An Empirical Study on the Combined Effects of KM Enablers and KM Strategies Organizational Performance: A Case Study of Taiwan ICDF

Abstract

This paper has three research objectives. Firstly, analyze the relationship between KM Strategies and KM Enablers; secondly, analyze the relationship between KM Enablers and the three aspects of Organizational Performance; thirdly to determine if the degree of T-shaped skills affects Organizational Performance in TaiwanICDF. A Quantitative Research design was used. 130 questionnaires were handed out and 122 valid responses were received. Results indicate that KM Strategies does have a significant influence on KM Enablers; KM Enablers also do significantly affect Organizational Performance; the degree of T-shaped skills does have an impact on the three aspects of Organizational Performance. Since this is a Case Study results may not be generalizable to all Non-Profit organizations (NPO's). This paper shows that it is important that TaiwanICDF pay close attention to the KM Strategies that they are using as this can indirectly affect the organization's performance. Also the degree of T-shaped skills present in the organization can impact all three aspects of the organization's performance. This paper attempts to make NPO's aware of the importance of KM strategies and KM Enablers to Organizational Performance. It also attempts to show that even with NPO's the degree of cognitive skills like T-shaped skills is important.