhabi emi a e hospi als.
A h ee-pa ques ionnai e was used o he collec ion o da a in his s udy. Pa A consis ed o
ques ions on he demog aphic cha ac e is ics o he esponden s, pa B on knowledge manage-
men p ac ices (KM cons uc s), and pa C on o ganiza ional pe o mance (Hospi al) (HP con-
s uc s). The i ems in he h ee pa s we e based on p e ious au hen ic esea ch ela ed o he
cu en a ea o in e es . The ollowing pa ag aphs p esen de ails on he numbe s and sou ces o
hese i ems. “Pa A” ocused on ce ain demog aphic cha ac e is ics o he esponden s, namely
Gende (Male o Female), Age (20–35 y s; 36–50 y s; and 51–65 y s), Le el o Educa ion (Diploma;
Bachelo Deg ee; and Pos g adua e), P o ession (Manage ; Senio O ice ; Head o Depa men ;
Supe iso ; Adminis a o ; and Heal h Managemen S a ), and Yea s o Expe ience (2 y s o less
han 2 y s; 3–5 y s; 6–10 y s; 11–25 y s; and 26 y s and o e ). “Pa B” included 43 i ems [adap ed,
modi ied, and used] o measu e KM p ac ices. I ems in pa B we e based on he s udies o
Ga cía-Fe nández (2015); Chen and Huang (2009), Kao e al. (2011), and Fuga e e al. (2009).
A 7-poin Like ype scale, anging om s ongly disag ee (1) o s ongly ag ee (7), was used o
measu emen o he da a. A high numbe o “S ongly Ag ee” sco es indica ed a s ong belie
amongs many esponden s in he exis ence o KM p ac ices, whils a high numbe o “S ongly
Disag ee” sco es indica ed he opposi e. Table 3 shows in de ail he composi ion o his cons uc .
“Pa C” consis ed o 23 s uc u ed i ems adap ed o he hi d pa o he ques ionnai e (Hospi al
Pe o mance) and aken om he s udies o Chen and Liang (2011), Chen and Huang (2009),
Alolayyan e al. (2013), and Liao and Wu (2009). This sec ion aimed o measu e he pa icipan s’
opinions on he o e all pe o mance and cus ome se ice o hei hospi als. Simila o pa B,
answe s o he ques ions in his sec ion we e measu ed on a 7-poin Like scale, anging om
s ongly disag ee (1) o s ongly ag ee (7). A high sco e o “S ongly Ag ee” esponses indica ed
posi i e pa icipan iews on hospi al pe o mance (speci ically wi h ega d o cus ome se ice),
whils a high sco e o “S ongly Disag ee” esponses indica ed he opposi e. Table 4 shows in de ail
he make-up o pa C.
Table 2. Hospi als names and sample size o each hospi al
Hospi al name Sample numbe Pe cen age %
Al Co niche Hospi al 27 13.5
Sheikh Khali a Medical Ci y 85 42.5
Li eline Hospi al 33 16.5
Al Salam Hospi al 30 15
Ma aq Hospi al 25 12.5
To al 200 100%
Alolayyan e al., Cogen Business & Managemen (2020), 7: 1827812
h ps://doi.o g/10.1080/23311975.2020.1827812
Page 6 o 17
3.6. Me hod o Da a Collec ion
Da a collec ion is a p ocess o collec ing in o ma ion om all he ele an sou ces o ind answe s
o he esea ch p oblem o achie e esea ch objec i e, es he hypo hesis and e alua e he
ou comes. Da a collec ion me hods can be di ided in o wo ca ego ies: seconda y me hods o
da a collec ion and p ima y me hods o da a collec ion.
In his s udy used p ima y da a, p ima y da a we e ob ained h ough a s uc u ed ques ionnai e.
The ques ionnai e, ha d copies we e u ilized as he da a collec ion ool. The ha d copies we e
p in ed; a ques ionnai e is a w i en lis o ques ions, he answe s o which a e eco ded by he
esponden s (Kuma , 2019), his da a collec ion me hod was u ilized because i was accu a e,
con enien o use, inexpensi e and p o ided anonymi y o he esponden s.
