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Journal Cover Journal of Knowledge Management
   Journal TOC RSS feeds Export to Zotero [149 followers]  Follow    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
     ISSN (Print) 1367-3270
     Published by Emerald Homepage  [308 journals]   [SJR: 0.844]   [H-I: 28]
  • Non-disruptive knowledge and business processing in knowledge life cycles
           – aligning value network analysis to process management
    • Authors: Christian Stary
      Abstract: Journal of Knowledge Management, Volume 18, Issue 4, Page 651-686, July 2014. Purpose – This paper aims to achieve fully intertwined knowledge and business processing in change processes. It proposes streamlining situated articulation work, value network analyses (VNA) and subject-oriented business process modelling (S-BPM) and execution to provide non-disruptive single and double learning processes driven by concerned stakeholders. When implementing knowledge life cycles, such as Firestone and McElroy’s knowledge life cycle, the agility of organizations is significantly constrained, in particular, when surviving knowledge claims should be implemented in the business processing environment in a seamless way. Design/methodology/approach – The contribution is based on a conceptual analysis of knowledge life cycle implementations, learning loop developments and an exploratory case study in health care to demonstrate the effectiveness of the proposed approach. The solution towards non-disruptive knowledge and business processing allows stakeholders to actively participate in single- and double-loop learning processes. Findings – The introduced approach supports problem and knowledge claim formulation, knowledge claim evaluation and non-disruptive knowledge integration into a business process environment. Based on stakeholder articulation, the steps to follow are: holomapping, exchange analysis, impact analysis, value creation analysis, subject-oriented modelling, business process validation and execution. Seamless support of stakeholders is enabled through the direct mapping of stakeholder and activity descriptions from value network representations to behaviour specifications (process models) on the individual and organizational layer. Research limitations/implications – Current knowledge life cycle developments and implementations can now be analyzed in a structured way. Elements of the proposed approach could be integrated in disruptive implementations to overcome current limitations of knowledge life cycles. However, further case studies need to be performed to identify hindrances or barriers of combining VNA and S-BPM, both on the technological and methodological layer. What works for expert service industries might need to be adapted for production industries, and tools or tool chains might need to be configured accordingly. Finally, the socio-economic impact of the approach needs to be explored. Practical implications – The presented case study from health care reveals the potential of such a methodological combination, as cycle times can be reduced, in particular, due to the execution of role-specific process models in the respective business processing environment. It can be considered as a fundamental shift for existing change management procedures, as they require rework of the entire functional process models when addressing business processing. Now, stakeholder- or role-specific behaviour can be handled isolated and in parallel, without affecting the entire organization in case of modifications. Originality/value – The proposed methodological integration has not been done before. It enables stakeholders to perform single- and double-loop change processes in a seamless way.
      PubDate: Fri, 29 Aug 2014 07:19:11 GMT
  • Classification of supply chain knowledge: a morphological approach
    • Authors: S Sudhindra et al
      Abstract: Journal of Knowledge Management, Volume 18, Issue 4, August 2014. Purpose The purpose of the article is to create a knowledge classification model that can be used by knowledge management (KM) practitioners for establishing a knowledge management framework (KMF) in a supply chain (SC) network. Epistemological as well as ontological aspects of knowledge have been examined. SC networks provide a more generic setting for managing knowledge due to the additional issues concerning flow of knowledge across the boundaries of organizations. Design/methodology/approach Morphological analysis has been used to build the knowledge classification model. Morphological approach is particularly useful in exploratory research on concepts/entities having multiple dimensions. Knowledge itself has been shown in literature to have many characteristics and the methodology used has enabled a comprehensive classification scheme based on such characteristics. Findings A single, comprehensive classification model for knowledge that exists in SC networks has been proposed. Nine characteristics, each possessing two or more value options, have been finally included in the model. Research limitations/implications Knowledge characteristics have been mostly derived from past research with the exception of three which have been introduced without empirical evidence. Although the article is primarily about SC knowledge, the results are fairly generic. Practical implications The proposed model would be of use in developing KM policies, procedures and establishing knowledge management systems (KMS) in SC networks. The model will cater to both system and people aspects of a KMF. Originality/value The proposed knowledge classification model based on morphological analysis fills a gap in a vital area of research in KM as well as SC management. No similar classification model of knowledge with all its dimensions has been found in literature.
