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Journal of Knowledge Management

[79 followers] Follow
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ISSN (Print) 1367-3270
Published by Emerald

[307 journals]

Why and When Do People Hide Knowledge?
- Authors: literatinetwork@emeraldinsight.com (He Peng)
  Abstract: Abstract
  
  Purpose - The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership feeling over the knowledge. Therefore, this research builds and tests a theoretical model linking knowledge-based psychological ownership with knowledge hiding via territoriality.Design/methodology/approach - Data were collected from knowledge workers in China via a web-based three-wave survey. The final sample was 190 cases. Hierarchical regression models and bootstrapping approach were used to test the hypotheses.Findings - Results show that knowledge-based psychological ownership positively affects knowledge hiding. Territoriality fully mediates the link between knowledge-based psychological ownership and knowledge hiding. Moreover, organization-based psychological ownership moderates the positive link between territoriality and knowledge hiding. Specifically, territoriality will mediate the indirect effect of knowledge-based psychological ownership on knowledge hiding when organization-based psychological ownership is low but not when it is high.Research limitations/implications - The research reflects that to reduce knowledge hiding, organizations should focus on practices that can decrease employees’ self-perception of possession of knowledge and territoriality, and that can strengthen employees’ psychological ownership for organizations.Originality/value - Although many actions have been adopted to foster knowledge management in companies, knowledge hiding is still prevalent in work settings. This paper highlights the predictive power of knowledge-based psychological ownership on knowledge hiding, and the mediating role of territoriality in the link between knowledge-based psychological ownership and knowledge hiding.
  PubDate: Fri, 24 May 2013 00:00:00 +010
Towards Tacit Knowledge Sharing over Social Web Tools
- Authors: literatinetwork@emeraldinsight.com (Sirous Panahi; Jason Watson, Helen Partridge)
  Abstract: Abstract
  
  Purpose - Researchers debate whether tacit knowledge sharing through Information Technology (IT) is actually possible. However, with the advent of social web tools, it has been argued that most shortcomings of tacit knowledge sharing are likely to disappear. This paper has two purposes: firstly, to demonstrate the existing debates in the literature regarding tacit knowledge sharing using IT, and secondly, to identify key research gaps that lay the foundations for future research into tacit knowledge sharing using social web.Design/methodology/approach - This paper reviews current literature on IT-mediated tacit knowledge sharing and opens a discussion on tacit knowledge sharing through the use of social web.Findings - First, the existing schools of thoughts in regards to IT ability for tacit knowledge sharing are introduced. Next, difficulties of sharing tacit knowledge through the use of IT are discussed. Then, potentials and pitfalls of social web tools are presented. Finally, the paper concludes that whilst there are significant theoretical arguments supporting that the social web facilitates tacit knowledge sharing there is a lack of empirical evidence to support these arguments and further work is required.Research limitations/implications - The limitations of the review includes: covering only papers that were published in English, issues of access to full texts of some resources, possibility of missing some resources due to search strings used or limited coverage of databases searched. Originality/value - The paper contributes to the fast growing literature on the intersection of KM and IT particularly by focusing on tacit knowledge sharing in social media space. The paper highlights the need for further studies in this area by discussing the current situation in the literature and disclosing the emerging questions and gaps for future studies.
  PubDate: Fri, 24 May 2013 00:00:00 +010
KNOWLEDGE MANAGEMENT MODEL OF COMMUNITY BUSINESS: THAI OTOP CHAMPIONS
- Authors: literatinetwork@emeraldinsight.com (Kulthida Tuamsuk; Thongchai Phabu, Chollabhat Vongprasert)
  Abstract: Abstract
  
  Purpose - This research aimed to propose the knowledge management (KM) model of Thai OTOP community business by: 1) investigating the KM practices of the selected Five Star OTOP businesses of Thailand, and 2) identifying the KM factors that affected the successes of their businesses. Design/methodology/approach - The qualitative research method was used. The research units were the three group of Thai OTOP Champions with a score of 5 stars who have become successful in community income building with national renown and ethnic representations. The research had three phases: Phase 1 - The study of KM practices of top OTOP businesses and factors affecting their businesses’ successes. Data were collected by in-depth interviews, focus groups, and participatory observations. Informants were the OTOP’s business administrators, operating staff, and members. Phase 2- Data analysis and synthesis by using content analysis technique. Phase 3 – Development of a KM model for top OTOP business based on Phase 1 results and KM theories. The model was confirmed via a seminar technique and connoisseurship. Findings - The findings led to proposal of a KM model for top successful OTOP businesses, which the following components: (1) KM Processes propelling the process of OTOP business management, and (2) KM Success Factors including leadership, organizational cultures, man, and knowledge/intellect.Originality/value - This research has developed a KM model for community business which based on the practices of the national successful businesses. Therefore it can be applied for any OTOP’s business management in Thailand.
  PubDate: Fri, 24 May 2013 00:00:00 +010
Knowledge Management Practices in a Public Sector Organization: The Role of Leaders´ Cognitive Styles
- Authors: literatinetwork@emeraldinsight.com (Ajay Kumar Jain; Hans Jeppe Jeppesen)
  Abstract: Abstract
  
