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Assessing the nexus between knowledge management and firm performance: A data article.

ABSTRACT: This data article highlights the contingent role of company size in the relationship between knowledge management practices and firm performance. It also investigates the possible direct impact of these practices on performance. Data was collected from managers in large and medium-sized industrial companies in Jordan, using a self-administered questionnaire. 170 responses were obtained, 91 from medium-sized companies and 79 from large companies. Confirmatory factor analysis was used to ensure the validity and reliability of the measurement model. Multiple group structural equation modeling was used to check for significant differences in the path coefficients of the research model. The fitness indicators of the multi-group model showed that there was no significant difference in the interpretation of the measurement model; also, the path model was equivalent for both large and medium-sized companies. Testing the hypotheses showed that the application of knowledge has the greatest explanatory power for performance, whether in medium or large companies; however, for knowledge capturing the explanatory power on performance was only for medium-sized companies, and there was no effect on large companies. Moreover, the acquisition and sharing of knowledge had no statistically significant effect on performance in either group.

SUBMITTER: Adaileh MJ

PROVIDER: S-EPMC7494479 | biostudies-literature | 2020 Oct

REPOSITORIES: biostudies-literature

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Assessing the nexus between knowledge management and firm performance: A data article.

Adaileh Mohammad J MJ Alrawashdeh Muneer M Elrehail Hamzah H Aladayleh Khaled J KJ

Data in brief 20200904

This data article highlights the contingent role of company size in the relationship between knowledge management practices and firm performance. It also investigates the possible direct impact of these practices on performance. Data was collected from managers in large and medium-sized industrial companies in Jordan, using a self-administered questionnaire. 170 responses were obtained, 91 from medium-sized companies and 79 from large companies. Confirmatory factor analysis was used to ensure th ...[more]

PMID: 32984475

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Project description:BackgroundIn late 2010, Uganda introduced a supervision, performance assessment, and recognition strategy (SPARS) to improve staff capacity in medicines management in government and private not-for-profit health facilities. This paper assesses the impact of SPARS in health facilities during their first year of supervision.MethodsSPARS uses health workers trained as Medicines Management Supervisors (MMS) to supervise health facilities and address issues identified through indicatorbased performance assessment in five domains: stock management, storage management, ordering and reporting, prescribing quality, and dispensing quality. We used routine data generated during SPARS visits to 1222 health facilities to evaluate performance changes during the first year of supervision as well as the time until achieving an adequate score in this period. We also explored variables related to facilities, MMS, and intensity of implementation as predictors of performance improvement and time until achieving an adequate score.ResultsHealth facilities received an average of 3.4 MMS visits during the first year of supervision, with an average of 88 days between visits; each MMS implemented a median of 28 visits per year. Overall SPARS scores (maximum of 25) improved by 2.3 points (22.3%) per visit from a mean baseline score of 10.3. The adjusted improvement in overall SPARS score was significantly higher in primary health care facilities (2.36) versus higher-level health facilities and hospitals (2.15) (p =?0.001). The incremental improvement was highest at visit 2, with decreasing but continuing positive gains in subsequent visits. The adjusted mean incremental improvement per visit was highest in the prescribing quality domain, followed by dispensing quality, ordering and reporting, stock management, and storage management. Adjusted improvement in SPARS scores varied by region, year of implementation, and facility ownership. After one year of SPARS, 22% of facilities achieved an adequate score of 18.75 (75% of maximum score).ConclusionsSPARS was effective in building health facility capacity in medicines management, with a median overall improvement of almost 70% during the first year. The greatest improvements occurred in prescribing quality and at lower levels of care, although the highest level of performance was achieved in storage management. We recommend broad dissemination of the SPARS approach in all Ugandan health facilities as well as in other countries seeking a practical strategy to improve medicines management performance.

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Assessing the nexus between knowledge management and firm performance: A data article.

Publications

Assessing the nexus between knowledge management and firm performance: A data article.

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