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Journal Cover Journal of Knowledge Management
  [SJR: 1.12]   [H-I: 49]   [129 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1367-3270
   Published by Emerald Homepage  [335 journals]
  • Knowledge collaboration between organizations and online communities: the
           role of open innovation intermediaries
    • Pages: 1293 - 1318
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1293-1318, October 2017.
      Purpose This research paper aims to examine how open innovation (OI) intermediaries facilitate knowledge collaboration between organizations and online user communities. Drawing on a Community of Practice (CoP) perspective on knowledge, the study lays out a framework of the knowledge boundary management mechanisms (and associated practices) that intermediaries deploy in enabling client organizations to engage in online community-based OI. Design/methodology/approach This research is based on an exploratory case study of an OI intermediary and 18 client organizations that engage with online user communities on the intermediary’s platform. Results incorporate both the intermediary and clients’ perspective, based on analysis of intermediary and client interviews, clients’ online community projects and other archival data. Findings Results reveal that OI intermediaries deploy three knowledge boundary management mechanisms – syntactic, semantic and pragmatic – each underpinned by a set of practices. Together, these mechanisms enable knowledge transfer, translation and transformation, respectively, and thus lead to cumulatively richer knowledge collaboration outcomes at the organization–community boundary. The findings show that the pragmatic mechanism reinforces both semantic and syntactic mechanisms, and is hence the most critical to achieving effective knowledge collaboration in community-based OI settings. Practical implications The findings suggest that OI intermediaries have to implement all three boundary management mechanisms to successfully enable knowledge collaboration for community-based OI. More specifically, intermediaries need to expand their focus beyond the development of digital platforms, to include nuanced efforts at building organizational commitment to community engagement. Originality/value Drawing on the CoP view, this study integrates the knowledge management literature into the OI literature to conceptualize the role of OI intermediaries in shaping knowledge collaboration between organizations and communities. In engaging with the interactive nature of knowledge exchange in such multi-actor settings, this research extends the firm-centric theorization of knowledge that currently dominates the existing OI research.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:24:01Z
      DOI: 10.1108/JKM-09-2016-0423
       
  • Antecedents and effects of individual absorptive capacity: a
           micro-foundational perspective on open innovation
    • Pages: 1319 - 1341
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1319-1341, October 2017.
      Purpose The paper aims to understand how individuals differ in individual absorptive capacity – their ability to recognize, assimilate, transform and exploit external knowledge. These individual absorptive capacities are a key knowledge management building block for an organization’s open innovation practices. The study examines individual antecedents – human capital, social capital and cognition – and innovation outcomes of individual absorptive capacity. Design/methodology/approach This is a quantitative study of 147 employees in a single medium-sized Dutch industrial firm. Based on a survey and structural equation modeling, the antecedents’ prior knowledge diversity, network diversity and cognitive style are examined in relation to individual absorptive capacity. Further, the mediating effects of individual absorptive capacity on its antecedents and innovation outcome are investigated. Findings The main findings are that prior knowledge diversity, external network diversity and a bisociative cognitive style explain differences in individual absorptive capacity. A bisociative cognitive style appears to be the most important factor. Also, this study finds that individual absorptive capacity mediates between its antecedents and individual innovation performance and is therefore a relevant factor to capture value from external knowledge sources. Research limitations/implications The study extends open innovation theory by exploring individual-level factors that explain the ability to capture value from external knowledge. It suggests that differences in open innovation practices are explained by heterogeneity at the individual level. Further, it explains how individuals’ potentials for open innovation are mediated by their absorptive capacities. These insights enable future researchers to further examine individual-level factors in knowledge management practices and to explore cross-level individual-organizational interactions for open innovation. Practical implications This paper highlights that individuals’ engagements in open innovation practices are explained not only by individuals’ motivations but also by their abilities to absorb external knowledge. Further, it helps managers to design knowledge management practices to promote employees’ absorptive capacities, to improve open innovation processes. Originality/value This study investigates the neglected individual-level factors of open innovation practices from a micro-foundational and knowledge management perspective. To our best knowledge, this is the first study to examine individual-level antecedents and outcomes of individual absorptive capacity.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:22:22Z
      DOI: 10.1108/JKM-09-2016-0410
       
