<abstract xmlns="http://www.w3.org/1999/xhtml"><p>Interviews with 10 marketing managers of 10 four-wheeled motor vehicle brand in Jakarta that have the highest sales in January up to April 2017 show that the managers do not have enough cognitive understanding of knowledge management (KM). However, the managers, in general, are very eloquent when discussing about practical business aspects such as supply-chain, business competition, products, organizational culture, and company’s performance. Based on previous research, KM was placed as independent or intervening or moderating variable on company’s performance. The aim of this study is to analyze the role of KM on company’s performance. By using stratified random sampling, linear regression, moderated regression, and path analysis, it can be concluded that KM can be as independent, moderating, or intervening variable. KM becomes similar to a “bottleneck” when the managers do not know well what and how to implement KM. Therefore, this study suggests that needed further researches are needed to explore the role of KM and to understand how KM can be implemented in a company in order to sustainably improve the company’s performance.</p></abstract>

Interviews with 10 marketing managers of 10 four-wheeled motor vehicle brand in Jakarta that have the highest sales in January up to April 2017 show that the managers do not have enough cognitive understanding of knowledge management (KM). However, the managers, in general, are very eloquent when discussing about practical business aspects such as supply-chain, business competition, products, organizational culture, and company’s performance. Based on previous research, KM was placed as independent or intervening or moderating variable on company’s performance. The aim of this study is to analyze the role of KM on company’s performance. By using stratified random sampling, linear regression, moderated regression, and path analysis, it can be concluded that KM can be as independent, moderating, or intervening variable. KM becomes similar to a “bottleneck” when the managers do not know well what and how to implement KM. Therefore, this study suggests that needed further researches are needed to explore the role of KM and to understand how KM can be implemented in a company in order to sustainably improve the company’s performance.

The influence of knowledge management “bottleneck” on company’s performance

Management & Marketing

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Interviews with 10 marketing managers of 10 four-wheeled motor vehicle brand in Jakarta that have the highest sales in January up to April 2017 show that the...

The influence of knowledge management “bottleneck” on company’s performance

Data publikacji: 23 paź 2017

Zakres stron: 402 - 415

DOI: https://doi.org/10.1515/mmcks-2017-0024

Słowa kluczowe
knowledge management, company performance, competitive advantage, knowledge economy, bottleneck

© 2017 Steph Subanidja et al., published by De Gruyter Open

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

The influence of knowledge management “bottleneck” on company’s performance

Data publikacji: 23 paź 2017

Zakres stron: 402 - 415

DOI: https://doi.org/10.1515/mmcks-2017-0024

Słowa kluczoweknowledge management, company performance, competitive advantage, knowledge economy, bottleneck

© 2017 Steph Subanidja et al., published by De Gruyter Open

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Słowa kluczowe
knowledge management, company performance, competitive advantage, knowledge economy, bottleneck