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Journal of Knowledge Management
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  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1367-3270
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  • Search broadly or search narrowly' Role of knowledge search strategy
           in innovation performance
    • Pages: 809 - 835
      Abstract: Journal of Knowledge Management, Volume 23, Issue 5, Page 809-835, June 2019.
      Purpose This paper aims to shed some new light on the mixed findings of previous empirical studies on the effect of knowledge search breadth (SB) on firms’ 2019 innovation performance (IP). Design/methodology/approach The paper adopts a contingent approach that examines the two organizational factors in determining the shape of the SB-IP curve. The empirical study is based on survey data gathered from 414 Chinese firms. In dealing with concerns on simultaneity and reverse causality, perceived time-lag between outcome variable and explanatory variables was introduced. Findings This study reveals that knowledge novelty and absorptive capacity are two functions underlying the SB-IP relationship. The results also indicate that innovation orientation and firm age moderate the SB-IP relationship in different ways: the more innovation-oriented the firm, the steeper the inverted U-shaped SB-IP relationship will be, while the older the firm, the flatter the SB-IP relationship will be. Interestingly, there is strong evidence for the shape-flip phenomenon of the SB-IP curve: SB has an inverted U-shaped effect on IP when a firm is young; however, SB has a U-shaped effect when the firm is older than 37 years. Originality/value By revealing two underlying functions and two moderators of the association between SB and IP at the firm level, this paper contributes to shed some new light to the mixed results reported by previous empirical studies that have examined the effect of knowledge search on firm innovation.
      Citation: Journal of Knowledge Management
      PubDate: 2019-04-25T08:51:21Z
      DOI: 10.1108/JKM-06-2018-0386
       
  • Do leadership styles promote ambidextrous innovation' Case of
           knowledge-intensive firms
    • Pages: 836 - 859
      Abstract: Journal of Knowledge Management, Volume 23, Issue 5, Page 836-859, June 2019.
      Purpose The purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation. Design/methodology/approach The conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method. Findings Results show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation. Originality/value While little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.
      Citation: Journal of Knowledge Management
      PubDate: 2019-05-30T09:52:11Z
      DOI: 10.1108/JKM-09-2018-0566
       
  • A dual-pathway model of knowledge exchange: linking human and psychosocial
           capital with prosocial knowledge effectiveness
    • Pages: 889 - 914
      Abstract: Journal of Knowledge Management, Volume 23, Issue 5, Page 889-914, June 2019.
      Purpose This study aims to examine a dual-pathway model that recognizes two distinct (formal and informal) but complementary mechanisms of knowledge exchanges – knowledge sharing and knowledge helping. It also investigates how team members use their limited human and psychosocial capital for prosocial knowledge effectiveness. Design/methodology/approach A survey-based approach was used to examine the hypotheses of the study. A moderated-mediation model was proposed and tested using bootstrap approach. Findings Knowledge sharing and knowledge helping were found to be the significant links through which human capital (capability) and psychosocial capital (motivation and efficacy) significantly predict prosocial knowledge effectiveness. Post hoc analysis suggests that human capital through knowledge sharing influences team learning, whereas the psychosocial capital through knowledge helping influences team leadership. Originality/value The present study found two distinct but complementary and yet necessary mechanisms of knowledge exchanges to be linked as the important outlay for the human and psychosocial capital to be effective in the prosocial knowledge behaviours.
      Citation: Journal of Knowledge Management
      PubDate: 2019-05-13T12:01:31Z
      DOI: 10.1108/JKM-08-2018-0504
       
  • Empowering leadership and innovative work behavior: a moderated mediation
           examination
    • Pages: 915 - 930
      Abstract: Journal of Knowledge Management, Volume 23, Issue 5, Page 915-930, June 2019.
      Purpose The purpose of the paper is to investigate the relationship between empowering leadership and the innovative work behavior of employees. Utilizing a moderated mediation mechanism, the study additionally uncovers the mediating impact of knowledge sharing and the moderating influence of role clarity in the proposed model. Design/methodology/approach Cross-sectional design was used in the study, and developed questionnaires were administered to 235 supervisor-subordinates dyads working in Indian organizations to test the proposed relationships. SPSS 20 and AMOS 20 were used for statistical analysis. Findings The hypothesized moderated mediation model was supported. Knowledge sharing mediated the relationship between empowering leadership and innovative work behavior. The moderating impact of role clarity between empowering leadership and knowledge sharing was supported. It was also observed that stronger role clarity strengthened the indirect relationship between empowering leadership and innovative work behavior. Overall, the study shows that empowering leaders creates a cultivating climate for innovative work behavior by encouraging knowledge sharing among the members subject to clear identification of employee roles. Research limitations/implications Cross-sectional design of the study limits the authors from drawing definitive generalizations. Self-reported measures used in the study increase the chances of bias. Practical implications Findings of the study can be utilized by leaders for promoting innovative work behavior in the organization, which has been identified as a key to organizational growth and development. Originality/value The study attempts to address the under developed relationship between empowering leadership and innovative work behavior.
      Citation: Journal of Knowledge Management
      PubDate: 2019-05-09T01:38:40Z
      DOI: 10.1108/JKM-08-2018-0533
       