A well-designed and p e- es ed ques ionnai e was used o ga he da a om pa icipan s on he
speci ied a iables. One ad an age o ques ionnai es is ha hey can be used o ga he da a om
a la ge numbe o people whils equi ing li le ime, e o , and cos . Fu he , ques ionnai es a e
lexible in ha esponden s ha e he eedom o ill hem in hei own ime and o emain anon-
ymous, which encou ages hones answe s. Howe e , one disad an age o using w i en ques ion-
nai es o da a collec ion is ha he esea che may be equi ed o ake u he s eps o ensu e
a sa is ac o y u n-in a e o ques ionnai es by pa icipan s. In he case o ou cu en s udy, he
Table 3. Lis o i ems o KM cons uc
(KM1: Knowledge Acquisi ion)
NA1: Knowledge is ob ained om a cus ome du ing wo k- ela ed in e ac ion.
NA2: Knowledge is ob ained om pa ne s du ing wo k- ela ed in e ac ion.
NA3: Knowledge is ob ained om an employee du ing wo k- ela ed in e ac ion.
KM2: (Knowledge S o age)
NS1: Employees end o monopolize knowledge as a sou ce o powe and a e eluc an o sha e i
wi h o he employees.
NS2: S a u no e does no imply a loss o impo an knowledge o skills o he hospi al.
NS3: The i m has p ocedu es o he collec ion o p oposals om employees, which a e hen
inco po a ed as knowledge by he i m.
NS4: The i m has da abases s o ing expe iences and knowledge o la e use.
KM3: (Knowledge C ea ion)
KC1: A e ou hospi al has se i s inno a i e goals, hese goals become ixed.
KC2: Se ing he hospi al’s inno a i e plans is conside ed impo an and mus mee many people’s
iews.
KC3: When se ing ou hospi al’s plans, he manage does no limi he ways o discussion.
KC4: A e se ing an inno a i e plan, he e can be lexible adjus men s du ing i s execu ion.
KC5: A e execu ing ou company’s plans, we do no ca e abou de i ing o he esul s.
KM4: (Knowledge Sha ing)
KSH1: Du ing wo k, knowledge is sha ed be ween supe iso s and subo dina es.
KSH2: Du ing wo k, knowledge is sha ed among colleagues.
KSH3: Du ing wo k, knowledge is sha ed be ween uni s.
Knowledge Implemen a ion and Gene a ion
KIG1 Is isi ing cus ome s’ si es o be e unde s and hei needs encou aged?
KIG2 Is ge ing o in ol e in sales ac i i ies encou aged?
KIG3 Is ge ing o in ol e in helping o esol e cus ome p oblems encou aged?
KIG1 Is isi ing cus ome s’ si es o be e unde s and hei needs encou aged?
Alolayyan e al., Cogen Business & Managemen (2020), 7: 1827812
h ps://doi.o g/10.1080/23311975.2020.1827812
Page 7 o 17
The pa ame e loadings o he model all p o ed logical and s a is ically signi ican . The yielded
loading coe icien s anged was be ween 0.76 and 0.95, all abo e he accep able h eshold o 0.7
(By ne, 2016; Kline, 2015). Fu he analysis also e ealed he s a is ical and signi ican in e ela ed-
ness o he cons uc s, pa icula ly he KM and HP cons uc s, which we e highly s a is ically in e -
ela ed gi en ha he C i ical Ra io (CR) alues o each o he in e - a iable ela ionships (By ne, 2016;
Kline, 2015) exceeded 1.96 (6.601) ( he absolu e alue), a 0.05% le el o signi icance.
