Journal Cover Journal of Knowledge Management
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   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1367-3270
   Published by Emerald Homepage  [312 journals]
  • Knowledge management and business performance: global experts’ views
           on future research needs
    • Pages: 1169 - 1198
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1169-1198, October 2016.
      Purpose This paper aims to examine the views of the global knowledge management (KM) community on the research area of KM and business performance and identify key future research themes. Design/methodology/approach An interview study spanning 222 informants in 38 countries was launched to collect data on KM expert views concerning the future research needs of the KM field. Findings The value contribution of KM requires more research despite experts agreeing on the complexities involved in solving this challenge. Further research areas identified were related to the influence of KM to support business strategy, intellectual capital, decision-making, knowledge sharing, organizational learning, innovation performance, productivity and competitive advantage. Research limitations/implications The sample is dominated by European-based KM experts and the self-selecting sampling approach that was used by relying on the networks of each partner could have biased the structure of this sample. Practical implications The recognition of the complexity to demonstrate the value contribution of KM could prevent practitioners from using over-simplified approaches and encourage them to use more advanced measurement approaches. Originality/value The paper is unique, in that it reports on the views of 222 KM experts from 38 countries representing both academia and practice, on the issue of future research needs in terms of KM and business outcomes. As such it provides valuable guidance for future studies in the KM field and related subjects.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:26:15Z
      DOI: 10.1108/JKM-12-2015-0521
  • Understanding counterproductive knowledge behavior: antecedents and
           consequences of intra-organizational knowledge hiding
    • Pages: 1199 - 1224
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1199-1224, October 2016.
      Purpose This paper aims to explore antecedents and consequences of intra-organizational knowledge hiding. Design/methodology/approach A model was developed and tested with data collected from 691 knowledge workers from 15 North American credit unions. Findings Knowledge hiding and knowledge sharing belong to unique yet possibly overlapping constructs. Individual employees believe that they engage in knowledge hiding to a lesser degree than their co-workers. The availability of knowledge management systems and knowledge policies has no impact on intra-organizational knowledge hiding. The existence of a positive organizational knowledge culture has a negative effect on intra-organizational knowledge hiding. In contrast, job insecurity motivates knowledge hiding. Employees may reciprocate negative knowledge behavior, and knowledge hiding promotes voluntary turnover. Practical implications Managers should realize the uniqueness of counterproductive knowledge behavior and develop proactive measures to reduce or eliminate it. Originality/value Counterproductive knowledge behavior is dramatically under-represented in knowledge management research, and this study attempts to fill that void.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:28:20Z
      DOI: 10.1108/JKM-05-2016-0203
  • What factors influence knowledge sharing in organizations? A social
           dilemma perspective of social media communication
    • Pages: 1225 - 1246
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1225-1246, October 2016.
      Purpose Enterprise social media platforms provide new ways of sharing knowledge and communicating within organizations to benefit from the social capital and valuable knowledge that employees have. Drawing on social dilemma and self-determination theory, the purpose of this paper is to understand what factors drive employees’ participation and what factors hamper their participation in enterprise social media. Design/methodology/approach Based on a literature review, a unified research model is derived integrating demographic, individual, organizational and technological factors that influence the motivation of employees to share knowledge. The model is tested using statistical methods on a sample of 114 respondents in Denmark. Qualitative data are used to elaborate and explain quantitative findings. Findings The findings pinpoint towards the general drivers and barriers to knowledge sharing within organizations. The significant drivers to knowledge sharing are: enjoy helping others, monetary rewards, management support, management encourages and motivates knowledge sharing behavior and knowledge sharing is recognized. The significant identified barriers are: change of behavior, lack of trust and lack of time. Practical implications The proposed knowledge sharing framework helps to understand what factors impact engagement on social media. Furthermore, the article suggests different types of interventions to overcome the social dilemma of knowledge sharing. Originality/value The study contributes to an understanding of factors leading to the success or failure of enterprise social media drawing on self-determination and social dilemma theory.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:30:39Z
      DOI: 10.1108/JKM-03-2016-0112
  • Exploration of multi-layered knowledge sharing participation: the roles of
           perceived benefits and costs
    • Pages: 1247 - 1267
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1247-1267, October 2016.
