The impact of knowledge management practices on organizational performance: a study on technology-based companies

In order for knowledge management to impact the company's directions, bringing innovations and competitive advantages, it is necessary to integrate it into the organizational strategy. Although there are studies that point out the correlation between knowledge management, organizational performance and strategy, this often does not occur in practice. Organizations are aware of the importance of knowledge management, but we must get out of the field of discourse and convert actions into results. The present work aims to evaluate the impact of knowledge management practices on organizational performance through a quantitative research with the application of a survey questionnaire in technology - based companies. The research, quantitative denominated, used the empirical model of Wu and Chen, for the validation of the hypotheses defined in the study, the modeling technique of structural equations was applied. The obtained results make it possible to confirm the existing relationships between the five analyzed dimensions-knowledge active, organization learning, knowledge process capacity, business management capacity and organizational performance-besides identifying that among the constructs analyzed, the business process was the one that had the greatest influence on the organizational performance.