  • Technological proximity and the intensity of collaboration along the
           innovation funnel: direct and joint effects on innovative performance
    • Pages: 931 - 952
      Abstract: Journal of Knowledge Management, Volume 23, Issue 5, Page 931-952, June 2019.
      Purpose This paper aims to advance the understanding regarding the profiting of collaborative innovation practices, focusing particularly on how the intensity of collaboration along the innovation process and the relatedness between the partners’ technological bases affect the outcomes of such process in terms of efficiency and generation of technological innovations. Design/methodology/approach Drawing on the results from causal models and the estimation of average marginal effects, this research analyses the direct and joint effect of technological proximity and intensity of collaboration in the early and late phases of the process. Findings The findings suggest that there is a positive unconditional relationship between the aforementioned aspects and innovative performance and that the joint effects diverge depending on the stage of the process, i.e. while in the early phase collaborating intensely with close partners seems to be advisable, this circumstance proves to be problematic in the late phase of the innovation process. Originality/value The analysis developed provides clarity regarding relevant aspects of collaborative innovation practices, particularly, the search for and selection of optimal partners. In general terms, the evidence found here suggests seeking for collaborating intensely along the whole process with partners whose technological bases present a tight matchup with that of the focal firm. Results also call for awareness of the potential drawbacks derived from intense collaborations with close partners in the late phases of the process, thus hinting toward the convenience of developing protection mechanisms. In addition, this work provides interesting insights that challenge the notion of “proximity paradox” and set out further questions that might be worth considering for future research.
      Citation: Journal of Knowledge Management
      PubDate: 2019-05-09T01:30:16Z
      DOI: 10.1108/JKM-10-2018-0640
       
  • A novel view on knowledge sharing in the agri-food sector
    • Pages: 953 - 974
      Abstract: Journal of Knowledge Management, Volume 23, Issue 5, Page 953-974, June 2019.
      Purpose Nowadays, the agri-food sector is facing several challenges due to a rapid technological change which calls for knowledge sharing (KS) practices to enhance businesses’ performance. This has spurred a collaborative approach and the creation of networks. Since there still is a paucity of research on the quality degree of KS, the purpose of this study is to offer an empirical research on the quality degree of KS by exploring outcome expectations and social exchange dimensions. Theoretically, it is examined by a double lens of social capital and social cognitive theory. Design/methodology/approach This study offers an empirical analysis of 313 directors of 11 “consortia” in the agri-food sector in Italy by using the fuzzy expert system. The model allows to aggregate multi criteria dimensions of KS and rates its quality. Findings As resulted, the quality degree of KS is influenced by outcome expectations – personal and community expectations – and three forms of dimensions of social exchange: structural, relational and cognitive. The paper ends with a discussion of research findings, its limitations and implications. Originality/value As there is still a paucity of research on the determinants of quality degree of KS, the research adopts a double lens of social capital and social cognitive theories to explore what are these determinants.
      Citation: Journal of Knowledge Management
      PubDate: 2019-05-29T02:40:08Z
      DOI: 10.1108/JKM-09-2018-0572
       
  • Inter-organisational knowledge spillovers: attracting talent in science
           and technology parks and corporate social responsibility practices
    • Pages: 975 - 997
      Abstract: Journal of Knowledge Management, Volume 23, Issue 5, Page 975-997, June 2019.
      Purpose This paper aims to propose that firms located in science and technology parks (STP) developing corporate social responsibility practices can attract talented workers as an effective knowledge management spillover mechanism. Design/methodology/approach A longitudinal study has been carried out from the Spanish Panel of Technological Innovation database (PITEC). The statistical method used for data treatment has been a logistic regression for panel data. Findings Empirical results show a positive moderating effect of corporate social responsibility practices on the relationship between the firm’s belonging to a STP and talent attraction. Originality/value This research follows previous claim for additional research on the phenomenon of talent management and clusters and STP. In that sense, and to the best of the authors’ knowledge, there is no previous empirical research about the complementarily effect of corporate social responsibility practices and the belonging to a STP in talent attraction.
      Citation: Journal of Knowledge Management
      PubDate: 2019-06-13T07:28:45Z
      DOI: 10.1108/JKM-06-2018-0367
       
  • Motivation and knowledge sharing: a meta-analysis of main and moderating
           effects
    • Pages: 998 - 1016
      Abstract: Journal of Knowledge Management, Volume 23, Issue 5, Page 998-1016, June 2019.
      Purpose The purpose of this study is to investigate the effects of intrinsic and extrinsic motivation on knowledge sharing and the moderating effects of individual demographics, organizational context and cultural context in that relationship. Design/methodology/approach This study conducted a meta-analysis of 44 studies involving 14,023 participants to examine the direct and moderating effects of motivation on knowledge sharing. Findings Results revealed that both extrinsic and intrinsic motivational factors were associated with higher levels of knowledge sharing, while the effect was stronger for intrinsic motivation. Moreover, results revealed that substantial variance was explained by moderating variables. Further investigation revealed that individual characteristics (age, gender), organizational context (organizational setting vs. open system, IT infrastructure) and cultural context (collectivism, uncertainty avoidance, performance orientation, power distance) moderated the motivation and knowledge sharing relationship. Research limitations/implications As a meta-analysis, this study is confined to variables that have been frequently analyzed in prior research. Future research could further increase our understanding of different types of knowledge sharing and various boundary conditions. Practical implications Organizations should provide customized incentive systems to specific target groups to align motivation and knowledge sharing. Multinational organizations may consider different motivation schemes across countries to better suit cultural differences. Originality/value Despite a growing number of studies highlighting the important role of motivation in predicting knowledge sharing, the evidence is mixed. Based on a meta-analysis, this study identified true relationships and identified moderating effects that help explain prior mixed results.
      Citation: Journal of Knowledge Management
      PubDate: 2019-06-13T07:16:44Z
      DOI: 10.1108/JKM-01-2019-0029
       
