MITS5505 Knowledge Management Presentation & Participation Report

This presentation, prepared for MITS5505, explores the intricate relationships between organizational commitment, knowledge transfer, and knowledge management maturity. It begins with an introduction that links affective organizational commitment to knowledge sharing and transfer, highlighting the significance of human resources practices for organizational commitment. The presentation delves into the concept of organizational commitment, differentiating between affective, calculative, and normative commitment through Meyer and Allen's model. It defines knowledge transfer as the process of managing knowledge between individuals and groups and examines the impact of knowledge management practices. The presentation also explores the concept of knowledge management maturity, emphasizing its importance in effectively managing knowledge assets. The methodology section outlines a descriptive, quantitative research approach conducted at a Brazilian university, involving administrative technicians and professors. The results section highlights that employees with high affective commitment are more likely to share their skills and seek further training. The presentation concludes with implications, emphasizing the positive effect of knowledge transfer on measuring knowledge management and the significant relationship between organizational commitment and knowledge management maturity. The presentation also references key works by Meyer and Allen (1997) and Nonaka and Takeuchi (1995).

MITS5505
Knowledge
Management
Presentation &
Participation
Name of the Student:
Student ID:

The relationship between
organizational commitment,
knowledge transfer and knowledge
management maturity
By Juliano Martins Ramalho Marques, Jefferson Lopes La Falce, Fernanda
Machado Fonseca Ramalho Marques, Cristiana Fernandes De Muylder and
Jersone Tasso Moreira Silva

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• In terms of organisational commitment and knowledge
management, this research paper links affective
organisational commitment and two of the items of
knowledge management- knowledge sharing and
Knowledge transfer.
• There were no research papers from the year 2014 to
2016 that were related to the three dimensions of
organisational commitment to knowledge
management and knowledge transfer maturity.
• This research paper has helped in the organisational
diagnosis and have highlighted the vitality of the
practices of human resources for organisational
commitment leverage (Marques et al., 2019)
• The main aim of this article is to asses the relationship
in between knowledge transfer, organisational
commitment and the maturity of knowledge
Introduction

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• Organisational commitment is ““the
individual’s identification and involvement,
strength with a particular organization”.
• It can be interpreted as the belief of the
employees and the individual’s attachment to
a company.
• Selected model for the development of the
research is- commitment 3 component model
developed by Meyer and Allen (1997).
• It distinguishes the 3 dimensions of
commitment.
• The three dimensions of commitment are
affective commitment, calculative
commitment and normative commitment.
The Organizational
Commitment

Knowledge Transfer
• Knowledge transfer refers to the process
where the management of knowledge takes
place; in between the individuals to explicit
the sources to groups from the individuals
and the groups to the organisation.
• Nonaka and Takeuchi (1995) have claimed
that knowledge is internalised and broadened
on the basis of the interactions done among
the employees of the organisation.
• It is completed by recommending that
processes of knowledge management and
knowledge transfer can be influenced by the

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• It refers to the extent to which a company could
manage the knowledge assets consistently and take the
advantage of them in effective manner.
• According to the authors the maturity model can be
considered as structured approach application to the
application of knowledge management.
• In order to analyse the maturity level of knowledge
management is measuring it through IAGCAP
(Instrument for the Evaluation of Knowledge
Management in Public Administration)
The Knowledge Management
Maturity

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Knowledge management in public
organizations
• There is a difference in between knowledge
management practise of private and public
organisations.
• The difference is in terms of goals, objectives,
environment and processes.
• As per the authors, such research that is focused in
public sector is a relevant field that required further
improvement (Marques et al., 2019)
• The different approaches are required to be investigated
for gaining an understanding of the knowledge
management practice and for developing new
comprehensive ways for improving management

The relationship between constructs
and the hypotheses
• Both the use and creation of knowledge are
considered to be organisational challenge.
• Experience and knowledge are scattered everywhere
in an organisation.
• Organisations often find it difficult to unlearn what
they have already learnt in their past.
• Individual commitment to organisations play
significant role in the process of overcoming the
challenges in the management of knowledge and this
helps in achieving high knowledge management
maturity.
• Affective commitment is said to be positively related

Continuation..
• Affective commitment is positively related to the
maturity level of knowledge management in an
organisation.
• Calculative commitment is positively related to the
maturity level of knowledge management in an
organisation.
• Calculative commitment is positively related to the rate
of transfer of knowledge among the employees.
• Normative commitment is positively related to the
maturity level of knowledge management in the
organization
• Normative commitment is positively related to the
transfer of knowledge among the employees (Marques
et al., 2019).

Methodology
• The work is descriptive
• Quantitative research is conducted as of the fact that it
exposes certain population
• The research is carried out at the Federal university of the
Minas Gerais State, Brazil
• All the administrative technicians and University professors
were involved for carrying out the research
• A total of 323 respondents were used.
• For data collection, q questionnaire was developed
composing of nine demographic questions.
• Also, the data analysis technique that is used is that of
multivariate analysis that is further classified into
exploratory factorial analysis and SEM (Structural Equation
Model).

Results
• If the employees develop high affective
commitment with their organisation, they
then tend to work with the organisation for
longer duration.
• They will show high commitment to the
organisation
• They will share their skills and knowledge
with their peers for the betterment of the
organisation
• They would seek for training and gaining
more experience in order to prove
themselves beneficial for the organisation.

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Conclusion and
Implications
• This article has analysed the relationship in between the
knowledge transfer, organisational commitment and the
knowledge management maturity at Brazilian university.
• The article has made use of exploratory factorial analysis
as well as the structural equations modelling.
• This study presents significant evidence of positive effect
of knowledge transfer for measuring knowledge
management by means of the knowledge maturity
model.
• According to the research paper, there is a significant
relation between organisational commitment to
knowledge transfer ad the knowledge management
maturity.
• Also, there is no relationship in between normative

References:
Meyer, J.P. and Allen, N.J.A. (1997), Commitment in the Workplace:
Theory, research, and Application, Sage, Thousand Oaks, CA
Marques, J. M. R., La Falce, J. L., Marques, F. M. F. R., De Muylder, C.
F., & Silva, J. T. M. (2019). The relationship between organizational
commitment, knowledge transfer and knowledge management
maturity. Journal of Knowledge Management.
Nonaka, I. and Takeuchi, H. (1995), The Knowledge-creating
Company: How Japanese Companies Creates the Dynamics of
Innovation, Oxford University Press, New York, NY. 13

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