  • Absorptive capacity in virtual teams: examining the influence on diversity
           and innovation
    • Pages: 1342 - 1361
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1342-1361, October 2017.
      Purpose The purpose of the study is to empirically extend and validate a measure of absorptive capacity (ACAP) and examine its role in leveraging the benefits of diversity on innovation within global virtual teams (GVTs). This study validates a multidimensional measure of ACAP for use within the GVT. GVTs are increasingly utilized in industry given their ability to bring together diverse knowledge and experience from geographically dispersed individuals. Design/methodology/approach The hypotheses of this research were tested using a field survey to collect real world knowledge about GVTs. The survey method is a research technique in which data is collected from a sample of individuals using a questionnaire. Findings Using a sample of GVT members, the authors find that ACAP significantly mediates the relationships between diversity (deep-level diversity, functional-level) and innovation. Practical implications The implications for the study of GVTs is discussed and recommendations are offered. GVTs, as investigated in this study, include members that use electronic media for some or all of their interactions and collaboration with other team members. Originality/value This study validates and operationalizes the multi-dimensional ACAP construct at the GVT level: its relationship with diversity and its influence on GVT innovation.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:23:42Z
      DOI: 10.1108/JKM-06-2016-0221
       
  • Managing knowledge assets for open innovation: a systematic literature
           review
    • Pages: 1362 - 1383
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1362-1383, October 2017.
      Purpose Knowledge assumes a pivotal role in the open innovation (OI) paradigm. Yet OI has been scantly investigated by adopting a knowledge management (KM) lens. Therefore, the purpose of this paper is to provide a systematic literature review of the KM practices analysed by prior literature to support OI activities. Design/methodology/approach To perform a valuable literature review, the steps for systematic review proposed by previous studies have been adopted. These steps have yielded a final sample of 34 articles. Afterward, the authors have distinguished and analysed the identified articles according to the three main OI processes, i.e. inbound, outbound and coupled OI processes. Findings This research groups and highlights the most relevant KM practices to support OI activities on the basis of the inbound, outbound and coupled OI processes. Originality/value Despite knowledge is the most relevant resource exchanged in OI activities, this is the first attempt to highlight how knowledge should be managed in an OI context by adopting a KM lens. Furthermore, the authors also identify relevant topics that have been so far understudied, which the authors suggest as future research directions.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:22:01Z
      DOI: 10.1108/JKM-11-2016-0516
       
  • Managing knowledge in open innovation processes: an intellectual property
           perspective
    • Pages: 1384 - 1405
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1384-1405, October 2017.
      Purpose As firms turn their innovation activities toward collaborating with external partners, they face additional challenges in managing their knowledge. While different modes of intellectual property right regimes are applied in closed innovation systems, there seems to be tension between the concepts of “open innovation” and “intellectual property rights”. The purpose of this paper is to investigate how firms best manage knowledge via intellectual property rights in open innovation processes. Design/methodology/approach Following a mixed methods approach, the authors review relevant literature at the intersection of knowledge management, intellectual property rights, strategic management of intellectual property rights and the open innovation process. The authors identify success drivers through the lenses of – but not limited to – intellectual property rights and classify them in five distinct groups. Expending the view on open innovation beyond its modus operandi, the authors develop the Open Innovation Life Cycle, covering three stages and three levels of the open innovation process. The authors apply their findings to a case study in the pharmaceutical industry. Findings The authors provide four key contributions. First, existing literature yields inconclusive results concerning the enabling or disabling function of intellectual property rights in open innovation processes, but the majority of scholars detect an ambivalent relation. Second, they identify and classify success drivers of successful knowledge management via intellectual property rights in open innovation processes. Third, they advance literature on open innovation beyond its modus operandi to include three stages and three levels. Fourth, they test their findings to a case study and show how management leverages knowledge by properly using intellectual property rights in open innovation. Practical implications The findings support firms in managing knowledge via intellectual property rights in open innovation processes. Management should account for the peculiarities of open innovation preparation and open innovation termination to prevent unintentional knowledge drain. Originality/value This is one of the first studies to view open innovation as a process beyond its modus operandi by considering the preparations for and termination of open innovation activities. It also addresses the levels involved in managing knowledge via intellectual property rights in open innovation from individual (personal) to project and firm level.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:23:45Z
      DOI: 10.1108/JKM-11-2016-0509
       
