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Journal Cover   Journal of Knowledge Management
  [SJR: 0.883]   [H-I: 36]   [135 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1367-3270
   Published by Emerald Homepage  [312 journals]
  • Individual variables with an impact on knowledge sharing: the critical
           role of employees’ ignorance
    • Authors: John Israilidis, Evangelia Siachou, Louise Cooke, Russell Lock
      Pages: 1109 - 1123
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1109-1123, October 2015.
      Purpose – The purpose of this paper is to identify individual variables with an impact on knowledge sharing and explore the under-discussed construct of employees’ ignorance. This can enhance the knowledge-sharing process and facilitate the development of greater intellectual capital. Design/methodology/approach – Eighty-four dependent variables affecting knowledge sharing are analyzed and classified into 11 categories. In addition, the direct effect of employees’ ignorance on knowledge sharing is introduced and empirically investigated in a case study of a multinational organization operating within the aerospace and defense industry. Findings – The findings suggest that employees’ ignorance may negatively affect their intention to share knowledge, thus leading to poor decision-making and communication in organizations. Employees’ ignorance could also limit the organizational ability to repel external threats, implement innovation and manage future risks. Originality/value – A classification scheme based on different categories of employees’ ignorance is developed, providing tailor-made recommendations for practitioners facing different types of ill-informed organizational scenarios. Further, the need to shift the emphasis away from the management of knowledge to the management of ignorance is also an important contribution of this paper.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:50:44Z
      DOI: 10.1108/JKM-04-2015-0153
  • Knowledge sharing in knowledge-intensive manufacturing firms. An empirical
           study of its enablers
    • Authors: Vincenzo Cavaliere, Sara Lombardi, Luca Giustiniano
      Pages: 1124 - 1145
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1124-1145, October 2015.
      Purpose – This paper aims to investigate, following previous studies on knowledge-sharing (KS) processes that consist of knowledge donating (KD) and knowledge collecting (KC), the relationship between KS processes and KS enablers to understand the effect of organizational, individual and technological factors. Design/methodology/approach – The study is based on a Web survey. Data were collected from a sample of 759 knowledge workers selected from 23 knowledge-intensive manufacturing companies exposed to international markets and located in Tuscany (Italy). The analysis is based on multivariate regression models considering KD and KC as dependent variables. Findings – The results show that individual, organizational and technological factors matter to KS. Specifically, the paper reports that individual-level enablers and supportive leadership have a positive effect on both sub-processes of knowledge sharing. Further, the organic management system has a strong and positive impact on KD, while the efficacy of information and communication technology solutions is positively related to KC. Research limitations/implications – Although based on a geographically bounded perimeter, the analysis allows some generalizations. In fact, the paper proposes a set of enablers that empirically link micro- and macro-organizational mechanisms to KS. Practical implications – The evidence described can help improve the organizational management of KS and, consequently, support managers dealing with organizational design aimed at successful KS. Originality/value – The paper presents original results by combining individual, organizational and technological variables in the explanation of KS. It could be a basis for further studies.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:49:15Z
      DOI: 10.1108/JKM-12-2014-0538
  • Knowledge sharing and affective commitment: the mediating role of
           psychological ownership
    • Authors: Jian Li, Ling Yuan, Lutao Ning, Jason Li-Ying
      Pages: 1146 - 1166
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1146-1166, October 2015.
      Purpose – The purpose of this paper is to investigate the meditating role of psychological ownership which includes both organisation-based psychological ownership (OPO) and knowledge-based psychological ownership (KPO) on the relationship between affective commitment and knowledge sharing. Design/methodology/approach – This paper is an empirical study based on structural equation modelling, with a sample of 293 employees from 31 high-technology firms in China. Findings – The result indicated that affective commitment had a significant positive effect on OPO but no effect on KPO; OPO was positively related to both common and key knowledge sharing, while KPO exerted a negative impact on both; common knowledge sharing was positively related to key knowledge sharing; the relationship between affective commitment and key knowledge sharing was multi-mediated by OPO and common knowledge sharing. Originality/value – OPO and KPO play an essential role in transferring the effect of employees’ affective commitment to common knowledge sharing and key knowledge sharing, which unravels the blackbox of how effective commitment affects knowledge sharing.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:49:50Z
      DOI: 10.1108/JKM-01-2015-0043
  • The mediating role of affective commitment in the rewards–knowledge
           transfer relation
    • Authors: Victor Martin-Perez, Natalia Martin-Cruz
      Pages: 1167 - 1185
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1167-1185, October 2015.