This model also p o ed he in e ela edness o he cons uc s. Analysis o he model
sugges ed ha KM has a a o able and s a is ically signi ican ela ionship wi h hospi al
pe o mance (HP) = 0.92. The e ec es ima es showed o be s a is ically signi ican and
logically a ional and me he ypical s anda ds o e idence o di ec (0.2) (By ne, 2016;
Kline, 2015). Table 8 p esen s accu a e measu es o he e ec s and ela ionships o he
s udied cons uc s.
The esul s we e in line wi h p e ious esea ch in he heal hca e sec o which ound ha KM
has a posi i e e ec on hospi al pe o mance (Achmad & G ace, 2019; Chen, 2017; Ka ama
e al., 2019; Wu & Hu, 2012). Fu he mo e, he esul s we e in line wi h p e ious esea ch which
a e ocus on he ela ion be ween KM and HP in gene al (Cai e al., 2019; Nzewi & Moneme, 2016;
O e by e al., 2005; Sambamu hy e al., 2003; Wo ley & Lawle , 2010). The esul s we e also
suppo ing he new end in he quali y sys em s anda ds and he quali y awa ds o include he
KM in hei c i e ia and equi emen s.
6. Conclusion
In ou cu en s udy, a se ies o ex ensi e analyses all e ealed he i al ole o KM in imp o ing
hospi al pe o mance and cus ome sa is ac ion and encou aging hospi al success. The model
employed in ou cu en s udy may be o e icacious use o all hospi als, and Abu Dhabi
hospi als, which seek o assess pe o mance in a way ha mee s in e na ional acc edi a ion
s anda ds. None heless, he esul s o his s udy lack gene alizabili y, and his is a esul o he
small sample size and geog aphical a ea co e ed, he p esence o desi abili y biases in he
esponden s answe s, he lack o su icien wo k and hospi al expe ience o he esponden s,
and he p esence o common me hod a iance/biases. Ou cu en s udy has been e ec i e in
ecognizing he signi icance o KM in imp o ing hospi al pe o mance and cus ome sa is ac ion
and has pa ed he way o any u u e wo ks ha wish o u he explo e he complex ye
essen ial ole o KM.
These days heal hca e sec o in de eloping coun ies is acing many p oblems ela ed o quali y
and cos o hei se ices, knowledge managemen as a le e age o imp o e he se ice quali y
le el and o educe he se ice cos is he main message which can be concluded om his pape .
Fu he mo e, knowledge managemen becomes a e y impo an pa in mos o he quali y
managemen sys ems o example, KM is added o ISO9001 and i is one o he main c i e ia o
mos o he excellence quali y Awa ds, ha is because he impo ance o i s ule on he o ganiza-
ion pe o mance. Hospi als and heal hca e sec o s in de eloping coun ies a e encou aged o
de elop hei knowledge managemen ools by ocusing on he ac o s which a e conside ed in his
pape o imp o e hei pe o mance.
Table 8. Analysis o causal e ec s among he cons uc s
De e minan Ou come Di ec Resea ch/
Ques ion
Resul
KM (HP) .92 Main Resea ch Suppo ed
Alolayyan e al., Cogen Business & Managemen (2020), 7: 1827812
h ps://doi.o g/10.1080/23311975.2020.1827812
Page 14 o 17

Funding
The au ho s ecei ed no di ec unding o his esea ch.
Au ho de ails
Main Nase Alolayyan
1
E-mail: [email p o ec ed]
Abdallah Hassan Alalawin
2
E-mail: [email p o ec ed]
Mohammad S. Alyahya
1
E-mail: [email p o ec ed]
Ahmad Qama
2
E-mail: [email p o ec ed]
1
Depa men o heal h managemen and policy, Facul y
o Medicine, Jo dan Uni e si y o Science and
Technology, I bid, Jo dan.
2
Facul y o Enginee ing, The Hashemi e Uni e si y,
Jo dan-Al-za qa.
Ci a ion in o ma ion
Ci e his a icle as: The impac o knowledge managemen
p ac ice on he hospi al pe o mance in Abu Dhabi, Main
Nase Alolayyan, Abdallah Hassan Alalawin, Mohammad
S. Alyahya & Ahmad Qama , Cogen Business &
Managemen (2020), 7: 1827812.
