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Journal Cover Journal of Knowledge Management
  [SJR: 0.883]   [H-I: 36]   [90 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1367-3270
   Published by Emerald Homepage  [312 journals]
  • Investigating Knowledge Management: Can KM Really Change Organisational
    • Authors: Alison Corfield, Rob Paton
      Abstract: Journal of Knowledge Management, Volume 20, Issue 1, February 2016.
      Purpose This article looks at the relationship of knowledge management with organisational culture, a subject of interest to academics and KM practitioners. It is based on case study research in the voluntary sector, which is relatively less studied than the commercial or public sectors. Design/methodology/approach The research included observations and interviews with key players in KM teams and the people they worked with in three case study charities. The subsequent discussion is based on Schein's organisational culture framework, (Schein, 2010). Findings One major finding was that although culture was recognised as an intricate concept, KM programmes were often simplistically intended to ‘change culture’. Two instances of long-term change were identified. Strong and persistent leadership, with a clear rationale for culture change and also a well-established technology innovation programme, using local ‘champions’ to help align knowledge programmes with daily work routines, did achieve an impact on organisational culture. Research limitations/implications The findings provide food for thought for practitioners in the voluntary sector. As external pressures and common technology are leading the different sectors to follow more similar work practices, it is likely that the findings of this study will have relevance also for other sectors where organisations face similar resource constraints. Practical implications The article provides a thoughtful analysis of data collected over several years that suggests sectoral differences will not be the crucial factor to consider when looking at the impact of KM. Originality/value It provides practical examples of what has worked to 'change organisational culture' and what has not, as well as ideas for future research.
      Citation: Journal of Knowledge Management
      PubDate: 2016-01-09T12:13:50Z
      DOI: 10.1108/JKM-12-2014-0502
  • What about us? Exploring Small to Medium Australian Not for-Profit
           Firms and Knowledge Management
    • Authors: Craig Hume, margee mary hume
      Abstract: Journal of Knowledge Management, Volume 20, Issue 1, February 2016.
      Purpose The aim of this paper is to research the practice of knowledge management (KM) in not for profit (NFP), small and medium enterprises (SMEs) to identify gaps in the current body of knowledge. Previous work has been conducted in small, medium and large enterprises however, NFP SMEs have been under examined. Given the prevalence of NFP, SMEs further research is warranted. Design/methodology/approach Using case study methodology, this research advances previous KM work (Hume and Hume, 2008). Based on previous work in SMEs, KM and the application to not for profits (NFPs), this work offers a set of propositions related to strategic development of KM in NFPs with multiple data sources across hierarchical levels sought and analysed within each of the case studies. This process provided data variation. Collection continued until theoretical saturation was achieved. The paper supports analysis with the use of Leximancer 3.0 and offers a unique approach to qualitative research using textual and narrative analysis. Findings This paper explores the definition of knowledge, the importance of knowledge planning, capture and diffusion and offers development in small to medium NFPs. The paper concludes by introducing the link between KM and internal marketing (IM) to address importance of cultural and social issues of “me” which are central to knowledge capture, renewal and sustainable KM in NFPs. The paper introduces socialization strategies and informal knowledge capture specific to the transient, volunteer, and permanent employee mix in NFPs and introduces the notion of understanding the significance of social mission to employees and volunteers in the embodiment of KM. Research limitations/implications This study has aimed to access all empirical articles in the field of KM in SMEs. To ensure the consideration of the advancement in wireless, mobile computing technology and smart phones as a KM support, articles from 2005 onwards were primarily sought. This search restriction has limited the role of earlier works in the research. It is arguable that the sample cases may not offer a comprehensive coverage of all NFP firms with the qualitative approach further limiting the generalisation of the findings. Originality/value To the best of the authors' knowledge, little application of KM has been conducted specifically in NFP SME firms, with scant exploration of the constructs of socialization, social mission and informal knowledge structure in NFP considered or previously published in academic journals.
      Citation: Journal of Knowledge Management
      PubDate: 2016-01-09T12:13:48Z
      DOI: 10.1108/JKM-12-2014-0497
  • Knowledge Management in Mexican NPOs: A comparative study in organizations
           with a local and national presence
    • Authors: Laura E Zapata Cantu, Carlota Eugenia Mondragon
      Abstract: Journal of Knowledge Management, Volume 20, Issue 1, February 2016.
