AUTHORS NORASIKEN ABDUL RAHMAN DR ...akademiabaru.com/wvsocial2015/doc/PPT21.pdfSOCIALORGANIZATION PERFORMANCE (SOP) Component Input Explanations The resources that contribute to the

AUTHORS

NORASIKEN ABDUL RAHMAN

DR. MOHAMMED FAUZI OTHMAN

DR. AHMAD JUSOH

�� In the new global economy, knowledge has become acentral issue for the organization to create growth andsecurity for the organization.

� A hallmark of the global economy in recent years is thegrowing challenge to a firm’s ability to effectively create asustainable competitive advantage

� Knowledge, if properly harnessed and leveraged canproper encourage the organization to become moreadaptive, innovative, intelligent and recent developmentin knowledge that sustain organizational performanceand sustainability.

INTRODUCTION

�� The concept of KMCs has recently been discussingby Gold, Malhotra and Segars (2001) and Lee andChoi (2003) and they divided knowledge capabilitiesinto two main component.

� It is are infrastructure capability and knowledgeprocesses capabilities.

INTRODUCTION

��Most of the research about KMCs has been mainlycompleted in large private organizations, whereresources and competitive conditions can trigger theuse of knowledge management.

� However, there are other sectors and otherorganization types and sizes that can develop thesecapabilities and improve their organizationperformance.

� There is ‘for-benefit’ sector or in other word ‘socialenterprise’

INTRODUCTION

��KNOWLEDGE is a fluid mix of framed experience,value, contextual information, and expert insightthat provides a framework for evaluating andincorporating new experiences and information (Rai,2011).

�KNOWLEDGE MANAGEMENT as a discipline withthe objectives of promoting knowledge growth,knowledge communication, and also knowledgepreservation within an organization (Gharkhani andMousakhani, 2012).

LITERATURE REVIEW

��KNOWLEDGE MANAGEMENT CAPABILITIES

(KMCs) the ability to organize, shift, configure, andarrange knowledge-based resources to achieve thegoals of and gain business values for theorganization (Liu and Tsai, 2007).

� In this study, KMC can describe as the capability ofthe company to create and apply the knowledge byintegrating/combining various resources andactivity in KM to affect positively organizationperformance.

LITERATURE REVIEW

��According to Gold, Malhotra and Segars (2001) andLee and Choi (2003), they divide KMCs toinfrastructure capabilities and knowledge processcapabilities.

� Infrastructure capabilities; Structural capabilities,culture capabilities, technology capabilities andpeople.

�Knowledge process capabilities; Knowledgeacquisition, knowledge conversion, knowledgeapplication and knowledge protection.

LITERATURE REVIEW

�� SOCIAL ENTERPRISE (SE) has a hybrid as a new way to describe

organizational forms and entrepreneurial approaches that priorities socialinnovations and responsibility to society.

� Characteristics for SE are:

(1) They have a social purpose;

(2) Using assets and wealth are used to create community benefits;

(3) Pursuing social purpose with trade in a marketplace;

(4) Profits and surpluses are not distributed to its shareholders and owners;

(5) Involving “members” or employees in decision making and governance;

(6) The enterprise is seen as accountable to both its members and a widercommunity; and

(7) There is either a double or triple-bottom line paradigm (financial, socialand environmental).

LITERATURE REVIEW

�

LITERATURE REVIEW

INDICATOR TO EVALUATE SOCIAL

ENTERPRISE PERFORMANCE

Profit contributionHuman Resource Contribution

Public Contribution

Environmental Contribution

Products/Service Contribution

�

LITERATURE REVIEW

Multidimensional SE performance

��The literature search took place in 2006 until2015.

�Relevant articles from Emerald, JSTOR,ProQuest, ScienceDirect, SAGE, and WileyOnline Library.

�This study is concentrated on the component ofknowledge management capability,infrastructure, enabler and knowledge processcomponent were used for enhancingorganization performance.

METHODOLOGY

�� Drawing upon the previous findings it can be deducedthat knowledge is a core source of competitive andsustainable advantage and, by developing KMCs, acompany can enhance organizational innovation (Ju, Liand Lee, 2006), organization performance (Ba, 2004;Hong, Kianto and Kylaheiko ,2008; Spreckley, 2008;Kerlin, 2010; Bagnoli and Megali, 2011; Rai, 2011; Liao,Chuang, and To, 2011; Grienco, Michelini and Iasevoli,2014); new product development (Liu and Tsai, 2007) andorganization effectiveness (Anderson, 2009;Aujirapongpan, 2010; Pandey and Duta, 2013).

RESULTS & DISCUSSION

�


KNOWLEDGE ORGANIZATION CAPABILITIES (KOC)

Component Technology

Explanations Technology infrastructure comprises the hardware, software, and middleware and protocols that allow for the encoding and electronic exchange of knowledge. It is facilitating knowledge creation, embodiment, dissemination, integration, used and management inside and outside the organization

Description from SEs perspective

IT can help SEs expanding the web of social interaction, increasing its density, promoting new connections among diverse, supporters and donors’ records, staffing records and project record.

