Effects of Organizational Structure and Job Expertise on the relation between Physical Knowledge Management Resources and Knowledge Management Capability: A Resource-Based View of Pakistani Telecom Sector

Abstract

Knowledge Management (KM) is progressively supported for refining innovation and dexterity in policy development besides service delivery. This research classifies the technological factors swaying KM, conjectures their interface effects grounded on the resource-based view. Physical resources capitalized explicitly for promoting KM are hypothesized to relate with organizational and human resources for influencing organizational KM capability in apprehending, allocating, smearing and producing knowledge. Having a sample size of N=300, this study resolves to be contributing to any organization in terms of refining the formation of knowledge capabilities. The data collected specifies that employees’ job expertise improve the efficacy of physical KM resources while organizational structure has an overturning effect (with respect to the Pakistani Telecom Sector). Expounding theses collaboration effects has significant insinuations for the theoretical consideration of KM in the telecom sector so long as empirical evidence for the performance effect of KM informs management. This research and its findings can support managers in growing the learning efficiency of their organizations by identifying and concentrating on their organizational and human resources through apposite expansion of their physical knowledge management resources.