  • Knowledge translation mechanisms in open innovation: the role of design in
           R&D projects
    • Pages: 1406 - 1429
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1406-1429, October 2017.
      Purpose This paper aims to investigate the role of design as a knowledge translation mechanism in R&D-oriented open innovation. In particular, the paper intends to look at how design can be used as a means of knowledge transfer among various stakeholders who speak different languages and have divergent needs and interests in a process where knowledge openly flew across the boundaries of a high number of organizations. Design/methodology/approach The paper combines the insights from theory with the empirical evidences gathered by adopting an extreme case study approach: the detailed analysis of a case study related to an R&D project funded by the European Commission and aimed to investigate and produce innovative serious games in the area of healthcare. The project gathered a large number of stakeholders and deliberately adopted design to support an open innovation approach. Findings The paper provides insights into the use of design outputs such as artifacts, sketches, visual representations or prototypes to translate ideas, theoretical and technical requirements, documents and outputs into formats that can be more easily understood and appreciated by various stakeholders. This supports and favors coordination in open innovation projects where many different stakeholders are engaged in. Research limitations/implications Although the adoption of an extreme case study approach offers important implications to understand the role of design in R&D-oriented open innovation, the use of a single case study represents the basis both to explore hypothesis and to provide first evidences that need to be further tested with other qualitative and quantitative analysis. Practical implications The paper offers practical implications about how design can help individuals and organizations involved in R&D activities to better communicate and share knowledge among various stakeholders by aligning their different needs, interests and languages along the various phases of their project development. Originality/value The originality of the paper lays at the intersection of three different fields: open innovation, knowledge management and design for innovation, thus integrating mature, but so far isolated, research streams. It provides insights for theory building by explaining the use of design as knowledge translational mechanism as well as it informs the practice by highlighting the power of design as a mean to support knowledge flows into open innovation-based R&D projects.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:22:29Z
      DOI: 10.1108/JKM-10-2016-0432
       
  • Implementing open innovation: conceptual design of an integrated ICT
           platform
    • Pages: 1430 - 1458
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1430-1458, October 2017.
      Purpose The aim of this paper is to develop the conceptual design of an information and communication technologies (ICT) platform supporting the inbound open innovation (OI) process within the technological developments business unit of Leonardo Defence Systems. Design/methodology/approach After a preliminary phase concerning the context analysis, methodology includes three main steps: conceptualization of functions; preliminary design; and conceptual design of the system/SW architecture. In each of these phases, the authors tried to merge evidence from the scientific literature with empirical insight emerging from the field. Findings Results report the conceptual design proposal for an integrated ICT platform supporting the OI. It includes the conceptualization of main functions, the preliminary design deriving from use cases and the proposal for the overall system architecture and data model. Research limitations/implications The research focuses only on the conceptual design phase; at this stage, the platform has not been still implemented or tested. Also, generalizability concerns may arise from the single-application context. Practical implications The outcoming conceptual design can be useful for firms that open their boundaries to external partners, as well as for software developers which could draw on it. Firms approaching similar OI challenges can re-contextualize the platform to their own setting. Originality/value Originality of this research relies on the attempt to show how ICT can support firms in their OI processes and, secondly, to support firms aiming to create a positive environment that encourages people at leveraging existing external technological opportunities and sources of knowledge. In so doing, a systematic design approach to the definition of the conceptual proposal is also pursued.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:22:13Z
      DOI: 10.1108/JKM-11-2016-0517
       
  • How family firms execute open innovation strategies: the Loccioni case
    • Pages: 1459 - 1485
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1459-1485, October 2017.
      Purpose This paper aims to shed light on how family firms execute open innovation strategies by managing internal and external knowledge flows. Design/methodology/approach First, through a comprehensive literature review, the paper identifies the barriers to the acquisition and transfer of knowledge in open innovation processes. Second, it presents and discusses the results of an exploratory case study on Loccioni, an Italian family firm providing high-tech measurement solutions, highlighting how this family firm managed to overcome the barriers in executing an open innovation strategy. Findings The case study shows that Loccioni faced specific challenges in acquiring and transferring knowledge in its open innovation processes and developed two idiosyncratic capabilities – labelled imprinting and fraternization – that helped the firm overcome the barriers to knowledge acquisition and transfer. The analysis shows that these two capabilities are enabled by the distinctive goals and social capital characterizing family firms. Originality/value The paper creates a link between open innovation and family business research with an empirically grounded model illustrating how the idiosyncratic capabilities of a family firm help overcome the critical barriers to the acquisition and transfer of knowledge in executing an open innovation strategy.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:23:55Z
      DOI: 10.1108/JKM-11-2016-0515
       
