Knowledge management (KM) has been often claimed to be an important ingredient in building competitive advantage in an organization. Based on the previous studies KM adoption in Malaysia is relatively slow. Most organizations in Malaysia are unsure if the promised performance improvement through the implementation of KM practices is just passing a trend. Therefore, this paper aims to meet this need by developing conceptual framework. The conceptual framework for this study is outlined by the process of adapts and adopts from the past research studies. The KM practices that will be discussed in this paper are knowledge acquisition, knowledge sharing, knowledge creation and knowledge retention. It outlines the conceptual framework for this study and find out the factors that will impact the job satisfaction in organization. The conceptual framework section will explained the detailed of the conceptual framework used in this study which consists of four independent variables such as knowledge acquisition, knowledge sharing, knowledge creation and knowledge retention and one dependent variable is job satisfaction. Besides, the review will also cover on the impact of knowledge management practices on employee’s job satisfaction. The paper ends with recommendations on further research should be carried out in order to enhance the understanding of the concepts and the effect of KM towards employee’s job satisfaction.
Ajiferuke, I. (2003). Role of information professionals in knowledge management programs: empirical evidence from Canada, Informing Science, 6,247-257.
Alavi, M., & Leidner, D. E. (2001). Review: Knowledge management and knowledge
management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107–136.
Amidon, D. M. (1997). Innovation strategy for the knowledge economy: the ken
awakening. Boston: Butterworth-Heinemann.
Awad, E., & H. Ghaziri. (2007). Knowledge Management. Pearson Education India
Bacon, Sir Francis. 1597/2002. Religious meditations: Of heresies. In Francis Bacon: The major
works , ed. Vickers. Oxford: Oxford World’s Classics.
Becerra-Fernandez., I. & Sabherwa l., R. (2014). Knowledge Management: Systems and
Processes. Routledge.
Bhatt, G. D. (2001). “Knowledge management in organizations: examining the interaction
between technologies, techniques and people,” Journal of Knowledge Management, (5),68-75.
Bounfour, A. (2003). The management of intangibles: The organisation's most valuable assets
(16): Psychology Press
Bose, R. (2004). “Knowledge management metrics,” Industrial Management and Data Systems,
(104), 457-468.
Bimpitsos, C., & Petridou, E. (2012). A transdisciplinary approach to training: preliminary
research findings based on a case analysis. European Journal of Training and Development, 36(9), 911–929.http://dx.doi.org/10.1108/03090591211280964
Darroch, J. (2005). “Knowledge management, innovation and firm performance,” Journal of
Knowledge Management, 9 (3). 101-115.
Davenport, T. H.,& Prusak, L. (1998) Working knowledge: How organizations manage what
they know, Harvard Business School Press, Boston.
Davenport, T. H., & Prusak, L. (2000). “Working knowledge,” Cambridge: Harvard Business
School Press.
Demarest, M. (1997), “Understanding knowledge management”, Long Range Planning,
30(3),374-384.
Dominguez, A. A. (2011). The impact of human resource disclosure on corporate image. Journal
of Human Resource Costing & Accounting, 15(4), 279–298. http://dx.doi.org/10.1108/14013381111197225
Drucker, P. F. (1993). Post-Capitalist Society. New York: Harper Collins Publishers, Inc.
Drucker, P. F. (1998). On the Profession of Management. Boston: Harvard Business School
Publishing.
Earl, M. (2001). Knowledge Management Strategies: Toward a Taxonomy. Journal of
Management Information Systems, 18(1), 215-233.
Eisenhardt, K. and Martin, J. (2000), “Dynamic capabilities: what are they?”, Strategic
Management Journal, 21(10/11),1105-1121
EPU (2004). “Knowledge content in key economic sectors in Malaysia”. Economic Planning
Unit, Prime Minister’s Department Malaysia.
Fahey, L., Prusak, L. (1988), “The Eleven Deadliest Sins Of Knowledge Management”,
California Management Review, Vol. 40, No. 3
Fong, C., Ooi, K., Tan, B., Lee, V., & Chong, A. (2011). HRM practices and knowledge sharing:
an empirical study. International Journal of Manpower, 32(5/6), 704–723.
http://dx.doi.org/10.1108/01437721111158288
Fritzsche, B.A. and Parrish, T. (2005), “Theories and research on job satisfaction”, in Brown,
S.D. and Lent, R.W. (Eds), Career Development and Counseling: Putting Theory and Research to Work, Wiley,Hoboken, NJ.
Fong, C., Ooi, K., Tan, B., Lee, V., & Chong, A. (2011). HRM practices and knowledge sharing:
an empirical study. International Journal of Manpower, 32(5/6), 704–723.
http://dx.doi.org/10.1108/01437721111158288
Glisson, C.V. and Durick, M. (1988), “Predictors of job satisfaction and organizational
commitment in human service organizations”, Administrative Science Quarterly,33(1) 61-68.
Grant, A. M. (2007). Relational job design and the motivation to make a prosocial difference.
Academy of Management Review, 32(2), 393-417.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: test of a
theory. Organizational Behavior and H
In-Text Citation: (Alias, Mansor, Rahman, Ahmad, & Samsudin, 2018)
To Cite this Article: Alias, N. K., Mansor, A. N., Rahman, A. A., Ahmad, A. R., & Samsudin, A. Z. H. (2018). The Impact of Knowledge Management towards Employee’s Job Satisfaction. International Journal of Academic Research in Business and Social Sciences, 8(9), 245–265.
Copyright: © 2018 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode
