Knowledge management as an asset for operational processes in marginal healthcare centers
Bibliographic Data
| ID | 7155677 |
|---|---|
| Authors | Jean Robert Kala Kamdjoug (0000-0002-5734-5902, ESSCA School of Management), Serge-Lopez Wamba-Taguimdje (0000-0002-4493-4695, Université Côte d'Azur), Martin Tchoukoua (0000-0001-5805-259X, Université Laval) |
| Year | 2025 |
| Volume | 38 |
| Issue | 1 |
| Pages | 304-337 |
| Publication date | 2025-01-08 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Information Technology and People (JOURNAL) |
| Journal identifiers | ISSN: 0959-3845 • E-ISSN: 1758-5813 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/itp-12-2022-0944 |
| OpenAlex | W4387343575 |
| Language | EN |
| References cited | 122 |
Purpose This research paper aims to explore the added value of knowledge management (KM) and its antecedents for innovation and organizational performance (OP) in marginal healthcare organizations. Design/methodology/approach Using insights from the resource-based view and knowledge-based theory of the firm, the model explains the effects of technology capabilities (TC) and organizational culture (OC) on the KM process, process innovation (PIN), administrative innovation (AIN) and OP. The authors used partial least squares structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA) to analyze data collected from 168 healthcare practitioners in Cameroon using a survey. Findings The authors reveal that TC and OC positively impact some KM components. Knowledge sharing (KS), knowledge acquisition (KA) and responsiveness to knowledge (RK) influence PIN, while only PIN and KA influence OP. FsQCA provided several configurations that lead to high OP within healthcare centers. As a result, the results are adaptable to any healthcare center that wishes to set up one or more KM processes. Research limitations/implications Given that the results will help the health workforce make concerted decisions about medical care, the authors contribute significantly to the definition and optimization of KM in healthcare by implementing various processes and policies to ensure the continued existence of high-quality and outstanding healthcare systems. The KM propositions will enable healthcare centers to: (1) improve the quality of patient care through collegiality in medical practice; (2) optimize processes in the patient care chain; and (3) leverage knowledge gained though knowledge sharing among the medical team. The propositions open up avenues for future research in addition to providing practical implications for healthcare center practitioners. Originality/value This study sheds new empirical light on the relationships between KM antecedents and processes, innovation and OP in healthcare centers. This research is one of the few to examine the relationship between TC, OC, KM processes, innovation and OP in developing countries. This paper aims to fill this gap and inform future research concerning KM in the healthcare sector. Further, this study goes beyond testing the PLS-SEM approach's hypotheses by applying fsQCA to provide practical and comprehensive knowledge on how to increase the efficiency of a healthcare center through KM
Business · Economics · Health care · Knowledge management · Knowledge sharing · Process management · Structural equation modeling · Computer Science · Innovation and Knowledge Management · Knowledge Management and Sharing · Organizational and Employee Performance
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| Highly cited | No |
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