      Purpose – The purpose of this paper is to assess the relative importance of intrinsic and extrinsic rewards as determinants of affective commitment and the influence of employees’ affective commitment on knowledge transfer in the context of a Spanish social firm. Design/methodology/approach – Using data from a sample of 227 employees working for a Spanish social firm, this study employs the partial least squares approach to test the research hypotheses. Findings – The research findings show that contrary to the findings of prior empirical studies, reward systems do not influence knowledge transfer in a direct way. Rather, reward systems act indirectly through the development of affective commitment, which is required to increase employees’ loyalty, reduce their turnover levels and improve their willingness to transfer their knowledge. Research limitations/implications – This research focuses on a Spanish social firm, and recommendations to other organizations should, therefore, be made with caution. However, this study provides interesting empirical insights, linking rewards systems and knowledge transfer by means of affective commitment in the context of a social firm. Practical implications – Besides the importance of promoting knowledge transfer through the creation of a suitable climate in the organization, the authors recommend that managers cultivate employees’ affective commitment by means of reward systems, especially intrinsic rewards. Employees with increased affective commitment are more prone to transfer the knowledge that they possess, and consequently, the potential loss of tacit knowledge for the organization is reduced if these employees leave the organization. Also, the authors suggest that managers make an effort to create a balanced reward system, so that extrinsic and intrinsic rewards can act as complementary processes to develop a high level of affective commitment among employees. Originality/value – Few empirical studies have analyzed the influence of affective commitment on knowledge transfer, especially in the context of a social firm, even though this type of firms play and increasingly important economic and social role in society.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:50:18Z
      DOI: 10.1108/JKM-03-2015-0114
  • Human resource development programs for knowledge transfer and creation:
           the case of the Toyota Technical Development Corporation
    • Authors: Makoto Matsuo
      Pages: 1186 - 1203
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1186-1203, October 2015.
      Purpose – The purpose of this study was to examine how human resource development (HRD) programs promote the linkage between knowledge transfer and knowledge creation in engineering departments. Design/methodology/approach – This study adopted a case study approach to the Toyota Technical Development Corporation (TTDC), an affiliated company of Toyota Motor Corporation. Data were collected from interviews with managers of the TTDC as well as its internal documents. Findings – Three major findings can be extracted from the paper. First, The TTDC effectively links knowledge transfer to knowledge creation so that new knowledge on vehicle development is created by transferred competencies. Second, the TTDC promotes the transfer of explicit and tacit knowledge by complementarily combining off-the-job and on-the-job training (OJT). Third, HRD programs are developed and operated in communities of practice. Research limitations/implications – The practices described in this paper are limited to two departments of the TTDC. Hence, the findings should be interpreted in light of this constraint. Practical implications – Knowledge officers should integrate multiple HRD programs so that knowledge transfer is organically linked to knowledge creation by combining off-the-job training, OJT and kaizen (continuous improvement) programs. Originality/value – This paper constitutes one of the earliest works that analyzes the effect of HRD programs on integrating knowledge transfer and knowledge creation.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:50:09Z
      DOI: 10.1108/JKM-03-2015-0108
  • Change readiness: creating understanding and capability for the knowledge
           acquisition process
    • Authors: Fariza Hanim Rusly, Peter Yih-Tong Sun, James L Corner
      Pages: 1204 - 1223
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1204-1223, October 2015.
      Purpose – This study aims to show how change readiness shapes the knowledge acquisition process. The study elicits change readiness factors, at the individual and firm levels, that influence the knowledge acquisition process and are based on the context of professional service firms. Design/methodology/approach – The qualitative study is grounded in interpretive philosophy and adopts a multiple-case study design. Three New Zealand Professional Service firms were analyzed for this study. Using grounded theory analysis, categories and concepts of change readiness that shape knowledge acquisition were identified. Findings – Knowledge acquisition understanding, knowledge acquisition context and individual differences, represent primary dimensions defining change readiness for the knowledge acquisition process. Finally, distinctive firm archetypes, inter-profession differences and professionals’ demography, affect the way change readiness elements shape the knowledge acquisition process in the firms studied. Research limitations/implications – The study develops a theoretical model that shows how elements of change readiness, at the individual and organizational levels, influence knowledge acquisition. The study offers several propositions that could be tested in future studies. The study involves three professional service firms; hence, interpretation of the findings is limited. Practical implications – A holistic understanding of change readiness factors that influence knowledge acquisition could mitigate failures of knowledge management processes in organizations. Originality/value – It is the first empirical study that seeks to develop a theory on how change readiness elements influence knowledge acquisitions in the organization. To offer more contextualized findings, the study is done within the professional service industry.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:50:53Z
      DOI: 10.1108/JKM-02-2015-0092
  • Linking knowledge management orientation to balanced scorecard outcomes
    • Authors: Hsiu-Fen Lin
      Pages: 1224 - 1249
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1224-1249, October 2015.
