The art of managing organizational knowledge and performance: A blank or colorful canvas?

Purpose: The purpose of this research study was to examine the correlation, if any, between knowledge and performance management and associated strategies employed by today's organizations to increase stakeholder and shareholder value. Design, methodology: Each strategy was individually examined using the quantitative causal method research design in order to examine the relationship/correlation of the level of knowledge and performance activities within participant organizations, and then collaboratively examine their inter-relations. The independent variables and the dependent variables vary in each correlational research questions. Findings: The findings endorsed that effective use of organizational explicit knowledge and efficient performance are practices worth doing. Correlations between knowledge and performance and innovation and value added were found to be relatively strong. A moderately strong predictive correlation between effective implementation of knowledge strategy and performance was also found and presented, and similar findings showing a moderately strong predictive correlation between effective implementation of performance strategy and innovation are also established and shown. Practical implications: Organizations can increase and create vital added value to both stakeholders and shareholder members by implementing effectively a holistic approach as an integrated part of routine practices that enhances knowledge creation and exceptional performance, which will contribute to superior results - tangible and intangible ones. The practical implications of this research will contribute to the academic discipline of knowledge and performance management. Paper relevance: This paper will contribute to the debate regarding the linking of knowledge and performance management. Further, this paper will contribute to the in-depth analysis/discussion of the importance of knowledge in innovation and velocity management.