  • How organizations implement new practices in dynamic context: role of
           deliberate learning and dynamic capabilities development in health care
           units
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Organizations learn semi-automatically through experience or consciously through deliberate learning efforts. As there seems to be a “black-box” in the possible linkages between deliberate learning and new practice implementation, this paper aims to develop and test a process model, linking deliberate learning and new practice implementation through complementary competencies of task and environmental flexibility. Design/methodology/approach As part of a field study, health-care improvement program (to transfer the improvement training program for new practice implementation) of 186 HCUs was used for testing our hypothesis. In addition to descriptive statistics, multiple hierarchical regressions and bootstrapping were used to test the study hypotheses. Findings Findings suggest that deliberate learning is positively and significantly related with new practice implementation, and dynamic capabilities in the form of task and environmental flexibility mediates this relationship. Research limitations/implications The present study makes theoretical and practical contributions by linking literature from new practice, organizational learning and dynamic capabilities; and by delving into the deliberate learning activities undertaken by health-care units. Originality/value Organizational learning in health care has almost become inevitable today due to the ever-changing dynamics of the industry. Barring handful of studies, the current state of literature is almost entirely tilted towards experience-based learning and deliberate learning is not well studied. To address this gap, the study aims to develop and test a process model linking development of dynamic capabilities with deliberate learning and new practice implementation. Further, findings of this study will help organizations and managers to understand and thereby effectively manage new practice implementation process through the use of deliberate activities.
      Citation: Journal of Knowledge Management
      PubDate: 2019-06-26T11:33:39Z
      DOI: 10.1108/JKM-11-2018-0686
       
  • Analyzing dynamic capability in teamwork
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This study aims to analyze the relationship between the intrinsic characteristics of the teams that perform specialized industrial services in multi-units and dynamic capability. Design/methodology/approach This study was developed from a survey conducted in 188 multi-unit industrial service providers and data were analyzed using the structural equation modeling technique of partial least squares. Findings The results indicate the two constructs act differently on dynamic capability. While the infrastructural construct influences the capability of knowledge absorption, generation and adaptation, the construct related to the willingness to share and integrate knowledge has a positive impact on the capability of knowledge generation and storage. Research limitations/implications This research is limited by the choice of only one industrial sector – in the case of this study, the service industry. Future studies will include other industries and a more diverse sample of firms. Originality/value This research analyzes the process of dynamic capability development in the context of multi-unit service provision. The context of multi-unit industrial service provision is peculiar when compared to other organizations. In the context, knowledge is absorbed, generated and adapted by individuals organized into teams that work in customer’s units. Service providers play a key role in the development of dynamic capabilities regarding knowledge storage, acting as knowledge repositories.
      Citation: Journal of Knowledge Management
      PubDate: 2019-06-26T11:29:40Z
      DOI: 10.1108/JKM-08-2018-0478
       
  • Enabling and leveraging ambidexterity: influence of strategic orientations
           and knowledge stock
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to develop and empirically test a framework articulating the effects of strategic orientations (entrepreneurial orientation and market orientation) on leveraging ambidexterity. Further, the paper examines the moderating effects of knowledge stock (market knowledge and technological knowledge) on the relationship between ambidexterity and firm performance to gain additional insights into how ambidexterity can be leveraged in an organization. Design/methodology/approach Data were obtained from CEOs (or equivalent members of the top management team) of 234 firms. The adequacy and psychometric properties of all measures were evaluated and purified using a maximum likelihood confirmatory factor analysis (CFA), and the hypotheses were tested using ordinary least squares (OLS). A number of post hoc tests were conducted to develop a nuanced understanding of proposed effects. Findings While both strategic orientations enhance an organization’s ability to be ambidextrous, results show that some types of knowledge stocks facilitate, whereas other types hinder the influence of ambidexterity on firm performance. Research limitations/implications Both strategic orientations enable ambidexterity; however, technological knowledge stock impedes the effect of ambidexterity on firm performance, while market knowledge stock enhances this relation. Cross-sectional nature of the study imposes limitations on causal inferences. Practical implications Different strategic orientations provide organizations with a cluster of knowledge acquisition and utilization capabilities that enable ambidexterity. However, organizations should be wary of indiscriminate accumulation of knowledge stocks – while certain types enhance the effect of ambidexterity, others may create competency traps or core rigidities and inhibit the effect of ambidexterity. Originality/value This study integrates related, yet hitherto fragmented, research streams to demonstrate the interconnectedness between strategic orientations, ambidexterity and existing knowledge stock. Several theoretical and managerial implications are identified.
      Citation: Journal of Knowledge Management
      PubDate: 2019-06-26T07:14:01Z
      DOI: 10.1108/JKM-11-2018-0688
       