      Purpose This paper aims to explore participants’ perceived benefits and costs that influence the quantity and the quality of voluntary participation in knowledge networks in a resources-constrained economy. Design/methodology/approach A conceptual model of perceived benefits and costs of knowledge sharing is designed on the basis of literature. The influence of perceived benefit and cost on perceived quantity and quality of knowledge sharing are assessed on the basis of a survey with 283 participants in a business context within a resource-restrained economy. Findings The results indicate that reputation, reciprocity and altruism are perceived to benefit quantity of participation, whereas reciprocity, altruism and knowledge self-efficacy are perceived to benefit the quality of participation in knowledge networks. Effort and time have a negative impact on both quantity and quality of participation in knowledge sharing. Research limitations/implications This study provides insights into the factors that influence acceptance and use of knowledge networks and can thus influence business policies. Originality/value This exploratory study explores both perceived benefits and costs of participation in knowledge sharing in a resource-constrained economy.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:29:43Z
      DOI: 10.1108/JKM-01-2016-0044
  • Effects of knowledge management on client-vendor relationship quality: the
           mediating role of global mindset
    • Pages: 1268 - 1281
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1268-1281, October 2016.
      Purpose This study argues that knowledge management (KM) by itself has only limited effects on client–vendor relationship (CVR) of global providers of highly customised services. Rather, it is the ability of top management to properly evaluate and utilise a vast array of complex knowledge which allows global firms to develop and maintain superior CVR. The paper tests the proposition that global mindset (GM) of top management mediates the effects of KM on CVR quality. Design/methodology/approach The paper uses survey data from a sample of 68 international service providers (ISPs) in the information technology sector in India and partial least squares approach to structural equation modelling to test the hypotheses. Findings The results show that both KM and GM have positive and statistically significant effects on the quality of CVRs. The results also confirm that the GM of top management has significant and substantive mediation effects on the relationship between KM and CVR quality. Research limitations/implications The small size of the sample and the focus on ISPs in a single country constitute the main limitations of the study. Future research should ideally draw from a larger sample of ISPs from multiple countries and sectors in order to allow for greater generalisation of the findings. Practical implications ISPs will benefit from developing the GM of their top management teams to enhance their CVRs. Originality/value The paper provides new insights into how, in an international context, firms can transform their KM into superior CVR quality through the development of GM.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:31:11Z
      DOI: 10.1108/JKM-03-2016-0099
  • Intrinsic motivation for knowledge sharing – competitive intelligence
           process in a telecom company
    • Pages: 1282 - 1301
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1282-1301, October 2016.
      Purpose Knowledge about competitive environments is a determinant factor for the success of a firm, as it may allow it to anticipate threats and opportunities in its market. This study aims to explore variables that enable or prevent an employee’s intrinsic motivation to share knowledge. It studies the collection and sharing of information that may be a signal of future competitive moves in competitive intelligence (CI) processes. Design/methodology/approach Canonical correlation was used by utilizing survey data from a company. The study was based on the self-determination theory relating intrinsic motivation to behavior. Findings The study confirms the importance of different aspects motivating knowledge sharing behavior, such as information system’s support, top management support and information feed-back. Research limitations/implications The study is limited to one company, respecting the limitations of a case study, but external validation was impossible to test. Findings showed a strong correlation of some variables with intrinsic motivation and are coherent with other studies in the knowledge sharing field. Practical implications Firms introducing knowledge sharing processes should pay attention to the importance of information system support. The relationship with people involved is also important, as in supporting their collaborations and giving feed-back to contributions. Sustaining intrinsic motivation seems a fundamental aspect to the process’ success. Originality/value The study indicates the relation of different variables of motivation with motivation. It explores knowledge sharing in a CI process, an important process in firms nowadays. It shows important aspects that ensure continuity of knowledge sharing as informational feed-back and top management support. Canonical correlation was also used, a technique not frequently explored and useful to study correlation among groups of variables.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:27:13Z
      DOI: 10.1108/JKM-02-2016-0083
  • Role of knowledge brokers in communities of practice in Japan
    • Pages: 1302 - 1317
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1302-1317, October 2016.