      Purpose Identify those organizational and personal elements that enable not-for-profit organizations (NPO) to generate and transfer knowledge. NPOs are under pressure to use their financial and human resources efficiently and to improve their activities and services constantly. Knowledge management as a strategy would ensure NPOs’ sustainability and rapid adaptation to dynamic environments Design/methodology/approach Qualitative study based on interviews, documents and questionnaires conducted in 28 Mexican NPOs. Findings Three main findings were identified: First, Mexican NPOs generate knowledge through courses and seminars based on volunteers’ personal motivation and organizational culture. Second, informal communication media are widely utilized to transfer organizational knowledge. Third, personal commitment to the organization’s mission and trust in their colleagues’ social actions are crucial for knowledge transfer effectiveness rather than organizational elements. Research limitations/implications The results scope of this study is limited to the NPOs under study. The findings expose some highlights for knowledge management process in not-for-profit organizations in Mexico which would be tested in further research. Practical implications Contrary to knowledge management in profit organizations, NPOs must recognize that personal motivation, commitment and trust in organization mission and social actions are crucial rather than organizational culture and top management support. Originality/value Few studies of knowledge management processes in not-for-profit organizations. Some considerations have to be done respecting personal motivation, commitment and trust as well as organizational elements.
      Citation: Journal of Knowledge Management
      PubDate: 2016-01-09T12:13:47Z
      DOI: 10.1108/JKM-12-2014-0494
  • Barriers to knowledge sharing in third sector social care: a case study
    • Authors: Lyndsay Bloice, Simon Burnett
      Abstract: Journal of Knowledge Management, Volume 20, Issue 1, February 2016.
      Purpose To build on existing theory of knowledge flow barriers by exploring the concept in the relatively under-researched area of not-for-profit organisations. Design/methodology/approach Case study methodology was employed. Practitioner staff members took part in online questionnaires, followed by semi-structured interviews with line management and middle management staff. Secondary sources from the case study organisation were also used in the analysis. Analysis of questionnaire responses alongside responses from semi-structured interviews are compared with Riege’s list of knowledge sharing barriers (Riege, 2005) and other works involving barriers to knowledge sharing. Findings The findings of this study highlight the need to re-examine the barriers identified in the literature to reflect contexts beyond the private sector. Common barriers were identified, but some found in the case study organisation did not neatly fit into the existing definitions of knowledge sharing barriers. An updated list of barriers to reflect this social service not-for-profit (SSNFPO) context is presented. Research limitations/implications Case studies are often not generalisable, however, the barriers list developed here could be further explored and tested in other third sector organisations. Practical implications The research raises the question of applicability of current KM theory and lexicon in the third sector and social care environment. Originality/value Insight into KM applicability in a third sector context, which is a relatively under-developed research area.
      Citation: Journal of Knowledge Management
      PubDate: 2016-01-09T12:13:46Z
      DOI: 10.1108/JKM-12-2014-0495
  • The extent and effectiveness of knowledge management in Australian
           community service organisations
    • Authors: Trevor Downes, Teresa Marchant
      Abstract: Journal of Knowledge Management, Volume 20, Issue 1, February 2016.
      Purpose Community service organisations (CSOs) are focussed on care and encouragement, thereby improving the quality of life of many in the community. This research contributes to wider acceptance of management of knowledge, from a national perspective and assists CSOs to improve practice. Design/methodology/approach Knowledge management (KM) is expanded through a national online survey from 89 CSOs, represented by 538 employees. CSOs, as a sub-set of not-for-profits, were selected because they contribute significantly to the economy. Existing research generally relies on case studies, offering scope for wider, quantitative research to address the gap. Findings The extent and effectiveness of KM were moderate. KM was more extensive in CSOs with a formal KM policy. Face-to-face exchange of knowledge was the major transfer method. Recognition or other incentives are needed to encourage learning and disseminating new ideas. Research limitations/implications Other CSOs and other countries could be included, along with very small CSOs. Practical implications Shortfalls in practice were discovered. Recommendations should improve client service by enhancing the appropriateness, consistency, quality and timely delivery of assistance. This will aid CSO sustainability by maximising limited resources. The challenge is to harness informal learning for organisation-wide learning and for hard outcomes such as reducing costs and competing for government funding. Originality/value A synthesised large-scale survey integrates more elements of KM practice. Existing KM ideas are combined in new ways, applied in a fresh context, indicating elements of KM that are more significant in not-for-profit CSOs.