  • Evaluating the role of social capital, tacit knowledge sharing, knowledge
           quality and reciprocity in determining innovation capability of an
           organization
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Knowledge sharing has become an integral part of organizations’ business strategies, along with aiding organizations to grow and innovate in the market, and gain competitive advantage. This paper aims to concentrate on the role of tacit knowledge sharing in fostering innovation capability of an organization. Specifically, the study considers social capital (relational, cognitive and structural) as an important precursors to tacit knowledge sharing, which in turn, influences innovation capability of an organization. The study further discusses the role that knowledge reciprocation plays in successful tacit knowledge sharing. The relation between knowledge quality and innovation capability is also discussed in the paper. Design/methodology/approach The investigation started with a review of extant literature in the field of knowledge sharing and innovation to derive a set of constructs. A set of hypotheses was developed based on the identified constructs, which was subsequently validated through a primary survey based on a structured questionnaire on a sample size of 190 respondents from the Indian industrial domain. The survey responses were subsequently analysed using the statistical technique of structural equation modeling and conclusions were drawn from the findings. Additionally, careful attention was paid in eliminating the common method bias, which is often associated with a primary survey. Findings A set of six hypotheses were derived based on the identified constructs and were subsequently validated. While validating the hypotheses, it was observed that while knowledge reciprocity, relational social capital and cognitive social capital was positive associated with tacit knowledge sharing, structural social capital did not have a significant effect on the same. Additionally, it was also observed that both tacit knowledge sharing and the quality of knowledge were positively associated with innovation capability. Practical implications The present day business marked by intense competition requires firms to be more aware of their innovative capabilities. Effective sharing of knowledge or information can be deemed as a vital component in achieving this objective. Organizations that practice and nurture innovation activities can use the findings of the current study as a part of their knowledge management strategy. In addition to using the explicit knowledge, which are structured in nature, organizations can also start using tacit knowledge to harness their innovation potential – and the findings from the current study can act as a motivational tool for them to do so. Originality/value Although there is a growing body of literature concerning the role of knowledge management in innovation, there still a dearth in discussing the role of tacit knowledge sharing in exploiting the innovation capability of an organization. The main discussion of this paper brings together a set of important constructs that exhibits the significant role that tacit knowledge sharing plays in determining the innovation capability of an organization. Furthermore, it tries to marry the concepts of social capital and tacit knowledge sharing with innovation capability, therefore adding significantly to the body of literature in knowledge management as well as innovation.
      Citation: Journal of Knowledge Management
      PubDate: 2019-06-26T07:12:41Z
      DOI: 10.1108/JKM-03-2018-0190
       
  • Good problem solvers' Leveraging knowledge sharing mechanisms and
           management support
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Organizational learning relies on problem-solving as a way to generate new knowledge. Good problem solvers should adopt a problem-solving orientation (PSO) that analyzes the causes of problems to arrive at an effective solution. The purpose of this paper is to investigate this relevant, though underexplored, topic by examining two important antecedents of PSO: knowledge sharing mechanisms and transformational leaders’ support. Design/methodology/approach Hierarchical linear modeling analyses were performed on a sample of 131 workers in 12 plants. A questionnaire was designed to collect data from shop-floor employees. Knowledge sharing was measured using the mechanisms of participative practices and standardized practices. Management support was assessed based on the extent to which supervisors engaged in transformational leadership. Findings Knowledge sharing mechanisms are an antecedent of PSO behavior, but management support measured in terms of transformational leadership is not. However, transformational leadership affects the use of knowledge sharing mechanisms that, in turn, is positively related to PSO behavior. Practical implications The research provides practical guidance for practitioners to understand how to manage knowledge in the workplace to promote employees’ PSO behaviors. Originality/value Though problem-solving activities are intrinsic in any working context, PSO is still very much underrepresented and scarcely understood in knowledge management studies. This study fills this gap by investigating the antecedents of PSO behavior.
      Citation: Journal of Knowledge Management
      PubDate: 2019-06-26T07:11:21Z
      DOI: 10.1108/JKM-05-2018-0290
       
  • The influence of team psychological safety on team knowledge creation: a
           study with French and American engineering teams
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to explore the impact of team psychological safety and team learning on the creation of team knowledge. When teams engage in learning, their interactions contribute to improved performance. Very little research evaluates whether the learning also creates new knowledge related to the task or the team itself. Design/methodology/approach The proposed model is evaluated through a mixed method research design around a team problem-solving experiment. Task- and team-related team mental models are elicited using concept mapping and questionnaires and are measured before and after the experiment. The model is evaluated in engineering teams from the USA and France. Findings The findings confirm the proposed model; team psychological safety and team learning positively impact team knowledge creation for both task- and team-related knowledge. Originality/value This research has theoretical, methodological and practical implications. The team psychological safety model is expanded, team learning is evaluated from the team interactions instead of members’ self-assessments and team knowledge is measured dynamically. Developing team psychological safety and creating team learning opportunities positively impacts the team’s knowledge.
      Citation: Journal of Knowledge Management
      PubDate: 2019-06-24T09:02:56Z
      DOI: 10.1108/JKM-07-2018-0420
       