Re e ences
Abbas, J., & Sağsan, M. (2019). Impac o knowledge man-
agemen p ac ices on g een inno a ion and co po a e
sus ainable de elopmen : A s uc u al analysis. Jou nal
o Cleane P oduc ion, 229, 611–620. h ps://doi.o g/10.
1016/j.jclep o.2019.05.024
Achmad, S., & G ace, M. (2019). The e ec o knowledge
managemen and he ole o human esou ces o s a-
egic planning and o ganiza ional pe o mance: A s udy
a hospi als o no h sulawesi, indonesia. Russian Jou nal
o Ag icul u al and Socio-Economic Sciences, 96(12), 256-
264. doi: 10.18551/ joas.2019-12.32
Akeke, I., & Olayiwola, P. O. (2019). S a egic o ien a ion,
knowledge managemen and pe o mance o ele-
communica ion sec o . Romanian Economic Jou nal.
Alolayyan, M. N., Ali, K. A. M., & Id is, F. (2013). To al
quali y managemen and ope a ional lexibili y
impac on hospi als pe o mance: A s uc u al mod-
elling app oach. In e na ional Jou nal o P oduc i i y
and Quali y Managemen , 11(2), 212–227. h ps://doi.
o g/10.1504/IJPQM.2013.052025
Anan a mula, V., & Kanungo, S. (2006). S uc u ing he
unde lying ela ions among he knowledge managemen
ou comes. Jou nal o Knowledge Managemen , 10(4), 25–
42. h ps://doi.o g/10.1108/13673270610679345
A anda, D. A., & Molina-Fe nández, L. M. (2002). De e minan s
o inno a ion h ough a knowledge-based heo y lens.
Indus ial Managemen & Da a Sys ems, 102(5/6), 289-
296. doi: 10.1108/02635570210428320.
Bollen, K. (2014). S uc u al equa ions wi h la en a iables
[In e ne ]. John Wiley & Sons.
B and, A. (1998). Knowledge managemen and inno a-
ion a 3M. Jou nal o Knowledge Managemen , 2(1),
17–22. h ps://doi.o g/10.1108/EUM0000000004605
By ne, B. M. (2016). S uc u al equa ion modeling wi h
AMOS: Basic concep s, applica ions, and p og am-
ming. Abingdom: Rou ledge.
Cai, Z., Liu, H., Huang, Q., & Liang, L. (2019). De eloping
o ganiza ional agili y in p oduc inno a ion: The oles
o IT capabili y, KM capabili y, and inno a i e
clima e. R&D Managemen , 49(4), 421–438. h ps://
doi.o g/10.1111/ adm.12305
Chang, Y.-C., & Chen, M.-H. (2004). Compa ing app oaches
o sys ems o inno a ion: The knowledge pe spec i e.
Technology in Socie y, 26(1), 17–37. h ps://doi.o g/
10.1016/j. echsoc.2003.10.002
Chen, C.-J., & Huang, J.-W. (2009). S a egic human
esou ce p ac ices and inno a ion pe o mance—The
media ing ole o knowledge managemen capaci y.
Jou nal o Business Resea ch, 62(1), 104–114. h ps://
doi.o g/10.1016/j.jbus es.2007.11.016
Chen, D.-N., & Liang, T.-P. (2011). Knowledge e olu ion
s a egies and o ganiza ional pe o mance:
A s a egic i analysis. Elec onic Comme ce
Resea ch and Applica ions, 10(1), 75–84. h ps://doi.
o g/10.1016/j.ele ap.2010.10.004
Chen, J.-L. (2017). The in luence o knowledge manage-
men on o ganiza ional pe o mance o Taiwans
machine ool indus y. Asian Economic and Financial
Re iew, 7(11), 1108. h ps://doi.o g/10.18488/jou nal.
ae .2017.711.1108.1122
C eswell, J. W., & C eswell, J. D. (2017). Resea ch design:
Quali a i e, quan i a i e, and mixed me hods
app oaches. Sage publica ions.