�



Component Structure

Explanations The structure of an organization sets into placehierarchical orders, communication channels,decision-making protocol, and some othercommunication-based functions.


Individuals, communities, and volunteersrequired collective organization structure and thedecision-making power share with otherstakeholders in a coalition government.

�



Component Culture

Explanations Culture in the organization will be shaped assumptions aboutwhy knowledge is valuable and must be kept inside theorganization, who must save and share it, how knowledge willbe used in a particular situation and how new knowledge canchange strategic direction and resource allocation faster than acompetitor.


Culture in SEs must have positive environments, people in thatorganization willing to listening, have different thinking, caringand friendly people. Although that, SEs must maintain a culturewith high values related to their social and environmentalmission such as solidarity, ethics, and trust. This value can helpthe SEs to create internal cohesion.

�



Component People

Explanations A key component of creating organization knowledge.Employees’ skills are part of the identity and idiosyncraticnature of a person obtained from education or experience.Factors influence people in the organization are T-shapedskill, extrinsic motivation, and intrinsic motivation.


People in SEs refer to social entrepreneur and the othermember of the SE. They were encouraged by the socialmission and social value, the possible of working with andfor people, personal growth, have social contacts, andalways optimize to grab the opportunities to learn.

�


KNOWLEDGE PROCESS CAPABILITIES (KPC)

Component Acquisition

Explanations The activity orientated towards obtaining knowledge bydeveloping a new idea and replacing existing content within theorganization’s tacit and explicit knowledge base. This processenhances new productive opportunities, encourageorganizations to exploit these opportunities, reduce uncertainty,and encourage product innovation


Members in SEs can acquire knowledge by collaboration withother, outside organization, and sharing and exploits the newknowledge throughout the organization, adapting, andintegrating value-creating resources, such as experience-basedknowledge, into operating routines available.

�



Component Conversion

Explanations Activities are those orientated toward making existingknowledge from various source effective useful form firm. Themain aims this activity is organizing and structuring theknowledge of potential future value by selecting, storing andregularly updating that knowledge. So, in future, members ofthe organization can access and distribute it within theorganization.


SEs can distribute of knowledge by turning isolated knowledgeor experiences into knowledge so the whole enterprise can useit. It can impact in the integration of knowledge that may existin different parts of the enterprise, reducing redundancy andimproving efficiency by eliminating excess work.

�



Component Application

Explanations This process is concerned with the actual use of integratingand applying that knowledge in the firm’s products andservices. It is also can use to increase profitability, long-termviability, and ability to quantify critical success factors forthe organization.


SEs can apply knowledge from past mistaken to solve newproblems, improved organization efficiency, motivatepeople to think creatively and use their understanding of theenterprise products, process, and services, also, use theknowledge to adjust strategic direction to achieve theenterprise’s ultimate goals.

�



Component Protection

Explanations This activity is associated with the effective control andprotection of knowledge within an organization frominappropriate of illegal use involve copyright, patents andIT systems that restrict and control access to knowledge andinformation.


SEs should protect their knowledge and access only byauthorized members. These are because; SEs like SMEs usedthe internet as a platform for hosting their information. Itmay be able to imply their knowledge at high risk becausetheir knowledge is exposed to the public domain.

�


SOCIAL ORGANIZATION PERFORMANCE (SOP)

Component Input

Explanations The resources that contribute to the activityundertaken for their input such as cost-efficiency,analysis related to outputs/outcomes and a social-effectiveness perspective when producing services (orgoods).


SEs should pursue community interest by choosinglocal suppliers to favor short supply chains, choosingsocially or environmentally certified suppliers.

�



Component Output

Explanations The activity to achieve the mission and direct andcountable goods/services obtained using the activitiescarries out.


SEs uses the analysis of outputs involves highlightingthe “physical” product of the activities carries out bySEs such as production cost and employeeproductivity.

�



Component Outcome

Explanations The real benefits or impact of the performance toarchive organization goals according to organizationmission.


This dimension aim of evaluating the “benefits” thatflow from SE activities. The outcome can be measureeither as internal (achievement of the mission andchosen objectives) or external (client/usersatisfaction).

�



Component Impact

Explanations The consequences for the long terms impacts on widercommunity.


Effectiveness control focuses on the contribution madeby the SE to the creation of social capital and collectivewell-being through the identification of measuresmedium or long term impact on the community orenvironment.

�


Knowledge Management Capability in Social Enterprise (KMC-SE) Model

�� The study showed knowledge managementcapabilities have a relationship in competitiveadvantages, and it can improve social performance.

� It is recommended that researchers focus onexpanding our understanding of knowledgemanagement capabilities in SEs, especially inMalaysia perspective.

�Moreover, the studies about another component ofknowledge management capability in different sizes,sectors, and strategic orientations still need toexplore in future.

CONCLUSION & DIRECTION FOR FUTURE WORK

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AUTHORS NORASIKEN ABDUL RAHMAN DR ...akademiabaru.com/wvsocial2015/doc/PPT21.pdfSOCIALORGANIZATION PERFORMANCE (SOP) Component Input Explanations The resources that contribute to the