  • Integration modes, global networks, and knowledge diffusion in overseas
           M&As by emerging market firms
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to examine how integration modes impact the acquirer knowledge diffusion capacity of overseas mergers and acquisitions (M&As) effected by emerging market firms and the role played by the global innovation network position of the acquiring firms in affecting this relationship. Design/methodology/approach Through the use of structural equation modelling and bootstrap testing, the hypotheses are tested by drawing upon a sample of 102 overseas M&As effected by listed Chinese manufacturing companies. Findings The results show that acquirers from emerging countries are unable to increase the knowledge diffusion capacity unless they choose the right post-merger integration mode. This paper also finds that the relationship between integration mode and knowledge diffusion is channelled through the centrality and structural holes of acquirers in the global innovation networks. When considering the combinations of different resource similarities and complementarities of the acquired firms, differences emerge in the integration model and network embedded path of acquirers in emerging countries. Practical implications Emerging market multinational enterprises should consider post-merger integration as a crucial facilitator to the crafting of global innovation network positions that promote knowledge diffusion. The choices of integration mode and brand management autonomy should be matched with the resource similarities and complementarities that exist between the acquirer and target firms. Originality/value Based on the resource orchestration theory and by focussing on network centrality and structural hole as the crucial links, this study provides a nuanced understanding of the relationship between post-merger integration and knowledge diffusion and sheds light on latecomer firms from emerging countries.
      Citation: Journal of Knowledge Management
      PubDate: 2019-06-13T07:23:44Z
      DOI: 10.1108/JKM-03-2018-0204
       
  • Inter-organisational knowledge networks: synthesising dialectic tensions
           of university-industry knowledge discovery
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Despite growth in use of inter-organisational relationships for knowledge co-creation, many collaborations struggle to realise the synergistic benefits of these networks. This paper aims to explore the evolving dialectic tensions evident within an inter-organisational relationship and the governance consideration to optimise the knowledge process. Design/methodology/approach A longitudinal case of a university-industry knowledge network is selected for study. The single case analysis aligns with the dialectical epistemology, which dismisses the expectation of homogeny or constancy across network cases. Findings The research highlights the circular condition between dialectic tensions evident within inter-organisational relations and the governance mechanisms developed to synthesis the network knowledge discovery capability. The research shows that these tensions are a natural part of the network existence and often advantageous to knowledge creation. The research also highlights that governance is required at multiple levels within the network entity to optimise knowledge exchange and discovery. Originality/value The research adds to the limited application of dialectical thinking to inter-organisational networks. It highlights the structural and relational governance mechanisms that interplay to optimise their knowledge process capability. The research also highlights the multiple levels within networks at which tensions can originate, requiring knowledge governance at the micro, meso and macro level to address the complexity of the inter-organisational relationship. This research provides a better understanding of how knowledge within inter-organisational relations can be managed for mutual benefit and value creation.
      Citation: Journal of Knowledge Management
      PubDate: 2019-05-30T09:47:56Z
      DOI: 10.1108/JKM-06-2018-0343
       
  • An investigation into agile learning processes and knowledge sharing
           practices to prevent identity theft in the online retail organisations
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Lack of individual awareness of knowledge sharing practices to prevent identity theft is a significant issue for online retail organisations (OROs). Agile learning processes and sharing of knowledge is essential, but the lack of relevant training inhibits these processes within the online industry. This study aims to identify the inhibiting factors in agile learning and knowledge sharing process with recommendations for best practice for organisations and staff to effectively share knowledge on identity theft prevention. Design/methodology/approach Three qualitative case studies were undertaken in OROs in the UK. Data were collected using semi-structured interviews, internal documents and related external material. The data were analysed using a thematic analysis method. Findings The findings identified that individual staff members within OROs from the information security and fraud prevention departments often share their knowledge as a community. However, there is no formal knowledge sharing process or any related training facilitating this exchange. There is a need for agile learning environment in OROs of the UK. Originality/value The study offers both theoretical and practical contributions to the extant literature of agile learning of knowledge sharing to prevent identity theft in OROs. Existing learning opportunities are not being used to enhance the knowledge of individuals, and OROs need to increase the skills and trust of their staff to share knowledge efficiently. This study identifies the systemic weaknesses inherent in the process of knowledge sharing and existing training provision within OROs. It provides ORO managers with practical guidelines in facilitating trust between individuals and developing appropriate training systems to educate staff on sharing organisational knowledge. This study contributes by extending the knowledge sharing framework proposed by Chong et al. (2011) for enhanced individual knowledge sharing processes to prevent identity theft within OROs. It also identifies OROs’ weaknesses in knowledge sharing learning processes for theft prevention and offers prevention guidelines and recommendations for developing effective agile learning environments.
      Citation: Journal of Knowledge Management
      PubDate: 2019-05-28T02:08:26Z
      DOI: 10.1108/JKM-06-2018-0370
       
  • The paradox of roots and wings: labor mobility between local firms and
           MNEs in North Africa
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this study is to explore employees’ knowledge- and learning-related experiences in moving between local firms and multinational enterprises (MNEs) and to examine the nature of paradoxes of labor mobility that local talents face in their career in the North African country of Algeria. In doing so, this paper explored the multifaceted experiences of employees who left local firms and joined MNEs. Design/methodology/approach The authors use a qualitative study, in-depth interviews with 12 employees from various industries, and apply an interpretive phenomenological approach to explain labor mobility between local firms and MNEs in the North African country of Algeria. The authors specifically focus on personal experiences of employees who worked in both local firms and MNEs. Findings The findings report a paradoxical situation and suggest that despite talented individuals grow their capabilities in MNEs through reward and personal growth incentives, the grass is not always greener, and they face the paradox of nurturing their capabilities (wings) or empowering their roots by returning local firms to seek stability, security and flexibility. Originality/value This study contributes to the research at the intersection of human resource management, knowledge management and the paradox of management in emerging markets. Its value stems from empirically explicating the paradox of roots and wings as a complementary, learning type of paradox that individuals at local firms and MNEs in Algeria experience.
      Citation: Journal of Knowledge Management
      PubDate: 2019-05-22T07:36:43Z
      DOI: 10.1108/JKM-08-2018-0544
       
