Predictors and Effects of Knowledge Management in U.S. Colleges and Schools of Pharmacy

Public demands for accountability in higher education have placed increasing pressure on institutions to document their achievement of critical outcomes. These demands also have had wide-reaching implications for the development and enforcement of accreditation standards, including those governing pharmacy education.;The knowledge management (KM) framework provides perspective for understanding how organizations evaluate themselves and guidance for how to improve their performance. In this study, we explore knowledge management processes, how these processes are affected by organizational structure and by information technology resources, and how these processes affect organizational performance. This is done in the context of Accreditation Standards and Guidelines for the Professional Program in Pharmacy Leading to the Doctor of Pharmacy Degree (Standards 2007).;Data were collected using an online census survey of 121 U.S. Colleges and Schools of Pharmacy and supplemented with archival data. A key informant method was used with CEO Deans and Assessment leaders serving as respondents. The survey yielded a 76.0% (92/121) response rate. Exploratory factor analysis was used to construct scales (and scales) describing core KM processes: Knowledge Acquisition, Knowledge Integration, and Institutionalization; all scale reliabilities were found to be acceptable. Analysis showed that, as expected, greater Knowledge Acquisition predicts greater Knowledge Integration and greater Knowledge Integration predicts greater Institutionalization.;Predictive models were constructed using hierarchical multiple regression and path analysis. Overall, information technology resources had stronger effects on KM processes than did characteristics of organizational structure. Greater Institutionalization predicted better outcomes related to direct measures of performance (i.e., NAPLEX pass rates, Accreditation actions) but Institutionalization was unrelated to an indirect measure of performance (i.e., USNWR ratings). Several organizational structure characteristics (i.e., size, age, and being part of an academic health center) were significant predictors of organizational performance; in contrast, IT resources had no direct effects on performance.;Findings suggest that knowledge management processes, organizational structures and IT resources are related to better performance for Colleges and Schools of Pharmacy. Further research is needed to understand mechanisms through which specific knowledge management processes translate into better performance and, relatedly, to establish how enhancing KM processes can be used to improve institutional quality.