Having developed and tested a research model (see Figure 2-3), concerning the effects of KM activities supported by organizational and technological initiatives on the individual, team and organizational levels. The results provide potentially valuable insights for knowledge management theories and practices. First, the study provides empirical support for the argument inherent in social capital theory, knowledge-based organization theory, and knowledge management theory that the impacts of knowledge management moves from individuals to teams and then to the entire organization. Individual performance affects organizational performance, although this impact does not occur directly, but through its effect on team performance and the effects of team performance on organizational performance. Therefore, this study highlights the importance of communities of practice related to KM activities for individual-level knowledge. This study is an important finding because it demonstrates the importance of communities of practice not only for individuals and their teams, but for their entire organization. Also. Universities that continue to invest in the intellectual growth of their individuals will continue to reap rich returns through the growth of organizational knowledge. Second, this research provides valid and reliable measures that senior managers can use as a valuable tool to evaluate and compare different KM activities. of their staff with that of their best workplace. The productivity of knowledge workers is an important issue given the increasing amount of this type of work in today's economy. KM activities as measures in this research are found to have a significant impact on the performance results of such middle of paper......l performance. This finding may be due to several possible reasons. First, it could be a consequence of the more technical nature of the items used to measure organizational performance outcomes. If so, it would be interesting to see whether knowledge management activities benefit more from technological progress. Alternatively, the low beta of organizational performance results could simply show that organizations are only beginning to experiment with them. Finally, the results contribute to behavioral and cognitive theories by providing empirical evidence of the relationship between constituent variables in the context of knowledge management. levels. The results also confirm several similar relationships proposed by Porras and Robertson (1992) in their framework used to analyze organizational change/development based on social cognitive theory...