  • Leveraging procurement-related knowledge through a fuzzy-based DSS: a
           refinement of purchasing portfolio models
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to model a decision support system (DSS) that could overcome the oversimplified, subjective, compensatory decision logic of extant purchasing portfolio models (PPMs) by leveraging the firms’ procurement-related knowledge base. Design/methodology/approach The DSS was developed through a fuzzy-based approach, whose design and application were framed within a case study in a multinational company. Findings The application of the fuzzy-based DSS to a product class suggests investing in the relationship with two specific suppliers and to loosen the relationship with a third one. Research limitations/implications Exploiting the fuzzy set theory and fostering the elicitation of procurement-related knowledge from the decision-makers, the DSS effectively tackles the concerns about the existing PPMs by including strategic-oriented priorities and contextual constraints in the evaluation. Practical implications The recommendations in output from the DSS are feasible, more analytical and easy to interpret, enabling knowledge sharing, group decision processes and better decision-making. Originality/value To the best of the authors’ knowledge, this manuscript is the first attempt to effectively integrate traditional PPMs with contextual, strategy-related factors to refine the purchasing directions and make them objective.
      Citation: Journal of Knowledge Management
      PubDate: 2019-05-13T11:56:48Z
      DOI: 10.1108/JKM-10-2018-0614
       
  • Interorganizational knowledge sharing in a science and technology park:
           the use of knowledge sharing mechanisms
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to uncover the combinations of knowledge sharing mechanisms that organizations in a science and technology park in Brazil use to share managerial and technical knowledge. Design/methodology/approach This research adopts a qualitative approach that uses a fuzzy set qualitative comparative analysis to analyze data that are gathered from 51 managers of organizations in a science and technology park. Findings The results show that knowledge sharing happens regardless of the type of knowledge. There are more alternative paths that lead to knowledge sharing than to its absence. Regarding the type of knowledge shared, there are more alternative configurations that lead to managerial knowledge sharing than to technical knowledge sharing. Only the older organizations in the science and technology park abstain from knowledge sharing. Research limitations/implications Due to the qualitative nature of the study, no generalization is possible. Additionally, the study’s limitation is that it involves organizations from a single science and technology park. Practical implications The results offer managers of organizations in science and technology parks to choose from alternative combinations of mechanisms to either boost their knowledge sharing or to promote knowledge protection. Originality/value The paper provides an original contribution by identifying the combinations of mechanisms that organizations in a science and technology park use that leads to the sharing of specific knowledge types. The findings also identify the combination of mechanisms that older organizations use that prevents them from sharing knowledge.
      Citation: Journal of Knowledge Management
      PubDate: 2019-04-25T08:58:03Z
      DOI: 10.1108/JKM-05-2018-0328
       
  • Investigating the effects of psychological empowerment and interpersonal
           conflicts on employees’ knowledge sharing intentions
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this paper is to investigate how different forms of interpersonal conflicts and employees’ psychological empowerment may affect knowledge sharing intentions directly or indirectly via interpersonal trust in the workplace. Design/methodology/approach Survey data collected from 249 employees of 37 of the top 500 corporations in the manufacturing industry in Taiwan were used for the data analysis. The research model was analyzed using the component-based structural equation modeling technique, namely, the partial least squares (PLS) approach. Findings The results indicate that both relationship and task conflicts have significant indirect effects on employees’ knowledge sharing intentions via psychological empowerment and trust. Additionally, psychological empowerment significantly influences employees’ knowledge sharing intentions both directly and indirectly via trust. Research limitations/implications The primary theoretical implication is an advancement in the understanding of the critical antecedents of and their different effects on employees’ knowledge sharing intentions from the perspectives of conflict management and individual psychological empowerment. Future research may concentrate on investigating the bidirectional interactions among trust, relationship conflicts and task conflicts in different knowledge-sharing contexts. Practical implications This study provides practical insights into conflict resolution intended to facilitate psychological empowerment and interpersonal trust that encourage knowledge sharing in the workplace. Originality/value To the best of the authors’ knowledge, this study is the first knowledge sharing study that empirically examines how task and relationship conflicts affect employees’ knowledge sharing intentions differently via the mediation of their perceived psychological empowerment and interpersonal trust in one another in the workplace.
      Citation: Journal of Knowledge Management
      PubDate: 2019-04-25T08:33:16Z
      DOI: 10.1108/JKM-07-2018-0423
       
  • MNC strategy, knowledge transfer context, and knowledge flow in MNEs
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Cross-border flow of knowledge is fraught with many challenges. The complexity associated with the organization of multinational corporations (MNCs), and the information asymmetry in foreign locations poses particular challenges to knowledge flow. Yet, effective transfer of knowledge is critical for the survival and performance of MNCs. The purpose of this paper is to present a comprehensive framework to understand the difficulties in the smooth flow of knowledge in MNCs. Design/methodology/approach The study is conceptual in nature and is based on an extensive review of the extant literature. Findings This review of the literature suggests that knowledge flow in MNCs is affected by country-level, firm-level and individual-level factors. The authors discuss these in the backdrop of the MNC strategy and the knowledge transfer context. The authors present their theoretical model and discuss the implications for advancing research in this domain. Originality/value This is one of the first papers to present a comprehensive framework to understand knowledge flows in MNCs.
      Citation: Journal of Knowledge Management
      PubDate: 2019-04-08T07:23:38Z
      DOI: 10.1108/JKM-08-2018-0476
       