      Purpose The purpose of this study is to investigate the role of knowledge brokers in Japanese communities of practice (CoP). This is because if knowledge brokers can connect across boundaries and introduce practices into another CoP, they can contribute by introducing practices as tacit knowledge to another CoP. Design/methodology/approach This study examines five hypotheses on knowledge brokers with respect to multi-membership in CoPs, knowledge brokering and career adaptability. In this study, an online questionnaire was administrated to 412 business persons, all employed by Japanese companies. Findings In line with the predictions, the results show that the cognition and behavior of multi-membership were composed of two factors: “creation and integration of diverse opinions” and “acceptance of diverse opinions”. With respect to covariance structure analysis, “concern”, one of the factors of career adaptability, had both direct and indirect effects on “knowledge brokering”. “Creation and integration of diverse opinions”, one of the factors of the cognition and behavior of multi-membership, had direct effects on “knowledge brokering”. Research limitations/implications Given that the data presented in this study are limited to knowledge brokers in Japanese CoPs, the study needs to be extended to an international context and to other kinds of knowledge brokers. Originality/value This study contributes to the findings which show the complexity of multi-membership and career adaptability. Upon closer examination, each subscale of multi-membership and career adaptability shows a different effect on knowledge brokering. In other words, this study reveals the importance of proactive behavior in integrating diverse opinions for knowledge brokering.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:31:02Z
      DOI: 10.1108/JKM-03-2016-0098
  • The impact of focus, function, and features of shared knowledge on re-use
           in emergency management social media
    • Pages: 1318 - 1332
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1318-1332, October 2016.
      Purpose The purpose of this study is to investigate how organizations use social media such as blogs to share and re-used knowledge during contingencies, disasters, and emergencies. The factors related to the knowledge itself – rather than the media – which lead to more and less re-use (particularly in the fast-paced and uncertain context of emergencies) are not well known. Design/methodology/approach Integrating theories of social media, knowledge management and mass communication, the author develops a model of the characteristics of knowledge (focus, function and features), characteristics of knowledge sharers and the user’s needs, which influence the extent to which knowledge is re-used. Findings A study of 645 blog posts revealed why some knowledge is re-used in emergencies more than other types of knowledge. Surprisingly, non-event-related knowledge is re-used more often than event-related knowledge, perhaps because users are less certain about how they would re-use non-event knowledge and, thus, are paradoxically more interested in what it might offer. Results also indicate several other factors which impact re-use. Practical implications Traditional mechanisms used to evaluate knowledge for reuse such as rank and organizational status are less important than the focus and function of the knowledge itself; they offer practitioners strategies for more efficient knowledge sharing during emergencies and identify opportunities for more effective employment of emergency management social media. Originality/value One of the first studies to dig deeper into factors of knowledge shared and re-used during emergencies, this research integrates several theoretical streams to explain why some knowledge is more valuable for re-use. It increases the understanding of knowledge sharing during disasters and offers strategies for development of knowledge systems for future emergencies.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:27:45Z
      DOI: 10.1108/JKM-04-2016-0177
  • Artifacts in knowledge management research: a systematic literature review
           and future research directions
    • Pages: 1333 - 1352
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1333-1352, October 2016.
      Purpose The purpose of this paper is to assess the role of artifacts in the knowledge management field in the past 18 years (1997-2015) and to identify directions for future research. Design/methodology/approach The authors conducted a systematic literature review of 101 articles published in seven journals retrieved from EBSCO and Google Scholar online research databases. The framework for analysis included 13 codes, i.e. author(s), title, year of publication, typology, theoretical lens, categorizations, methods for empirical work, relevancy, level of analysis, keywords, findings, research themes and future research directions. Codes were analyzed using qualitative and quantitative methods. Findings The findings lacked cumulativeness and consistency in the current knowledge management debate. Empirical works outnumbered conceptual contributions by two to one, and the majority of papers focused at the organizational level of analysis. Knowledge management systems, knowledge sharing and digital archives were the major research themes connected to artifacts, together with other closely aligned concepts such as learning and online learning, knowledge transfer and knowledge creation. Research limitations/implications This study has temporal and contextual limitations related to covered time span (18 years) and journals’ subscription restrictions. Originality/value This paper is a first attempt to systematically review the role of artifacts in knowledge management research and therefore it represents a primary reference in the knowledge management field. It provides directions to future theoretical and empirical studies and suggestions to managerial practices.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:30:06Z
      DOI: 10.1108/JKM-05-2016-0199
  • Old wine in new bottles: docility, attention scarcity and knowledge
    • Pages: 1353 - 1372
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1353-1372, October 2016.