      Citation: Journal of Knowledge Management
      PubDate: 2016-01-09T12:13:45Z
      DOI: 10.1108/JKM-11-2014-0483
  • Knowledge Needs in the Non-Profit Sector: An Evidence-Based Model of
           Organizational Practices
    • Authors: Dinesh Rathi, Lisa M Given, Eric Forcier
      Abstract: Journal of Knowledge Management, Volume 20, Issue 1, February 2016.
      Purpose Presents findings from a study of non-profit organizations (NPOs), including a model of knowledge needs that can be applied by practitioners and scholars to further develop the NPO sector. Design/methodology/approach A survey was conducted with NPOs operating in Canada and Australia. An analysis of survey responses identified the different types of knowledge essential for each organization. Respondents identified the importance of three pre-determined themes (quantitative data) related to knowledge needs, as well as a fourth option, which was a free text box (qualitative data). The quantitative and qualitative data were analyzed using descriptive statistical analyses and a grounded theory approach, respectively. Findings Analysis of the quantitative data indicates that NPOs’ needs are comparable in both countries. Analysis of qualitative data identified five major categories and multiple sub-categories representing the types of knowledge needs of NPOs. Major categories are: knowledge about management and organizational practices, knowledge about resources, community knowledge, sectoral knowledge and situated knowledge. The paper discusses the results using semantic proximity and presents an emergent, evidence-based KM-NPO model. Originality/value The findings contribute to the growing body of literature in the KM domain, and in the understudied research domain related to the knowledge needs and experiences of NPOs. NPOs will find the identified categories and sub-categories useful to undertake KM initiatives within their individual organizations. The study is also unique as it includes data from two countries, Canada and Australia.
      Citation: Journal of Knowledge Management
      PubDate: 2016-01-09T12:13:45Z
      DOI: 10.1108/JKM-12-2014-0512
  • Appreciating Formal and Informal Knowledge Transfer Practices within
           Creative Festival Organizations
    • Authors: Raphaela Stadler, Simone Fullagar
      Abstract: Journal of Knowledge Management, Volume 20, Issue 1, February 2016.
      Purpose Problem-solving approaches to research have dominated the not-for-profit festival management field. Little attention has been paid to how festival organizations successfully create cultures where knowledge transfer is practised within the high intensity of a festival lifecycle. Drawing upon an insights from Social Practice Theory and Appreciative Inquiry (AI), our purpose in this article is to offer a different conceptual approach to understanding how knowledge transfer ‘works’ as an organizational practice to produce a collaborative festival culture. Design/methodology/approach This article draws upon an ethnographic case study with the highly acclaimed Queensland Music Festival organization in Australia. The research questions and methods were framed around an appreciative approach that identified formal and informal practices that ‘what worked’ rather than a conventional problem focused analysis. Findings Our research focused on appreciating the cultural context that shaped the interrelationships between formal and informal knowledge transfer practices that enabled trust and collaboration. We identified a range of knowledge transfer practices that contributed to the creation of a shared festival ethos and the on-going sustainability of the festival vision. Practical implications The not-for-profit sector brings numerous challenges for festival organizations and there is a need to appreciate how collaborative and creative knowledge transfer can occur formally and informally. Festival organizers can benefit from understanding the relational and practice dimensions of knowledge management as they are performed within specific organisational contexts. Originality/value An appreciative understanding of knowledge transfer practices has not yet been applied to not-for-profit festival organizations where problem-solving approaches dominate the field.
      Citation: Journal of Knowledge Management
      PubDate: 2016-01-09T12:13:43Z
      DOI: 10.1108/JKM-11-2014-0484
  • Inclusive perspectives or in-depth learning? A longitudinal case study
           of past debates and future directions in knowledge management for
    • Authors: Julie Ferguson
      Abstract: Journal of Knowledge Management, Volume 20, Issue 1, February 2016.