Da och, J. (2003). De eloping a measu e o knowledge
managemen beha io s and p ac ices. Jou nal o
Knowledge Managemen , 7(5), 41–54. h ps://doi.o g/
10.1108/13673270310505377
Da och, J. (2005). Knowledge managemen , inno a ion
and i m pe o mance. Jou nal o Knowledge
Managemen , 9(3), 101–115. h ps://doi.o g/10.1108/
13673270510602809
DeVellis, R. F. (2016). Scale de elopmen : Theo y and
applica ions (Vol. 26). Sage publica ions.
Do e, R. (1999). Knowledge managemen , esponse abil-
i y, and he agile en e p ise. Jou nal o Knowledge
Managemen , 3(1), 18–35. h ps://doi.o g/10.1108/
13673279910259367
Elmo shidy, A. (2018). The impac o knowledge managemen
sys ems on inno a ion. VINE Jou nal o In o ma ion and
Knowledge Managemen Sys ems, 48(3), 388–403. h ps://
doi.o g/10.1108/VJIKMS-12-2017-0089
Fuga e, B. S., S ank, T. P., & Men ze , J. T. (2009). Linking
imp o ed knowledge managemen o ope a ional
and o ganiza ional pe o mance. Jou nal o
Ope a ions Managemen , 27(3), 247–264. h ps://doi.
o g/10.1016/j.jom.2008.09.003
Ga cía-Fe nández, M. (2015). How o measu e knowledge
managemen : Dimensions and model. Vine.
Gold, A. H., Malho a, A., & Sega s, A. H. (2001).
Knowledge managemen : An o ganiza ional capabil-
i ies pe spec i e. Jou nal o Managemen In o ma ion
Sys ems, 18(1), 185–214. h ps://doi.o g/10.1080/
07421222.2001.11045669
Gy, P. M. (1992). Sampling o he e ogeneous and dynamic
ma e ial sys ems: Theo ies o he e ogenei y, sampling
and homogenizing. Else ie .
Gyemang, M., & Emeagwali, O. (2020). The oles o
dynamic capabili ies, inno a ion, o ganiza ional agi-
li y and knowledge managemen on compe i i e
pe o mance in elecommunica ion indus y.
Managemen Science Le e s, 10(7), 1533–1542.
h ps://doi.o g/10.5267/j.msl.2019.12.013
Hai , J. F. (2009). Mul i a ia e Da a Analysis.
Hassan, N., & Raziq, A. (2019). E ec s o knowledge
managemen p ac ices on inno a ion in SMEs.
Managemen Science Le e s, 9(7), 997–1008. h ps://
doi.o g/10.5267/j.msl.2019.4.005
Hu ley, R. F., & Hul , G. T. M. (1998). Inno a ion, ma ke
o ien a ion, and o ganiza ional lea ning: An in eg a ion
and empi ical examina ion. Jou nal o Ma ke ing, 62(3),
42–54. h ps://doi.o g/10.1177/002224299806200303
Iqbal, A., La i , F., Ma imon, F., Sahibzada, U. F., &
Hussain, S. (2019). F om knowledge managemen o
o ganiza ional pe o mance. Jou nal o En e p ise
In o ma ion Managemen , 32(1), 36–59. h ps://doi.
o g/10.1108/JEIM-04-2018-0083
Alolayyan e al., Cogen Business & Managemen (2020), 7: 1827812
h ps://doi.o g/10.1080/23311975.2020.1827812
Page 15 o 17
Jiménez-Jimenez, D., Valle, R. S., & He nandez-
Espalla do, M. (2008). Fos e ing inno a ion. Eu opean
Jou nal o Inno a ion Managemen , 11(3), 389–412.
