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KNOWLEDGE LEVERAGING: MEASURING A NEW CONSTRUCT AND ITS IMPACT ON STRATEGIC GAIN IN NONPROFITS
Von Deak, Todd
Von Deak, Todd
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Thesis/Dissertation
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2024-08
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Business Administration/Strategic Management
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http://dx.doi.org/10.34944/dspace/10583
Abstract
Considerable research has focused on understanding the journey of knowledge from inception to application. However, this body of work often needs more exploration of how knowledge is effectively utilized for strategic advancement within an organization once it reaches its destination. Moreover, existing research has primarily concentrated on large corporations, neglecting small to medium-sized businesses, particularly those in the nonprofit sector. My dissertation addressed this gap by developing a model that comprehensively examined how employees within nonprofit membership-based organizations leverage knowledge. I defined knowledge leveraging as the proactive use of accumulated knowledge to enhance an organization’s strategic performance through mission-critical activities. I proposed six hypotheses within this model to deepen our understanding of knowledge utilization and its subsequent impact. The findings supported the knowledge leveraging (KL) model, with two distinct scales identified: individual (KL-I) and team (KL-T). The model was only partially substantiated because many hypotheses were not supported. However, the results still suggest promising opportunities for future studies on this emerging topic.
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