      Purpose – This study aims to develops the decomposed model to examine the influence of knowledge management orientation (KMO) dimensions (organizational memory, knowledge sharing, knowledge absorption and knowledge receptivity) on balanced scorecard outcomes (learning and growth, internal process, customer satisfaction and financial performance). Design/methodology/approach – Survey data from 244 managers (in charge of KM projects in their companies) in large Taiwanese firms were collected and used to test the decomposed model using the structural equation modeling approach. Findings – This study finds that knowledge sharing is the strongest predictor of internal process performance, while knowledge absorption is pivotal in improving customer satisfaction. The results also show that non-financial performance measures (i.e. learning and growth, internal process and customer satisfaction) directly and indirectly affect financial performance through cause-and-effect relationships. Practical implications – In an increasingly dynamic environment, the building of internal knowledge stocks is likely insufficient, but knowledge must be moved between a firm and external entities (e.g. customers, business partners and education and research institutes) (i.e. building knowledge flows) to achieve increased customer satisfaction and financial performance. Originality/value – Theoretically, the findings of this study suggest that the decomposed approach helps to understand the complex relationships embodied in the KMO–performance link, which cannot be surmised using a composite model. From the managerial perspective, the findings of this study may help academics and managers design and sustain KMO implementation throughout the organization to achieve higher effectiveness, efficiency and profitability.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:51:24Z
      DOI: 10.1108/JKM-04-2015-0132
  • Measuring the performance of knowledge resources using a value
           perspective: integrating BSC and ANP
    • Authors: Yaoguang Hu, Jingqian Wen, Yan Yan
      Pages: 1250 - 1272
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1250-1272, October 2015.
      Purpose – This paper aims to provide insight into how knowledge resources in R & D organizations can be effectively and separately measured for knowledge sharing and transfer. Knowledge is recognized as a durable strategic resource to obtain sustainable competitive advantage. Design/methodology/approach – The paper proposes a theoretical framework integrating an analytic network process (ANP) with a balanced scorecard (BSC) to measure the performance of knowledge resources under value perspective. Four indicators and three knowledge value (KV) components including labor value, technology value and utilization value are discussed. The model construction, problem structuring and calculation procedure for measuring the performance of knowledge resources based on ANP and BSC are demonstrated. Findings – Despite a number of models to assess the performance of knowledge resources being proposed, they highlighted a need for separately measuring under value perspective. With the aim of filling this gap, the main finding of the paper is to clarify relevant issues, providing a better framework for assessment of the performance of knowledge resources. Research limitations/implications – To handle the dynamic nature of knowledge, the research should take into account more advanced methods to measure the performance of knowledge resources. Both qualitative and quantitative methods should be utilized in future research. Practical implications – The consequences of measuring the performance of knowledge resources under value perspective may help managers to organize and arrange the separate knowledge resources, improving the knowledge resources exchange between different institutions in R & D organizations. Originality/value – The main contribution of this paper lies in the development of a comprehensive model, which incorporates diversified issues for conducting the performance of knowledge resources under value perspective.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:49:54Z
      DOI: 10.1108/JKM-10-2014-0431
  • From implementation to appropriation: understanding knowledge management
           system development and introduction as a process of translation
    • Authors: Andreas Diedrich, Gustavo Guzman
      Pages: 1273 - 1294
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1273-1294, October 2015.
      Purpose – This paper aims to examine the complexities emerging in the attempts to develop a sophisticated IT-based knowledge management system (KMS) for sharing knowledge. Using actor-network theory, the authors conceptualise this as continuous processes of translation, whereby heterogeneous human and non-human (e.g. technologies, methods and plans) elements are drawn together and mobilised to produce stable networks through associations between them. Design/methodology/approach – The case study method was adopted using a narrative approach that studies the ways of organising work in organisations. Shadowing, field notes, diary studies and participant observation were the main data collection methods used. Findings – The development and introduction of a KMS is a contingent and local process shaped by messy translations whereby the original idea, human and other non-human elements are reconfigured. By considering humans and non-humans symmetrically, the intended and unintended actions, and the role of unexpected events, this approach overcomes the deterministic view of human nature of the conventional KMS approaches. Research limitations/implications – A conceptual framework is presented as a means to improve the understanding of the complex associations emerging within networks of people, objects and machines during the development and introduction of KMS. Practical implications – The translation approach helps practitioners to consider their taken-for-granted assumptions about people, machines and the associations among them. This assists practitioners to uncover emerging conflicting issues between human and machines, among machines and among humans. Furthermore, this allows practitioners to recognise the different identities humans and non-humans take, overtime, as a result of emerging associations. Originality/value – The originality of this paper lies in the use of alternative conceptual lenses to understand KMS development and introduction as processes of translation. Additionally, rather than exploring the success stories, it focuses on a failed attempt to introduce a KMS.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:51:07Z
      DOI: 10.1108/JKM-02-2015-0055
  • A conceptual breakdown structure for knowledge management benefits using
           meta-synthesis method
    • Authors: Shiva Yahyapour, Mehdi Shamizanjani, Mohammad Mosakhani
      Pages: 1295 - 1309
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1295-1309, October 2015.