h ps://doi.o g/10.1108/14601060810889026
Kao, S.-C., Wu, C., & Su, P.-C. (2011). Which mode is be e o
knowledge c ea ion? Managemen Decision, 49(7), 1037–
1060. h ps://doi.o g/10.1108/00251741111151136
Ka ama , J., Shu ong, T., Ahmad, N., A idi, S., Khan, S., &
Mahmood, K. (2019). P omo ing heal hca e sus ain-
abili y in de eloping coun ies: Analysis o knowledge
managemen d i e s in public and p i a e hospi als
o Pakis an. In e na ional Jou nal o En i onmen al
Resea ch and Public Heal h, 16(3), 508. h ps://doi.
o g/10.3390/ije ph16030508
Kiessling, T. S., Richey, R. G., Meng, J., & Dabic, M. (2009).
Explo ing knowledge managemen o o ganiza ional
pe o mance ou comes in a ansi ional economy.
Jou nal o Wo ld Business, 44(4), 421–433. h ps://doi.
o g/10.1016/j.jwb.2008.11.006
Kline, R. B. (2015). P inciples and p ac ice o s uc u al
equa ion modeling. Guil o d publica ions.
Kodama, M. (2006). Knowledge-based iew o co po a e
s a egy. Techno a ion, 26(12), 1390–1406. h ps://
doi.o g/10.1016/j. echno a ion.2005.08.006
Kuma , R. (2019). Resea ch me hodology: A s ep-by-s ep
guide o beginne s. Sage Publica ions Limi ed.
Kuma , S. (2016). In luence o KM on inno a ion wi hin he
O ganisa ion (TPDDL).
Liao, S.-H., & Wu, -C.-C. (2009). The ela ionship among
knowledge managemen , o ganiza ional lea ning,
and o ganiza ional pe o mance. In e na ional
Jou nal o Business and Managemen , 4(4), 64–76.
h ps://doi.o g/10.5539/ijbm. 4n4p64
Liu, P.-L., Chen, W.-C., & Tsai, C.-H. (2005). An empi ical
s udy on he co ela ion be ween he knowledge
managemen me hod and new p oduc de elopmen
s a egy on p oduc pe o mance in Taiwan’s indus-
ies. Techno a ion, 25(6), 637–644. h ps://doi.o g/
10.1016/j. echno a ion.2003.11.001
Manoha an, P. (2010). Resea ch Me hodology (2010). APH
Publishing.
Massey, A. P., Mon oya-Weiss, M. M., & O’D iscoll, T. M.
(2002). Knowledge managemen in pu sui o pe -
o mance: Insigh s om No el Ne wo ks. MIS
Qua e ly, 26(3), 269–289. h ps://doi.o g/10.2307/
4132333
Ma hews, K., & Ha is, H. (2006). Main aining knowledge
asse s. In Ma hew J., Kennedy J., Ma L, Tan A.,
Ande son D. (Eds), Enginee ing Asse Managemen
(pp. 618–626). London: Sp inge .
Mu o ec, N., & P odan, I. (2009). Abso p i e capaci y, i s
de e minan s, and in luence on inno a ion ou pu :
C oss-cul u al alida ion o he s uc u al model.
Techno a ion, 29(12), 859–872. h ps://doi.o g/10.
1016/j. echno a ion.2009.05.010
Najmi, K., Kadi , A. R., & Kadi , M. I. A. (2018). Media ion
e ec o dynamic capabili y in he ela ionship
be ween knowledge managemen and s a egic lea-
de ship on o ganiza ional pe o mance
accoun abili y. In e na ional Jou nal o Law and
Managemen , 60(2), 517–529. h ps://doi.o g/10.
1108/IJLMA-01-2017-0004
NE, M. W., & Cudeck, R. (1993). Al e na i e ways o
assessing model i . Tes ing S uc u al Equa ion
Models, 154(2), 136. h ps//doi.o g/10.1177/
0049124192021002005
Nzewi, H. N., & Moneme, P. (2016). Business agili y and
compe i i e ad an age o selec ed comme cial
banks in Anamb a S a e, Nige ia. Py ex Jou nal o
Business and Finance Managemen Resea ch, 2(8),
81–88.
