The role of knowledge management practices in supporting employee capacity for improvisation

Abstract

This study examines the role of knowledge management (KM) practices in fostering the improvisational capacities of employees. A survey data-set of 593 responses of employees in a city organisation was tested with partial least squares modelling. The results indicated that KM practices positively affect employee improvisation. The study suggests that organisations should pay conscious attention to KM practices that foster the utilisation of employee creativity for organisational success.

Keywords:

• employee improvisation
• human resource management
• knowledge management
• PLS
• public organisation