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Knowledge Management as a Determinant of Faculty Incentives and Retention: An Empirical Study of Academic Institutions

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• Volume 13,Issue 2, Mar. 2026

Year:

2026

Type of Publication:

Article

Keywords:

Knowledge Management, Compensation, Higher Education Institutions, Factor Analysis, Regression Analysis

Authors:

• Dwivedi, Swati
• Rajput, Dr. P. S.
• Sood, Dr. Vishal
• Manwani, Dr. Satish

Journal:

IJIRES

Volume:

13

Number:

2

Pages:

23-38

Month:

March

ISSN:

2349-5219

BibTex:

@article{2095, author = "Swati Dwivedi and Dr. P.S. Rajput and Dr. Vishal Sood and Dr. Satish Manwani", abstract = "This research investigates the impact of Knowledge Management (KM) techniques on the salaries of academiciansof Bhopal. This research employs the SECI knowledge production framework with organisational learning and human capital theories to analyse the relationship between knowledge management attributes and faculty remuneration. A structured questionnaire was utilised to gather primary data from 400 faculty members in Bhopal regarding socialisation, externalisation, combination, internalisation, knowledge transfer, knowledge application, education, innovativeness, institutional culture openness, learning orientation, performance, and compensation. There are 40 questions in the questionnaire, which cover 13 different things. Factor analysis confirmed the KM dimensions, whereas descriptive statistics characterised respondents and variable distributions. The study conducted a correlation analysis to investigate the relationship between KM components and compensation. Subsequently, multiple regression was applied to evaluate the predictive accuracy of KM practices concerning compensation. Incentives, recognition, motivation, and retention advantages demonstrate that advanced knowledge management practices-such as knowledge application, institutional culture openness, innovativeness, performance, and learning orientation-enhance faculty remuneration. The research indicates that organisations fostering leadership-driven knowledge management implementation, ongoing education, and cooperative information exchange are more inclined to recognise knowledge contributions and competencies. The research implications can assist academic administrators and senior officials in enhancing faculty satisfaction and institutional performance through the implementation of compensation schemes that promote knowledge generation, dissemination, and application.", issn = "23495219", journal = "IJIRES", keywords = "Knowledge Management, Compensation, Higher Education Institutions, Factor Analysis, Regression Analysis", month = "March", number = "2", pages = "23-38", title = "{K}nowledge {M}anagement as a {D}eterminant of {F}aculty {I}ncentives and {R}etention: {A}n {E}mpirical {S}tudy of {A}cademic {I}nstitutions", volume = "13", year = "2026", }

Abstract:

This research investigates the impact of Knowledge Management (KM) techniques on the salaries of academiciansof Bhopal. This research employs the SECI knowledge production framework with organisational learning and human capital theories to analyse the relationship between knowledge management attributes and faculty remuneration. A structured questionnaire was utilised to gather primary data from 400 faculty members in Bhopal regarding socialisation, externalisation, combination, internalisation, knowledge transfer, knowledge application, education, innovativeness, institutional culture openness, learning orientation, performance, and compensation. There are 40 questions in the questionnaire, which cover 13 different things. Factor analysis confirmed the KM dimensions, whereas descriptive statistics characterised respondents and variable distributions. The study conducted a correlation analysis to investigate the relationship between KM components and compensation. Subsequently, multiple regression was applied to evaluate the predictive accuracy of KM practices concerning compensation. Incentives, recognition, motivation, and retention advantages demonstrate that advanced knowledge management practices-such as knowledge application, institutional culture openness, innovativeness, performance, and learning orientation-enhance faculty remuneration. The research indicates that organisations fostering leadership-driven knowledge management implementation, ongoing education, and cooperative information exchange are more inclined to recognise knowledge contributions and competencies. The research implications can assist academic administrators and senior officials in enhancing faculty satisfaction and institutional performance through the implementation of compensation schemes that promote knowledge generation, dissemination, and application.

Full text: IJIRES_2095_FINAL.pdf Online version [Bibtex]