      Purpose This paper aims to address the nature of docility in organizations, its practical role in attention scarcity and knowledge diffusion in complex organizations and the management implications for organizational learning and innovation to improve knowledge management. Design/methodology/approach This paper examines knowledge organizations from the perspective of human resource strategies, their role in information abundance and attention scarcity and techniques to enhance docility mechanisms at different levels of the organization to increase innovation and performance. Findings This paper, in reviewing the organization literature on attention scarcity, addresses the shortage of studies linking the need for docility – the desire to learn from workers and the desire to teach – in personnel practices of knowledge firms, where intense social interaction, social feedback and social learning are the norms. Practical implications Knowledge management – scanning, creation, coordination, interpreting, transfer and integration – may well be the basis of competitive advantage, based on human resource strategies to mobilize explicit and tacit knowledge via docility mechanisms, including mentoring, teamwork, coaching and deep collaboration. Originality/value Decades ago, Herbert A. Simon introduced this new concept, docility, which is now central to knowledge organizations that face information abundance and attention scarcity. Knowledge organizations require tools of docility to align human resource strategies to both strategic management and operational functions to enhance teaching and learning in design structures that are time-constrained.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:28:03Z
      DOI: 10.1108/JKM-03-2016-0124
  • The effects of knowledge management capabilities on perceived school
           effectiveness in career and technical education
    • Pages: 1373 - 1392
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1373-1392, October 2016.
      Purpose This study aims to investigate the impact that knowledge management (KM) capabilities have on school effectiveness in career and technical education (CTE) in Taiwan. Design/methodology/approach The study adopted a survey research. A total of 439 valid samples were obtained and subsequently verified with structural equation modeling. Findings The results indicated that KM capabilities consist of two main dimensions, namely, the KM enabler capabilities and the KM process capabilities. The former includes structures, cultures and information technology support, whereas the latter includes acquisitions, storage, sharing and applications. In terms of the relationships among the dimensions of the model structure, the KM enabler capabilities managed to effectively predict the KM process capabilities, and the KM process capabilities managed to effectively predict the perceived school effectiveness. Research limitations/implications Based on the results, improvement of the KM enabler capabilities and process capabilities of higher education institutions of CTE is recommended so that their school effectiveness may be improved. Because the participants were not randomly selected, the generalizability of the results should be further examined. Practical implications This study encourages practitioners to focus their KM practices on KM enabler capabilities and the KM process capabilities. Originality/value The current study provided an insight into and further understanding of the model regarding the relationships among the KM enabler capabilities, the KM process capabilities and the school effectiveness.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:27:32Z
      DOI: 10.1108/JKM-12-2015-0515
  • Tracing the historical origins of knowledge management issues through
           referenced publication years spectroscopy (RPYS)
    • Pages: 1393 - 1404
      Abstract: Journal of Knowledge Management, Volume 20, Issue 6, Page 1393-1404, October 2016.
      Purpose This study, using a new method called Referenced Publication Years Spectroscopy (RPYS), aims to examine the most important historic works written in the area of knowledge management (KM). Design/methodology/approach Preliminary data of this study have been extracted from Web of Science through scientometric methods. The references used in all the papers in the core journals in this field since 1980 to the end of 2014 were studied. Findings The distribution of resources in the area of KM based on the publication year indicates that this field of study, during time intervals 1900 to 1980, has seen eight major mutations. A considerable influence of such fields as economics, business, social networks analysis, organizational learning and economic sociology on the realm of KM is evident. The association of Polanyi with the mutations of 1958, 1962 and 1967 suggests his obvious influence on the evolution of KM. The ratio of articles to books among the whole documents detected by RPYS was 2-13 which could direct us to the point that the channel for information transformation in KM is more focused on books than on articles. Originality/value None of the few studies done by scientometric methods in the realm of KM has been seen through the issue of the historical origins of this area. This piece of research, using a new scientometric method, can be considered the first study in which the origins of KM over time have been studied.
      Citation: Journal of Knowledge Management
      PubDate: 2016-10-17T12:26:03Z
      DOI: 10.1108/JKM-01-2016-0019
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