The interplay and impact of strategic and knowledge management on organizational performance: an integrative view of organizational competency in the Thai auto and automotive parts industries
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2018
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eng
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468 leaves
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b203150
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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National Institute of Development Administration. Library and Information Center
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Malai Chomphuka (2018). The interplay and impact of strategic and knowledge management on organizational performance: an integrative view of organizational competency in the Thai auto and automotive parts industries. Retrieved from: https://repository.nida.ac.th/handle/662723737/6045.
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The interplay and impact of strategic and knowledge management on organizational performance: an integrative view of organizational competency in the Thai auto and automotive parts industries
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Abstract
Organizational strategy, knowledge, capability and competency are some of
the key factors contributing to the survival, growth and sustainability of business
enterprises that operate in an era of complex and highly dynamic environments. This
study explores essential organizational capability factors in auto and automotive parts
enterprises amidst such environments, and discusses the relevance they have, either
on or being imposed upon, by each other.
The purposes of this research are to contain and reveal the following: 1) to observe empirically the relationships in an integrated view of the multi-dimensions of an organization’s competency and capabilities; and 2) to develop a framework for the perceived result of the review of the literature thru empirical investigation, inference and understanding of the critical indicators and paths, as well as to scan how each interrelates and has effects on organizational performance. The aim is to describe the ways this learning process has taken over the years. This ambition is to provide a flavor of the spectrum of endeavors deployed, from the beginning of the study till the results are conveyed.
The study was initially conducted using various approaches, including an extensive review, qualitative enquiry, observations on and participations in the industrial promotion initiatives. Such involvement was to be more familiar and be near to the phenomena for development and trying out of the framework. The proposed framework was then employed empirically for a quantitative survey prior to analyses and conclusion. The sample set of 105 automotive parts manufacturing enterprises of all sizes were realized, represented by the owners (or entrepreneurs), the senior executives and director partners, who took part and provided thorough information thru the questionnaire.
A spreadsheet with MS Excel and statistic programs, i.e. SPSS, AMOS and PLS, were applied for the quantitative analyses, both descriptive and inferential. Estimation techniques, including factor analysis and structural equation modelling for statistical tests of the hypotheses were performed according to the research proposed framework (or model). In particular, this model illustrates and includes a certain number of hypothesized relationships between the four concepts of interest. The estimates and tests were applied and based on a preset probability, with a p-value of .05 (point zero five) significance level as the determining threshold.
The results show and support the validity of the proposed model, as well as the fitness of the model and the associated hypotheses, along with the data set of the sample. In addition, this study provides the inference of the interrelationship – the interplay (various alternatives of paths) and impact of strategic and knowledge management on organizational competency based on the extent of resource efficiency improvement and technical quality improvement, and on the organization’s performance in terms of its profitability and growth.
A discussion of meaningful implications for this alternative managerial approach to organizational development is provided to give the managers and owners some pragmatic principles and guidelines for organizational competency- and performance-oriented management through efficiently managing the organization’s knowledge, knowledge network and technological capabilities. Moreover, the conclusion and recommendations should be found to be beneficial and crucial for the stakeholders, particularly those policy and decision makers involved in the promotion of any industrial cluster development.
The purposes of this research are to contain and reveal the following: 1) to observe empirically the relationships in an integrated view of the multi-dimensions of an organization’s competency and capabilities; and 2) to develop a framework for the perceived result of the review of the literature thru empirical investigation, inference and understanding of the critical indicators and paths, as well as to scan how each interrelates and has effects on organizational performance. The aim is to describe the ways this learning process has taken over the years. This ambition is to provide a flavor of the spectrum of endeavors deployed, from the beginning of the study till the results are conveyed.
The study was initially conducted using various approaches, including an extensive review, qualitative enquiry, observations on and participations in the industrial promotion initiatives. Such involvement was to be more familiar and be near to the phenomena for development and trying out of the framework. The proposed framework was then employed empirically for a quantitative survey prior to analyses and conclusion. The sample set of 105 automotive parts manufacturing enterprises of all sizes were realized, represented by the owners (or entrepreneurs), the senior executives and director partners, who took part and provided thorough information thru the questionnaire.
A spreadsheet with MS Excel and statistic programs, i.e. SPSS, AMOS and PLS, were applied for the quantitative analyses, both descriptive and inferential. Estimation techniques, including factor analysis and structural equation modelling for statistical tests of the hypotheses were performed according to the research proposed framework (or model). In particular, this model illustrates and includes a certain number of hypothesized relationships between the four concepts of interest. The estimates and tests were applied and based on a preset probability, with a p-value of .05 (point zero five) significance level as the determining threshold.
The results show and support the validity of the proposed model, as well as the fitness of the model and the associated hypotheses, along with the data set of the sample. In addition, this study provides the inference of the interrelationship – the interplay (various alternatives of paths) and impact of strategic and knowledge management on organizational competency based on the extent of resource efficiency improvement and technical quality improvement, and on the organization’s performance in terms of its profitability and growth.
A discussion of meaningful implications for this alternative managerial approach to organizational development is provided to give the managers and owners some pragmatic principles and guidelines for organizational competency- and performance-oriented management through efficiently managing the organization’s knowledge, knowledge network and technological capabilities. Moreover, the conclusion and recommendations should be found to be beneficial and crucial for the stakeholders, particularly those policy and decision makers involved in the promotion of any industrial cluster development.
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Thesis (D.P.A.)--National Institute of Development Administration, 2018