Antecedents of Knowledge Management on the Innovation Performance of Government Officials at the Revenue Department in Thailand
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Abstract
A shift from a bureaucratic system to digital innovation performance of the Revenue Department has resulted in the government officials adjusting their work processes in order to change the organizational culture. As a result, the research article consisted of the following objectives: 1) to explore the impact of organizational culture, organizational learning, and organizational atmosphere on knowledge management toward the new and old generations of government officials at the Revenue Department; and 2) to compare the opinions of new and old generations toward the performance of innovation. The study used a mixed-method research technique, with quantitative data obtained from questionnaires distributed to 687 Revenue Department officials. The obtained data were processed by analyzing the structural equation model. The qualitative data were collected from in-depth interviews with 15 officials. Inductive analysis was used to support quantitative research results and compare opinions based on the research conceptual framework.
From the study, the following results are found: (1) The organizational culture has an impact on knowledge management and innovation performance results; (2) The organizational learning and atmosphere have impact on knowledge management and innovation performance results; and (3) The knowledge management has impact on the innovation performance results. According to the conceptual framework, the results of a study of high-level government officials' opinions are found to be congruent with the quantitative research results. The comparative results of new and old generation officials' opinions are found to be congruent with the research conceptual framework, with the following additional comments: (1) The participation of new and old generations in knowledge exchange is carried out in such a way that seniors teach juniors, hence reducing learning time and the gap in innovation; and (2) A positive relationship between colleagues and supervisors promotes organizational learning and the development of innovation.
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