      PubDate: Wed, 06 Aug 2014 20:55:15 GMT
  • Structural social capital and innovation. Is knowledge transfer the
           missing link'
    • Authors: Raffaele Filieri et al
      Abstract: Journal of Knowledge Management, Volume 18, Issue 4, August 2014. Purpose Individuals and organisations are becoming increasingly involved in collaboration networks to share knowledge and generate innovation. Social Capital (SC) Theory has been adopted in several areas of study to explain how individuals, groups, and organisations manage relationships to generate innovation. However, to date no systematic review has been carried out on the role that structural social capital plays for knowledge transfer and innovation at the interpersonal, inter-unit, and inter-firm levels and therefore the aim of this study is to address this gap. Design/methodology/approach This review covers studies of social capital in organisational behaviour, strategy, and management over a period of 20 years. Findings The literature review shows that knowledge types and knowledge transfer processes are the missing links in the relationship between structural social capital and innovation. Moreover, the paper demonstrates that seemingly opposite configurations of social capital are complementary to each other (structural holes vs. dense networks, strong vs. weak ties) and that contextual factors should be considered when discussing the effects of social capital on knowledge transfer and innovation. In addition, it is the balance of different configurations of social capital which enables an individual or a company to explore, access, assimilate, and combine different knowledge types, which will lead to improved innovation outcomes. Originality/value This review facilitates understanding of the role of social capital for knowledge transfer processes and the mediating role of knowledge transfer processes and knowledge types in the relationship between structural social capital and innovation.
      PubDate: Wed, 06 Aug 2014 20:55:14 GMT
  • Knowledge management in teams: empirical integration and development of a
    • Authors: Ram Manohar Singh et al
      Abstract: Journal of Knowledge Management, Volume 18, Issue 4, August 2014. Purpose This study had two main objectives: (i) to develop a scale to measure knowledge management holistically at team level and (ii) to provide an empirical integration to a fractured body of literature on knowledge management. Design/methodology/approach Ten concepts commonly studied under the umbrella term “knowledge management” were reviewed. On the basis of literature review, a semi-structured interview was conducted with 24 information technology (IT) professionals. A scale was developed based on the literature review and the interviews. The scale was tested in two phases, on samples of 91 and 699 IT professionals. Team knowledge management was analysed on 512 respondents, belonging to 34 teams. Findings Findings suggest that the newly developed scale is a reliable and valid measure of knowledge management. Exploratory factor analysis of the twenty-seven items scale suggests that knowledge management should be measured along four dimensions: knowledge creation, sharing, retention and actionable knowledge support. Practical implications Organizations expect their teams to make the best use of knowledge resources. This scale would help organizations diagnose knowledge management practices in teams and develop interventions according to the needs of each team. The scale and four factor model will provide a framework and a tool to investigate relationship of knowledge management with other variables. Originality/value The attempts to integrate literature on knowledge management have largely been theoretical, and there has been little empirical work to provide an integrative framework for knowledge management concepts. This paper presents an empirical basis for the integration of knowledge management concepts. The paper also presents development of a scale which measures knowledge management practices in teams.
      PubDate: Wed, 06 Aug 2014 20:53:40 GMT
  • Use of information and communication technology to support employee-driven
           innovation in organizations: a knowledge management perspective
    • Authors: Leif Jarle Gressgård et al
      Abstract: Journal of Knowledge Management, Volume 18, Issue 4, August 2014. Purpose Employee-driven innovation (EDI) involves systematic exploitation of knowledge resources in organizations. The role of information and communication technologies (ICT) for efficient knowledge management is important in this respect, and the purpose of this paper is to investigate how organizations focusing on EDI use ICT-based tools in their innovation work. Design/methodology/approach In-depth interviews with employees, managers, and union representatives from 20 organizations focusing on EDI were conducted. The sample included organizations from eight different industries, representing both private and public sectors. Findings The results show that ICT-based tools can support the processes of acquisition, dissemination, and exploitation of knowledge, which are important aspects of EDI. However, use of ICT-based tools has to be aligned with organizational structures and professional role conduct to be efficient. Practical implications The study contributes to practice by highlighting several factors that organizations should emphasize in order to succeed with application of external and internal knowledge in their innovation work. Originality/value The study applies a knowledge management perspective on the role of ICT-based tools to support employee-driven innovation in organizations. The findings contribute to an improved understanding of organizational conditions for succeeding with use of ICT-based tools in innovation work, and emphasize that perspectives on knowledge management, technology management, and human resource management have to be combined to understand how employee-driven innovation can be promoted by use of ICT in organizations.
