{'fraction_non_alphanumeric': 0.017017828200972446, 'fraction_numerical': 0.0024311183144246355, 'mean_word_length': 5.861111111111111, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Relationship between knowledge management practices and performance - a segmentation study in Indian private sector

This study proposes a comprehensive model that establishes relationships between antecedents of effective knowledge management (KM) and organisational performance. An attempt is made to identify the probable KM segments and performance variation across segments. An instrument was designed, and seven hypotheses were proposed. Data was collected from 127 private sector managers. Partial least squares structural equation modelling (PLS-SEM) was used to test hypotheses which indicated that while all the hypotheses had the desired positive sign, five of them were significant. This paper presents empirical evidence of KM in enhancing organisational performance. Cluster analysis resulted in three KM segments labelled as - pessimistic, marginally optimistic and highly optimistic. Further, both organisational and financial performance significantly varied among the three segments. This study provides strong evidence that thoughtful planning and implementation is the starting point for enhancing performance. This model can be applied to similar organisations for identifying KM maturity among employee clusters.