Knowledge-based organizations, through the KM processes and practices they adopt, integrate KM into information systems and business processes at a higher level. It links operational management to strategic management, enabling individuals, teams, and communities to achieve superior performance by strengthening and supporting intellectual capital assets and their efficient use to deliver added value. Knowledge management (KM) is largely regarded as a dynamic and continuous process, involving various subprocesses and activities (i.e., creation/acquisition, storage, sharing, transfer, or utilization/application). However, knowledge-based organizations must not only “treasure” a certain amount of knowledge, but should deliberately and systematically design the right processes through which new knowledge is acquired and ensure existing knowledge assets effectively contribute to the superior outcomes, encourage the best practices, and support continuous organizational learning. In the knowledge-based view, knowledge is considered a strategic asset in achieving a long-term competitive advantage. Within the new knowledge-based economy, bases and banks of information and knowledge are created, managed within organizations, administrations, countries, and groups of countries, being valued as real “treasures”. Given the rapid expansion of the global knowledge-based economy, organizations are facing a pressing need to identify and operationalize the most appropriate solutions that enable them to achieve a sustainable competitive advantage. The theoretical and managerial implications are discussed and suggestions for future research are provided at the end of the paper. Moreover, the research results provided evidences for the complex complementary mediation of the quality of healthcare and social-related outcomes on the relationships between KM process and social and economic outcomes. The PLS-SEM estimation showed positive and significant relationships between KM process and quality of healthcare, and organizational-level social and economic outcomes. A partial least squares structural equation modeling (PLS-SEM) approach was selected to provide information on the relevance and significance of the first- and second-order constructs, test the hypotheses, and conduct an importance performance matrix analysis. The empirical data were provided by a cross-sectional investigation including 459 medical and nonmedical employees of Romanian heath organizations, selected by a mixed method sampling procedure. Given the theoretical approach on the considered concepts and their relationships, a conceptual model and seven research hypotheses were proposed. The purpose of this paper is to outline the contribution of KM process to the social- and economic-related outcomes in the context of health organizations.
Despite the increasing emphasis placed on knowledge management (KM) by the business sector and the common belief that creating, acquiring, sharing, and the use of knowledge enable individuals, teams, and communities to achieve superior performance, within the healthcare context, there is still room from improvements from both the theoretical and empirical perspectives.
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