Knowledge Management Practices and Intellectual Capital: A Case from Jordan

This study attempts to study how Jordanian pharmaceutical firms adopt Knowledge Management Practices (KMPs) and recognize the importance of Intellectual Capital (IC). It also examines KMPs influence on IC in the targeted firms. A survey strategy was applied through a self-administered questionnaire....

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Bibliographic Details
Published inInternational journal of business Vol. 22; no. 4; pp. 341 - 367
Main Authors Altarawneh, Ikhlas Ibrahim, Altarawneh, Khalaf
Format Journal Article
LanguageEnglish
Published Fresno Premier Publishing, Inc 22.09.2017
Subjects
Communication
Company business management
Corporate culture
Employee development
Employees
Explicit knowledge
Human capital
Innovations
Intellectual capital
Knowledge management
Knowledge sharing
Literature reviews
Management
Management techniques
Mentoring
Mentors
Pharmaceutical industry
Semiconductor industry
Strategic management
Studies
Success
Surveys
Tacit knowledge
Training
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Summary:This study attempts to study how Jordanian pharmaceutical firms adopt Knowledge Management Practices (KMPs) and recognize the importance of Intellectual Capital (IC). It also examines KMPs influence on IC in the targeted firms. A survey strategy was applied through a self-administered questionnaire. Thirteen pharmaceutical companies that were registered in the Jordanian Association of Pharmaceutical Manufacturers (JAMP) in 2016 were targeted through 220 managers who participated in this study. Results show a strong statistical significant effect of KMPs (communication and knowledge sharing, knowledge management policies and strategies, a culture that encourages knowledge creating and sharing, training and mentoring employees, the ability to create new knowledge, and knowledge capturing and acquisition) on IC in the targeted firms. Findings also indicate awareness of the management in the targeted companies of the importance of KMPs to achieve a superior success; however, KM policies and strategies were the most practices being used by the targeted companies, while the ability to create new knowledge practices was the lowest. The overall mean of IC recognition in the targeted companies was 3.70, reflecting a high degree. The study has made significant contributions to the body of knowledge at academic and practical levels. The study recommends that managers in the targeted companies need to better understand how to evaluate, identify and manage knowledge resources efficiently and effectively to be best utilized for capturing new knowledge and improving employees' skills.
ISSN:1083-4346