  • Redesigning the model of the initiation and evolution of inter-firm
           knowledge transfer in R&D relationships
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Starting from the model of the initiation and evolution of inter-firm knowledge transfer in R&D relationships developed by Faems et al. (2007), the purpose of this paper is to refine and improve this model, assessing its reliability in a different and wider context and extending it according to the outcomes. Design/methodology/approach A multiple case-study approach was implemented, examining 34 dyadic inter-firm R&D relationships. This methodology suited the research goal of exploring the validity of a model in an area where little data or theory exists. Findings The theoretical model proposed by Faems et al. (2007) was improved, confirming the adequacy of the overall structure of their intuition and highlighting several differences in terms of factors that lead to the dissolution of R&D relationships. These differences mainly refer to partners’ similarities before starting R&D relationships, co-opetition situations, knowledge leakage/opportunistic behavior and reputation issues. Originality/value This work is the first to investigate two open research gaps related to the model of the initiation and evolution of inter-firm knowledge transfer in R&D relationships: the need for additional case studies in other contexts to develop a more general theory and the lack of research incorporating issues such as relational capital between partners, governance form and alliance scope in an integrated analysis.
      Citation: Journal of Knowledge Management
      PubDate: 2019-04-08T07:23:06Z
      DOI: 10.1108/JKM-05-2018-0326
       
  • Barriers, practices, methods and knowledge management tools in startups
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this paper is to present the main barriers, practices, methods and knowledge management tools in startups that are characterized as agile organizations with dynamic capabilities to meet the demands of a business environment of high volatility, uncertainties, complexity and ambiguity. Design/methodology/approach The conceptual basis of the research focused on the triad: agile organization, dynamic capabilities and knowledge management. Field research began by interviewing experts to identify the barriers, practices, methods and knowledge management tools in startups. Based on the theoretical review, on the desk research and on the result of interviews with experts, a quantitative research was carried out with the leading startups coworking of São Paulo city. The obtained data made it possible to develop descriptive analyses and run linear regressions and cluster analysis for exploratory research. Findings Startups with higher maturity in innovation level, solution development level, and scalability development level, present a higher degree of utilization of the practices, methods and tools dedicated to knowledge management. Practical implications It is expected that results of the research presented in detail will be able to illustrate concrete examples of practices, methods, and knowledge management tools for large established companies seeking the organizational agility of startups. Originality/value This study contributes to the identification of barriers, practices, methods and tools of management of knowledge in startups, through the conceptual triad: agile organization, dynamic capabilities and knowledge management.
      Citation: Journal of Knowledge Management
      PubDate: 2019-02-26T11:27:57Z
      DOI: 10.1108/JKM-06-2018-0361
       
  • Key factors influencing knowledge sharing practices and its relationship
           with organizational performance within the oil and gas industry
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This study aims to investigate the key elements that influence knowledge sharing practice, primarily the relationship between knowledge sharing practice and organizational performance within the oil and gas (OG) industry. Design/methodology/approach A sample of 203 responses was collected from the OG industry using an online questionnaire. Data were analyzed using applied structural equation modeling to validate the model and test the hypotheses. Findings The results indicate that significant relationships exist among the model constructs. These findings provide a better understanding of the factors that influence knowledge sharing practices within the OG industry. These findings prove that knowledge sharing practices positively impact organizational performance through cost reduction, organization growth and intangible benefits. Practical implications This study demonstrates that organizations in the OG industry may increase performance by adopting knowledge sharing practices. This study also provides practitioners with important information to enhance knowledge sharing practice within their organizations. For instance, managers should focus on Web 2.0 and other knowledge sharing systems to facilitate both tacit and explicit knowledge sharing. The findings provide empirical evidence that knowledge sharing practices allow organizations to transfer expert knowledge to younger generations of employees. As a result, organizations will be able to capture knowledge and alleviate the negative impact of high staff turnover within the OG industry. Originality/value The lack of knowledge sharing practices and the eminent loss of technical knowledge within the (OG) industry, because of retirements and turnover, create a difficult challenge for practitioners. Research on knowledge sharing within the OG industry is limited. Therefore, this study provides an in-depth analysis regarding the critical knowledge sharing practices and valuable information to researcher and practitioners’ knowledge sharing practices within the OG industry.
      Citation: Journal of Knowledge Management
      PubDate: 2019-02-25T03:37:10Z
      DOI: 10.1108/JKM-06-2018-0394
       