O e by, E., Bha adwaj, A., & Sambamu hy, V. (2005).
A amewo k o en e p ise agili y and he enabling
ole o digi al op ions. In Pape p esen ed a he IFIP
In e na ional Wo king Con e ence on Business Agili y
and In o ma ion Technology Di usion.
Pallan , J., & Manual, S. S. (2007). A s ep by s ep guide o
da a analysis using SPSS o windows. SPSS Su i al
Manual.
Payal, R., Ahmed, S., & Debna h, R. M. (2019). Impac o
knowledge managemen on o ganiza ional
pe o mance. VINE Jou nal o In o ma ion and
Knowledge Managemen Sys ems, 49(4), 510–530.
h ps://doi.o g/10.1108/VJIKMS-07-2018-0063
Raschke, R. L. (2010). P ocess-based iew o agili y: The
alue con ibu ion o IT and he e ec s on p ocess
ou comes. In e na ional Jou nal o Accoun ing
In o ma ion Sys ems, 11(4), 297–313. h ps://doi.o g/
10.1016/j.accin .2010.09.005
Saha, N. (2017). O ganisa ional agili y and KM s a egy:
A e hey e ec i e ools o achie ing sus ainable
o ganisa ional excellence? New T ends and Issues
P oceedings on Humani ies and Social Sciences, 4(10),
110–117. h ps://doi.o g/10.18844/p osoc. 4i10.3084
Sambamu hy, V., Bha adwaj, A., & G o e , V. (2003).
Shaping agili y h ough digi al op ions:
Reconcep ualizing he ole o in o ma ion echnology
in con empo a y i ms. MIS Qua e ly, 27(2), 237–263.
h ps://doi.o g/10.2307/30036530
Saunde s, M., Lewis, P., & Tho nhill, A. (2016). Resea ch
me hods o business s uden s (Se en h). Pea son
Educa ion.
Singh, S. K., Gup a, S., Busso, D., & Kamboj, S. (2019). Top
managemen knowledge alue, knowledge sha ing
p ac ices, open inno a ion and o ganiza ional
pe o mance. Jou nal o Business Resea ch. h ps://
doi.o g/10.1016/j.jbus es.2019.04.040
S e ens, J. P. (2012). Applied mul i a ia e s a is ics o he
social sciences. Rou ledge.
Susan y, A. I., Yuningsih, Y., & Anggadwi a, G. (2019).
Knowledge managemen p ac ices and inno a ion
pe o mance. Jou nal o Science and Technology
Policy Managemen , 10(2), 301–318. h ps://doi.o g/
10.1108/JSTPM-03-2018-0030
Tabachnick, B. G., Fidell, L. S., & Ullman, J. B. (2007). Using
mul i a ia e s a is ics (Vol. 5). Pea son.
Tallon, P. P., Quei oz, M., Col man, T., & Sha ma, R. (2019).
In o ma ion echnology and he sea ch o o gani-
za ional agili y: A sys ema ic e iew wi h u u e
esea ch possibili ies. The Jou nal o S a egic
In o ma ion Sys ems, 28(2), 218–237. h ps://doi.o g/
10.1016/j.jsis.2018.12.002
Tan, C. L., & Nasu din, A. M. (2011). Human esou ce
managemen p ac ices and o ganiza ional inno a-
ion: Assessing he media ing ole o knowledge
managemen e ec i eness. Elec onic Jou nal o
Knowledge Managemen , 9(2), 155.
Tang, H. (2017). A s udy o he e ec o knowledge
managemen on o ganiza ional cul u e and o gani-
za ional e ec i eness in medicine and heal h
sciences. Eu asia Jou nal o Ma hema ics, Science and
Technology Educa ion, 13(6), 1831–1845.
Ud iyah, U., Tham, J., & Azam, S. (2019). The e ec s o
ma ke o ien a ion and inno a ion on compe i i e
ad an age and business pe o mance o ex ile SMEs.