      Purpose This paper analyzes how the debate around knowledge management for development has evolved over a fourteen year period. Design/methodology/approach The study was conducted in an inductive manner, seeking to identify key themes discussed on an online community on knowledge management for development. Analysis comprised observation of the online debate, as well as semantic (co-word) network analysis of a ‘big data’ set, consisting of fourteen years of email exchange. The results were verified with members of the community in a focus group manner. Findings In terms of content, the knowledge management for development debate remains strongly engaged with actual development discourse, and continues to be rather oriented toward tools and methods. In terms of learning, the community appears highly inclusive, and provides fertile ground for in-depth knowledge sharing, but shows less potential for innovative influences. Research limitations/implications The study contributes to literature on knowledge management in the non-profit sector by showing how heterogeneous communities in the development domain generate knowledge and shape discourse. More specifically, the paper contributes to knowledge management for development literature by providing a comprehensive overview of how the domain has evolved since its emergence. It also advances knowledge management by showing how inclusive networks can contribute to but also limit learning. Practical implications The study is of use to knowledge management professionals by showing the benefits, but also the limitations of inclusive knowledge sharing networks. Originality/value The paper is the first to provide a comprehensive historical overview of the key topics on knowledge management for development, as engaged by the primary online community on this topic. It also introduces innovative methods for inductive analysis of big data.
      Citation: Journal of Knowledge Management
      PubDate: 2016-01-09T12:13:43Z
      DOI: 10.1108/JKM-12-2014-0513
  • Knowledge Management in the Not-For-Profit Sector: Introduction
    • Authors: Gillian Ragsdell
      Abstract: Journal of Knowledge Management, Volume 20, Issue 1, February 2016.

      Citation: Journal of Knowledge Management
      PubDate: 2016-01-09T12:13:38Z
      DOI: 10.1108/JKM-11-2015-0483
  • Volunteers' knowledge activities at UK Music Festivals: A
           Hermeneutic-Phenomenological Exploration of Individuals’ Experiences
    • Authors: Diana Clayton
      Abstract: Journal of Knowledge Management, Volume 20, Issue 1, February 2016.
      Purpose This paper explores how and why volunteers share knowledge and engage in other related knowledge activities. The paper offers an interpretation of participants’ multiple realities to enable a better understanding of managing volunteer knowledge, which ultimately underpin organisational performance and effectiveness. Design/methodology/approach A qualitative, hermeneutic phenomenological study of volunteers (n=28) at UK music festivals was conducted through depth interviews (n=9), diaries (n=11), or both (n=8). This interpretivist approach adopted purposive sampling to recruit participants through (social) media. Findings The findings illustrate how and why volunteers share knowledge that is attributed to a successful process of volunteering, which enables effective knowledge management and reproduction. Where volunteers’ motivations are satisfied, this leads to repeat volunteering. Knowledge enablers and the removal of barriers create conditions that are conducive for knowledge sharing, which have similar characteristics to conditions for continuance commitment. Where volunteers do not return, the organisation leaks knowledge. Research limitations/implications While high quality research standards were maintained, participant self-selection may result in overly positive experiences. Future research might explore the impact on knowledge sharing of negative volunteering experiences. Practical implications Practical recommendations include factors that contribute to effective volunteer co-ordination and volunteering experiences, which are enablers for knowledge sharing. These fall within two categories: areas for continuance (i.e. those aspects that should be maintained because they contribute to effective volunteer co- ordination and experiences) and areas for improvement (i.e. those aspects of volunteer co-ordination that are either currently lacking or require development or enhancement). Originality/value This paper’s original contribution is demonstrated through the use of hermeneutic phenomenological methods in the exploration of individuals’ perspectives of knowledge sharing in the context of temporary organisations. This paper provides value to academics studying knowledge management and volunteer management, and practitioners managing volunteers.
      Citation: Journal of Knowledge Management
      PubDate: 2016-01-09T12:13:37Z
      DOI: 10.1108/JKM-05-2015-0182
  • 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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