  • Communication, coordination, decision-making and knowledge-sharing: a case
           study in construction management
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to examine four key management processes, namely, communication, coordination, decision-making and knowledge-sharing, to determine how these impact on transportation infrastructure project success. The context for this study is the construction of a major highway in the United Arab Emirates. Design/methodology/approach Multiple sources of data are used in this case study that include the following: examination of various documents relating to the project in question; interviews with ten key stakeholders involved with the construction of the project; observations made during the site visit and interviews conducted with four site engineers; a focus group conducted with six key stakeholders involved in the project; and finally interviews conducted with the Minister of Public Works and the Director-General of the Ministry of Public Works. Analysis was conducted using NVivo. Findings Identification and involvement of key stakeholders, particularly in the early phases of a construction project, is found to be highly critical. Managers must develop detailed understanding of stakeholders’ influence in terms of their legitimacy, power and urgency in achieving effectiveness of the management processes. Originality/value The study highlights how different stakeholders influence communication, coordination, decision-making and knowledge-sharing at different stages of the construction project. Hence, understanding stakeholder’s level of legitimacy, power and urgency across the different stages of a project is highly critical.
      Citation: Journal of Knowledge Management
      PubDate: 2019-01-31T02:18:46Z
      DOI: 10.1108/JKM-08-2018-0503
       
  • Impact of IS agility and HR systems on job satisfaction: an organizational
           information processing theory perspective
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to examine the link between information systems (IS) agility, HR performance management systems and job satisfaction using organizational information processing theory. The objective of this study answers the following questions: How does use of different IS agility impact HR systems and job satisfaction' What are the connecting pathways by which IS agility affects HR systems and job satisfaction' Design/methodology/approach The authors developed a theoretical framework based on the organizational information processing theory and collected primary data through an online-based questionnaire. Following these procedures, the authors analyzed the data using structural equation modeling (SEM). Findings SEM analysis of the data from 150 respondents supports the organizational information processing theory. The authors proposed eight hypotheses, and only one was rejected. Research limitations/implications The data were collected from South Africa only, which is an emerging economy, and these cross-sectional data were gathered from the perspectives of the respondents. Originality/value The present paper empirically tests the conceptual model through the lens of organizational information processing theory.
      Citation: Journal of Knowledge Management
      PubDate: 2019-01-25T10:57:03Z
      DOI: 10.1108/JKM-07-2018-0466
       
  • The double-edged sword of external search in collaboration networks:
           embeddedness in knowledge networks as moderators
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this paper is to analyze the inverted U-shaped relationship between external search in the collaboration network and firm innovation outcomes. It also seeks to explore whether these curvilinear relationships are moderated by the network centrality and structural holes in the knowledge network. Design/methodology/approach In this empirical research, the authors collected a sample of patents in the smartphone industry over the period of 2000-2017. Then the authors examined the direct roles of external search breadth and depth in the collaboration network and the moderating role of network embeddedness in the knowledge network by using negative binomial regression. Findings Results found that external search in the collaboration network contributes more to firm innovation outcomes when the breadth and depth of the external search are moderate rather than high or low. Furthermore, both network centrality and structural holes in the knowledge network have positive effects on the external search breadth – innovation outcomes and external search depth – innovation outcomes relationships. Research limitations/implications The authors collected the patent data within the single industry and excluded other types of industries. This may limit the generalization of the findings. Practical implications The paper has practical implications for adopting appropriate search strategies in the collaboration network and developing a better understanding of the effect of network embeddedness in the knowledge network on firm innovation outcomes. The findings suggest future directions for technology-intensive industries to improve their innovation output. Originality/value This study adds value to open innovation literature by pointing out a curvilinear relationship (inverted U-shaped) between external search breadth/depth and innovation outcomes in collaboration networks, in contrast to studies focused on firms’ external collaboration strategies in a certain industry context. Furthermore, this study reinforces the key contingent role of embeddedness in knowledge networks. This study provides a valuable theoretical framework of innovation outcome determinants by connecting the network perspective of open innovation theory with an embeddedness view.
      Citation: Journal of Knowledge Management
      PubDate: 2019-01-25T10:45:06Z
      DOI: 10.1108/JKM-04-2018-0226
       
  • Knowledge management competences, exporting and productivity: uncovering
           African paradoxes
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This study aims to investigate the importance of relational and conditional knowledge by assessing how service and signaling competences affect manufacturing firms’ productivity. These relationships are explored in the context of Africa, where, paradoxically, firms selling abroad must satisfy different market demands than firms that serve only domestic markets. Design/methodology/approach The authors draw on the World Bank Enterprise Survey to perform a cross-sectional analysis of 4,683 manufacturing firms. These surveys cover the period 2009-2017 and 35 different African countries. The authors define service competence development as co-location with knowledge-intensive business service (KIBS) firms, measured through KIBS density at city level. Signaling is measured through outward-looking competences. Findings This paper shows that African exporters differ significantly from their non-exporting counterparts in terms of productivity and competences. External service competence generates productivity gains for exporters but has the opposite effect for non-exporters. Results consistent with previous research also show that signaling competences generate productivity gains, but the effect for firms serving domestic markets is stronger than the effect for exporting firms. The authors use paradoxes of learning to interpret these results. Research limitations/implications This study detects nuances of the African context that increase the understanding of knowledge management in emerging markets. The findings would benefit from confirmation in a longitudinal and causal setting. Practical implications African exporting firms should establish mechanisms to develop joint knowledge with external partners (know-with) to enhance their competitiveness, whereas African non-exporters should prioritize building knowledge credibility. Originality/value The study develops a novel empirical approach to analyzing firm competences in Africa. It also shows that contextualization of existing knowledge management theories matters, opening a research avenue to test further existing theories in emerging economies.
      Citation: Journal of Knowledge Management
      PubDate: 2019-01-25T10:41:12Z
      DOI: 10.1108/JKM-07-2018-0433
       
 
 
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