      Purpose – The paper aims to foster a better understanding of knowledge management (KM) benefits by integrating the qualitative findings of prior research under a multilayer conceptual framework. Design/methodology/approach – A meta-synthesis approach was conducted by adopting “Noblit and Hare’s” seven-step method. Findings – A breakdown structure for KM benefits which encompasses 3 “macro benefits” at Level 1, 7 “benefits” at Level 2 and 44 “micro benefits” at Level 3. Research limitations/implications – The main limitation is that this research does not provide criteria and measures to assess the benefits of KM. Practical implications – Organizations which intend to invest in KM can obtain a better insight about outcomes and benefits of implementing KM initiatives. This study will provide those organizations which have already invested in KM with some ideas to evaluate their KM efforts qualitatively. Originality/value – Based on available data, this study is the first of its kind that has identified the benefits of KM in three layers. Also, the number of KM benefits identified in this study is greater than that of any previous research.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:48:34Z
      DOI: 10.1108/JKM-05-2015-0166
  • Engineering knowledge and information needs in Italy and Japan: bridging
           the gap between theory and practice
    • Authors: Giustina Secundo, Remy Magnier-Watanabe, Peter Heisig
      Pages: 1310 - 1334
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1310-1334, October 2015.
      Purpose – This study aims to identify and compare the knowledge and information retrieval needs from past projects and for future work among Italian and Japanese engineers. Engineering work, which is knowledge-intensive, is all the more critical as it both uses and generates knowledge for product and process innovation. Design/methodology/approach – This research uses data collected from engineers in Italy and Japan from an online survey using open-ended questions in their native language. Answers were then translated into English and coded into pre-determined categories; statistical analyses including factor analysis were conducted. Findings – For knowledge to be retrieved from past work, both Italian and Japanese engineers identified mainly experiential and systemic knowledge assets. For knowledge to be captured for future work, both groups picked experiential as well as conceptual knowledge related to the competitive environment of the firm absent from knowledge needs from past work. Finally, this research uncovered almost twice as fewer meta-categories for knowledge needs to be captured for future work compared to knowledge to be retrieved from past projects, as the former are by nature speculative and, therefore, difficult to foresee. Research limitations/implications – The study is limited to the engineering domain and to two countries. Further research should extend the scope beyond these two countries. Practical implications – The study identified information and knowledge needs that could help inform the design of procedures to capture and document engineering work and the development of supporting information systems. Originality/value – This research contributes to an increased understanding of the substance of information and knowledge needs in a knowledge-intensive environment such as engineering work and product/service development.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:48:51Z
      DOI: 10.1108/JKM-01-2015-0029
  • Citation classics published in Knowledge Management journals. Part II:
           studying research trends and discovering the Google Scholar Effect
    • Authors: Alexander Serenko, John Dumay
      Pages: 1335 - 1355
      Abstract: Journal of Knowledge Management, Volume 19, Issue 6, Page 1335-1355, October 2015.
      Purpose – The purpose of this study was to discover growing, stable and declining knowledge management (KM) research trends. Design/methodology/approach – Citations to 100 KM citation classics as identified by Serenko and Dumay (2015) were collected and analyzed for growing, stable and declining research trends. Findings – This research has two findings that were not theoretically expected. First, a majority of KM citation classics exhibit a bimodal citation distribution peak. Second, there are a growing number of citations for all research topics. These unexpected findings warranted further theoretical elaboration and empirical investigation. The analysis of erroneous citations and a five-year citation trend (2009 – 2013) reveals that the continuously growing volume of citations may result from what the authors call the Google Scholar Effect. Research limitations/implications – The results from this study open up two significant research opportunities. First, more research is needed to understand the impact Google Scholar is having on domains beyond KM. Second, more comprehensive research on the impact of erroneous citations is required because these have the most potential for damaging academic discourse and reputation. Practical implications – Researchers need to be aware of how technology is changing their profession and their citation behavior because of the pressure from the contemporary “publish or perish” environment, which prevents research from being state-of-the-art. Similarly, KM reviewers and editors need to be more aware of the pressure and prevalence of mis-citations and take action to raise awareness and to prevent mis-citations. Originality/value – This study is important from a scientometric research perspective as part of a growing research field using Google Scholar to measure the impact and power it has in influencing what gets cited and by whom.
      Citation: Journal of Knowledge Management
      PubDate: 2015-09-17T01:49:04Z
      DOI: 10.1108/JKM-02-2015-0086
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