      PubDate: Wed, 06 Aug 2014 20:52:21 GMT
  • Best of both worlds: hybrid knowledge visualization in police crime
           fighting and military operations
    • Authors: Martin J. Eppler et al
      Abstract: Journal of Knowledge Management, Volume 18, Issue 4, August 2014. Purpose Making effective and timely use of all available, relevant knowledge is a major requirement for today’s police officers who strive to fight organized crime or resolve complex criminal acts under time pressure. As they share this knowledge integration challenge with many management contexts, the authors have examined the knowledge visualization practices of a leading regional police force (and of a military unit) in order to derive insights for corporate knowledge management. Design/methodology/approach To examine the knowledge visualization practices of a leading regional police force, the authors have conducted on-site observations, focus groups, and interviews, as well as site-, document-, tool- and software- analyses within the police headquarters. Findings As one main result of their empirical investigation, the authors find that the police force’s practice of hybrid (i.e., digital and physical) knowledge visualization offers a useful strategy for corporate knowledge management as well. They also show how organizations can apply this dual approach to making knowledge visible i.e., using sophisticated visualization software in combination with hands-on physical and permanently visible knowledge boards. Originality/value They discuss how these two modalities can be combined to improve knowledge management and how this hybrid practice can be understood theoretically through the lens of boundary object theory. With this regard, this article also extends the boundary object theory by identifying nine dynamic qualities of collaborative visualizations.
      PubDate: Thu, 31 Jul 2014 19:34:49 GMT
  • Multi-level analysis of knowledge transfer: A knowledge recipient’s
    • Authors: Minhyung Kang et al
      Abstract: Journal of Knowledge Management, Volume 18, Issue 4, August 2014. Purpose This study adopts the recipient’s perspective to explore multi-level antecedents’ effects on knowledge transfer using social capital and social network theories. Design/methodology/approach Social network and general attribute survey responses from 331 employees were analyzed through hierarchical linear modeling to verify the study’s multi-level research model and hypotheses. Findings A recipient’s trust in colleagues positively influences knowledge transfer and company tenure has a negative impact. At a dyadic level, the perceived expertise of a source, in addition to strength of ties, exerts a positive effect on knowledge transfer. Additionally, a recipient’s network centrality moderates the effects of dyadic relationships on knowledge transfer. Research limitations/implications This study deepened the current understanding of the role of social capital in knowledge transfer from a recipient’s perspective. Three dimensions of a recipient’s social capital respectively showed significant, but different types of influence on knowledge transfer. Interaction effects between individual and dyadic level antecedents should be considered as well. Practical implications Both a strong tie at a dyadic level and a diverse network at an individual level should be nurtured to facilitate knowledge transfer. In addition, bi-directional knowledge transfer between seasoned employees and new employees should be promoted. Originality/value Most studies have focused on motivating a knowledge source, assuming that a recipient is always ready to adopt a source’s knowledge. To reduce this bias, the current study examined social capital’s role in knowledge transfer from a recipient’s perspective.
      PubDate: Thu, 31 Jul 2014 19:34:25 GMT
  • The impact of change readiness on the knowledge sharing process for
           professional service firms.