  Purpose - The purpose of this study is to investigate the impact of cognitive styles of leaders on knowledge management practices in a public sector organization in India.Design/methodology/approach - The data were gathered from 210 middle and senior managers who were employed in different projects across the country. Self-reported questionnaires were administered to collect the data on cognitive styles of leaders and knowledge management practices.Findings - Results of exploratory factor analysis showed three significant factors of cognitive styles namely, Radical, Innovative-Collaborator, and Adaptor. Knowledge management questionnaire had five dimensions namely, KM process, KM leadership, KM culture, KM technology and KM measurement. Results of regression analysis have shown a negative impact of radical and innovative-collaborator style while adaptor style had a positive impact on knowledge management practices.Research limitations/implications - This study is conducted in a large thermal power generation organization in India. Hence generalizability is limited to other similar contexts. Public sector work norms and organizational size may influence the interpretation of results.Practical implications - Results shows the relevance of adaptor style of thinking in promoting knowledge management practices which is consistent with the prevailing public sector work norms in India that do not support any radical changes in their ways of working and solving problems.Originality/value - This is an empirical study about the relationship between cognitive styles of leaders and knowledge management practices in Indian work context and such a study does not exist in literature.
  PubDate: Fri, 24 May 2013 00:00:00 +010
The Review of Approaches to Knowledge Management System Studies
- Authors: literatinetwork@emeraldinsight.com (SUREENA MATAYONG; Ahmad Kamil Mahmood)
  Abstract: Abstract
  
  Purpose - This paper reviews the current literature of KMS studies in organizations. The authors systematically review according to the principle of innovation studies approach i.e. variance and process approaches. The purpose of the interview is to identify the current state of KMS studies in organizations. By doing this, the way is paved for the authors to find the research gaps, which would facilatively suggest the direction for future research. The authors hope that this review shall be regarded as a source for those who share mutual interests in KMS research and could stimulate further for conducting researches in the area with different approaches in the future. Design/methodology/approach - Journal articles published within the period of 2003-2013 were collected. The articles were sourced mainly from Emerald, Science Direct, IEEE, MIS Quarterly, as well as some other academic databases. The search was conducted using the keywords such as "knowledge management system" "knowledge repository" "knowledge management tools" "system for knowledge management" and "knowledge-based system". Findings - The review of this paper found that the majority of KMS studies are primarily pertaining to adoption, diffusion, usage, and implementation, which are fundamentally based on variance approach. The studies based on process approach are, however, found scarce and still lacking. The authors highlighted the findings and provide critical review of current approach as well as commented on the traditional theories that had been applied, unified, and modified for the studies of KMS in organizations. The authors also suggested some appropriate approach to study KMS in organizations and future direction for further research in this field.Research limitations/implications - The paper has produced a certain result of review studies from the existing literature during the period of 2003-2013. However, the review mainly focused on the different approaches that looked into the classification of study schemes and theories being applied for the research while not focusing on other aspects that may be relevant to the area of studies. Originality/value - The result of this review highlights some gaps in the literature in terms of their findings and critical observation on to the theoretical and methodological approaches to the research of KMS studies in organizations. The direction of future research is then suggested as a closing remark.
  PubDate: Fri, 24 May 2013 00:00:00 +010
Determinants of knowledge sharing in a public sector organization
- Authors: literatinetwork@emeraldinsight.com (Angela Titi Amayah)
  Abstract: Abstract
  
  Purpose - The purpose of this study is to investigate the factors that affect knowledge sharing in a public sector organization. Design/methodology/approach - The paper is based on quantitative research. The data were gathered through questionnaires and analyzed using multiple regression.Findings - Three motivators, community related considerations, normative considerations, and personal benefits, were found to have a unique contribution to the variance in knowledge sharing. The following enablers had a significant main effect on knowledge sharing: social interaction, rewards, and organizational support. Two barriers, degree of courage and degree of empathy, which measured organizational climate, were found to have a significant main effect on knowledge sharing. The interaction of (a) normative consideration with social interaction, (b) personal benefit with organizational support, and (c) normative considerations with degree of courage had a moderating effect on the relationship between motivating factors and knowledge sharing. Research limitations/implications - The study was conducted in a single public sector organization, which limits the generalizability of the findings to other settings. Another limitation is that attitudes toward knowledge sharing, and knowledge sharing behaviors vary across cultures. Finally, self-reported data are subject to response bias.Practical implications - Identifying factors that influence knowledge sharing could help practitioners create a knowledge sharing culture that is needed to support knowledge sharing and knowledge management within public sector organizations.Originality/value - This empirical study will contribute to the theoretical knowledge on knowledge sharing in the public sector, which has been neglected in knowledge sharing research.
  PubDate: Fri, 24 May 2013 00:00:00 +010
ROLE OF KNOWLEDGE INFRASTRUCTURE CAPABILITIES IN KNOWLEDGE MANAGEMENT
- Authors: literatinetwork@emeraldinsight.com (Satyendra C Pandey; Andrew Dutta)
  Abstract: Abstract
  