Managemen Science Le e s, 9(9), 1419–1428.
h ps://doi.o g/10.5267/j.msl.2019.5.009
Van Oos e hou , M., Waa s, E., & an Hillege sbe g, J.
(2006). Change ac o s equi ing agili y and implica-
ions o IT. Eu opean Jou nal o In o ma ion Sys ems,
15(2), 132–145. h ps://doi.o g/10.1057/palg a e.ejis.
3000601
Alolayyan e al., Cogen Business & Managemen (2020), 7: 1827812
h ps://doi.o g/10.1080/23311975.2020.1827812
Page 16 o 17
Vijande, M. L. S., Sanzo Pé ez, M. J., Ál a ez González, L. I.,
& Casielles, R. V. (2005). E ec s o ma ke o ien a ion
on business s a egic beha iou . Jou nal o S a egic
Ma ke ing, 13(1), 17–42. h ps://doi.o g/10.1080/
0965254042000328677
Wo ley, C. G., & Lawle , E. (2010). Agili y and o ganiza ion
design: A diagnos ic amewo k. O ganiza ional
Dynamics, 39(2), 194–204. h ps://doi.o g/10.1016/j.
o gdyn.2010.01.006
Wu, I.-L., & Hu, Y.-P. (2012). Examining knowledge man-
agemen enabled pe o mance o hospi al p o es-
sionals: A dynamic capabili y iew and he media ing
ole o p ocess capabili y. Jou nal o he Associa ion
o In o ma ion Sys ems, 13(12), 3. h ps://doi.o g/10.
17705/1jais.00319
Wu, L.-C., Ong, C.-S., & Hsu, Y.-W. (2008). Knowledge-
based o ganiza ion e alua ion. Decision Suppo
Sys ems, 45(3), 541–549. h ps://doi.o g/10.1016/j.
dss.2007.06.013
Zheng, W., Yang, B., & McLean, G. N. (2010). Linking o gani-
za ional cul u e, s uc u e, s a egy, and o ganiza ional
e ec i eness: Media ing ole o knowledge
managemen . Jou nal o Business Resea ch, 63(7),
763–771. h ps://doi.o g/10.1016/j.jbus es.2009.06.005
© 2020 The Au ho (s). This open access a icle is dis ibu ed unde a C ea i e Commons A ibu ion (CC-BY) 4.0 license.
You a e ee o:
Sha e — copy and edis ibu e he ma e ial in any medium o o ma .
Adap — emix, ans o m, and build upon he ma e ial o any pu pose, e en comme cially.
The licenso canno e oke hese eedoms as long as you ollow he license e ms.
Unde he ollowing e ms:
A ibu ion — You mus gi e app op ia e c edi , p o ide a link o he license, and indica e i changes we e made.
You may do so in any easonable manne , bu no in any way ha sugges s he licenso endo ses you o you use.
No addi ional es ic ions
You may no apply legal e ms o echnological measu es ha legally es ic o he s om doing any hing he license pe mi s.
Cogen Business & Managemen (ISSN: 2331-1975) is published by Cogen OA, pa o Taylo & F ancis G oup.
Publishing wi h Cogen OA ensu es:
• Immedia e, uni e sal access o you a icle on publica ion
• High isibili y and disco e abili y ia he Cogen OA websi e as well as Taylo & F ancis Online
• Download and ci a ion s a is ics o you a icle
• Rapid online publica ion
• Inpu om, and dialog wi h, expe edi o s and edi o ial boa ds
• Re en ion o ull copy igh o you a icle
• Gua an eed legacy p ese a ion o you a icle
• Discoun s and wai e s o au ho s in de eloping egions
Submi you manusc ip o a Cogen OA jou nal a www.Cogen OA.com
Alolayyan e al., Cogen Business & Managemen (2020), 7: 1827812
h ps://doi.o g/10.1080/23311975.2020.1827812
Page 17 o 17