Performance management and justice in knowledge management: A theoretical framework

The extant literature has attributed effective knowledge transfer to the attributes of the sender and the receiver, the relationship between the actors, and the attributes of the knowledge per se. However, contextual influences have been relatively under-studied. This paper integrates three under-explored but inter-related perspectives – the design of knowledge appropriation regime, the use of performance management strategies and the presence of justice climate – for better promotion and implementation of knowledge management practices within organisations. Specifically, we propose that the appropriate use of key performance indicators contributes to the construction of a well-designed knowledge appropriation scheme, which in turn helps develop a justice climate within the organisation that is able to enhance effective knowledge transfer among organisational members. The theoretical propositions offer insights to theory buildings in both knowledge and justice literatures.