    • Authors: Fariza Rusly et al
      Abstract: Journal of Knowledge Management, Volume 18, Issue 4, August 2014. Purpose The study assesses the influence of change readiness on the knowledge sharing process. This study proposes that readiness for knowledge sharing involves developing holistic understanding of the process through identification of individual and organisational readiness. Design/methodology/approach The study adopts a qualitative case study design involving three New Zealand professional service firms. Using grounded theory analysis, categories and concepts of change readiness that shape the knowledge sharing process were identified. The linkages among these elements offer an explanation of how readiness for knowledge sharing is formed. Findings Findings show that beliefs regarding knowledge sharing and individual expertise determine individual readiness to share knowledge. Readiness for the process is escalated by instilling collective commitment for knowledge sharing. A conducive organisational context, which comprises communication, participation and learning, represents a firm’s capability to implement the knowledge sharing process. Findings also highlight the moderating influences of firm archetype, inter-profession differences, and knowledge nature in the interplay between change readiness elements and the knowledge sharing process. Research limitations/implications Findings reveal elements that motivate readiness for knowledge sharing from a change perspective. The propositions and theoretical model offered could extend understanding of the phenomena and lead to further studies assessing readiness for other knowledge management processes. The study involves three professional service firms; hence, interpretation of the findings is limited within the scope and context of the study. Practical implications Findings contribute to the formulation of firms’ knowledge sharing strategies by offering holistic insights into the importance of motivating readiness for knowledge sharing through consideration of multidimensional change readiness: individual and collective beliefs, individuals’ characteristics and organisational context. Originality/value It is the first empirical study that seeks to develop theory how change readiness elements influences knowledge sharing in the organisation. To offer more contextualised findings, the study focuses on the phenomena of change readiness and knowledge sharing within the professional service industry.
      PubDate: Thu, 31 Jul 2014 19:33:39 GMT
  • Outsourcing of knowledge processes: a literature review
    • Authors: Ingi Runar Edvardsson et al
      Abstract: Journal of Knowledge Management, Volume 18, Issue 4, August 2014. Purpose The aim of this paper is to review research on outsourcing of knowledge processes in order to establish the current body of knowledge and, on this basis, to identify gaps in our understanding. This action will justify further research activities as well as clarify where no future research is currently needed. Design/methodology/approach The study consists of a systematic review of 24 refereed empirical articles on outsourcing of knowledge processes. Findings Five themes were identified: outsourcing of knowledge processes; outsourcing and collaborative agreements between knowledge-based firms; factors affecting successful knowledge outsourcing, knowledge management and knowledge outsourcing, and other outsourcing issues. There seems to be a lack of understanding concerning knowledge process outsourcing. Research limitations/implications This study may not have enabled a complete coverage of all empirical articles in the field of knowledge process outsourcing. Yet, it seems reasonable to assume that the review process covered a large share of studies available. Originality/value To the best of the authors´ knowledge, no systematic literature review on this topic has previously been published in academic journals.
      PubDate: Thu, 31 Jul 2014 19:33:36 GMT
  • Organizational structure and knowledge-practice diffusion in the MNC
    • Authors: Nathaniel Lupton et al
      Abstract: Journal of Knowledge Management, Volume 18, Issue 4, August 2014. Purpose This study examines the interaction of formal and informal cross-border knowledge sharing practices of four large multinational corporations (MNCs) in aerospace, software, IT services, and telecommunications industries. The goal was to determine the manner in which coordination and control mechanisms facilitated knowledge transfer. Design/methodology/approach Case studies comprised of secondary data and semi-structured interviews with corporate headquarters and subsidiary managers in large multinational companies conducted in the United States, Canada, Mexico, China, India and Eastern Europe. Findings The primary finding of this study is that knowledge transfer mechanisms arise as a result of both formal and informal structure of the MNC. Formal structures which create either mutual dependencies or occasions for knowledge exchange facilitate transfer. Formal structure which inhibits knowledge transfer can be overcome by knowledge brokers and evaluation metrics. Research limitations/implications These findings suggest that knowledge transfer is more informal than formal, but that MNC headquarters does play a role, intended or not, through shaping the interdependencies amongst geographically distributed units. Managers should be mindful of both the manner in which tasks and the organization are structured as these have an indirect impact on the development of knowledge channels. Originality/value This paper investigates the role of organizational structure and its effect, both intended and unintended, on the transfer of knowledge-based practices. While knowledge transfer has been heavily researched, this study examines the phenomenon at a finer-grained level of analysis.
      PubDate: Thu, 31 Jul 2014 19:33:33 GMT
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