  Purpose - In a progressively knowledge dependent economy, businesses need to learn to harness the knowledge that resides within the organizations. However, organizations often find it challenging to manage this most important asset that people possess. Researchers assert that it is mostly the organizational factors that pose a challenge to the management of knowledge. This paper aims to examine the role of knowledge infrastructure capability in Knowledge Management (KM) practices within the organization. Design/methodology/approach - This paper employs a single case study strategy to explore the aforementioned objective at hand. An Indian medium-sized global IT solutions company headquartered in Bengaluru, India, MindTree Ltd. was chosen, as this company is globally admired for its KM initiatives and has also featured in the list of Globally Most Admired Knowledge Enterprises (MAKE) list in the year 2010. Research methods included in-depth, semi-structured interviews with key informants as well as a non – obtrusive participant observation.Findings - Findings of the study shows the relevance of knowledge infrastructure capability in KM excellence. Case highlights the role of knowledge-sharing culture throughout management systems and routines. Findings also suggests that organization structure plays a facilitating and steering role in developing the culture of knowledge.Research limitations/implications - The issues identified are explored in a single case-study setting. Future research could look at the relevance of the findings to other similar settings and in multi – site settings to bring about wider theoretical generalization. Practical implications - This study will help the managers to understand the role of knowledge infrastructure capabilities in knowledge management success and will help them to device further studies to realize the full potential of KM initiatives. Originality/value - This paper adds empirical insight from Indian ITES industry on existing literature about KM.
  PubDate: Fri, 24 May 2013 00:00:00 +010
Study on enterprise knowledge sharing in ESN perspective: a Chinese case study
- Authors: literatinetwork@emeraldinsight.com (Rongying Zhao; Bikun Chen)
  Abstract: Abstract
  
  Purpose - Enterprise social network (ESN) is part of the information reform by the enterprise using Web2.0. In terms of marketing targets of typical Web2.0 techniques, enterprise knowledge sharing in Web2.0 ear can be classified into different types (individual interaction type, group interaction type, social interaction type, real-time interaction type and delay interaction type). The purpose of this paper is to summarize the features and modes of different enterprise knowledge sharing and study enterprise knowledge sharing quantitatively in ESN perspective by selecting real-time interaction type as the case.Design/methodology/approach - Due to the area of research, the authors supplemented the SNA, combined with mathematical model method and additional in-depth interviews.Findings - The Web2.0 era provides the opportunity to quantify knowledge sharing. Besides, SNA can quantitatively and visually diagnose the enterprise knowledge sharing status and guide the enterprise knowledge sharing process. Research limitations/implications - Only a case study about real-time interaction type is given, other types are not empirically studied. Practical implications - SNA, combined with mathematical model method and additional in-depth interviews with team leaders or key managers in the organizations, can quantitatively, visually and comprehensively diagnose the enterprise knowledge sharing status.Originality/value - This paper systematically summarizes the features and modes of Web2.0 enterprise knowledge sharing and the multi-method research design represents a sound approach to target enterprise knowledge sharing.
  PubDate: Fri, 24 May 2013 00:00:00 +010
ALIGNING STRATEGIES AND PROCESSES IN KNOWLEDGE MANAGEMENT: A FRAMEWORK
- Authors: literatinetwork@emeraldinsight.com (Rachelle Bosua; Krishna Venkitachalam)
  Abstract: Abstract
  
  Purpose - Knowledge management (KM) has become a key driver of organisational performance. The existing literature suggests that many organisations fail in their attempts to align their KM strategies with knowledge processes within their organisation. Based on the management literature on alignment, there is a gap in the understanding of how an organisation’s KM strategy and KM processes in workgroups can be aligned. The purpose of this study is to illustrate that alignment in terms of KM is important and underpins the improvement of KM processes in organisations. Design/methodology/approach - A qualitative case study research approach was used to examine alignment between strategy and processes of knowledge in organisations. Three case organisations representing different industry sectors were chosen to examine how organisations align their KM strategies with workgroup knowledge processes.Findings - This study proposes a Strategic–Workgroup Alignment Framework that explains the key alignment enablers and different alignment approaches required to align KM strategy with workgroup KM processes in organisations.Research limitations/implications - The authors acknowledge the limitations of this paper. Although the proposed framework provides valuable insights with respect to different alignment approaches, it does not specify how each alignment approach can be assessed in terms of effectiveness and efficiency. As part of the alignment approaches, this study’s focus was between strategy and processes of knowledge: further research could bring to light new alignment options of knowledge and the associated implications. Originality/value - This study illustrates that organisations can improve the management of knowledge through alignment between KM strategies and KM processes. Such an improvement is also possible in the absence of a KM strategy emphasis, where alignment would require a deeper examination of workgroup knowledge processes. This study also identifies specific alignment enablers to align KM strategy and KM processes.
  PubDate: Fri, 24 May 2013 00:00:00 +010