  • Towards an integrated framework of intrinsic motivators, extrinsic
           motivators and knowledge sharing
    • Pages: 1486 - 1502
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1486-1502, October 2017.
      Purpose This paper aims to develop an integrated framework to demonstrate the individual and combined effects of intrinsic and extrinsic motivators on two forms of knowledge sharing behaviors – in-depth knowledge sharing and routinized knowledge sharing. Design/methodology/approach A range of work on the use of intrinsic and extrinsic motivators and the differential degrees of costs and risks involved in the two forms of knowledge sharing is being reviewed with the aim to locate gaps and problems arising from propositions of different scholars. An integrated framework is then proposed to connect different schools of thoughts into a single, unifying framework. Findings Knowledge sharing behaviors among employees are subject to both attractive and distractive forces. Intrinsic and extrinsic motivators might interact positively or negatively depending on the type of extrinsic motivator and the form of knowledge sharing. While enhancing the intrinsic enjoyment of employees along with outcome-based extrinsic motivators can promote in-depth knowledge sharing, the use of behavior-based extrinsic motivators is more appropriate for fostering routinized knowledge sharing. Research limitations/implications This paper mainly focuses on the sharing of knowledge without examining the receiver side in knowledge sharing. Also, the use of punitive means by superiors in encouraging knowledge sharing is not discussed in the framework. Future research can also add into the authors’ integrated framework the effects of personal traits in knowledge sharing. Originality/value This paper narrows the gap between existing theories on the use of extrinsic and intrinsic motivators and offers an integrated theoretical framework for those interested in examining the inter-relationship among intrinsic motivators, extrinsic motivators and knowledge sharing behaviors.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:21:15Z
      DOI: 10.1108/JKM-03-2016-0119
       
  • Linking procedural memory with organizational learning through knowledge
           corridors
    • Pages: 1503 - 1522
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1503-1522, October 2017.
      Purpose This paper argues that the combination of factors that facilitate focal and peripheral vision represent two distinct types of knowledge corridors. While focal vision may help detect signals that relate to the current objectives of the firm, peripheral vision is directed to non-central issues that may provide signals that relate to emerging trends in the external environment. Ambidexterity vision refers to the tension between these two different business visions within the same organization. This paper aims to examine the significance of procedural memory to an organization’s ambidexterity vision, along with investigating the impact procedural memory has on organizational learning. Design/methodology/approach The research conducted in this study addresses the following two questions: Does the enhancement of procedural memory result in the development of superior ambidexterity vision' Does the simultaneous development of both focal and peripheral vision enhance organizational learning' These research questions are studied by conducting an empirical investigation involving data provided by 203 banking employees. These data are analysed using a structural equation modelling approach. Findings Analysis of the data provides support for the existence of a relationship between ambidexterity vision and organizational learning. Practical implications The findings suggest that the re-direction of managers’ perceptions to supporting and enhancing an ambidexterity vision is likely to result in an improvement in their ability to identify emerging trends, new and emerging customers and potential shifts in customer needs and tastes. Originality/value This work suggests that the re-direction of managers’ perceptions to supporting and enhancing an ambidexterity vision is likely to result in an improvement in their ability to identify emerging trends, new and emerging customers and potential shifts in customer needs and tastes.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:23:47Z
      DOI: 10.1108/JKM-01-2017-0018
       
  • Are winemaker consultants just another source of knowledge for
           innovation'
    • Pages: 1523 - 1539
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1523-1539, October 2017.
      Purpose This paper aims to explore the effects of multiple external sources of knowledge and of the use of winemaker consultants on innovation in the Canadian wine industry. Design/methodology/approach The data for the study are taken from an original survey of wine firms in Canada covering the 2007-2009 period. The survey was carried out by computer-assisted telephone interviews, and it was addressed to winery firms that are engaged in growing grapes and producing wine. Findings The results show that the use of winemaker consultants positively affects all forms of innovation. At the same, as far as external knowledge sources are concerned, marketing sources positively affect all types of innovation, while research sources and general sources have a positive influence on particular forms of innovation. The results also show that winemaker consultants interact with other knowledge sources. Nevertheless, there are important nuances with regard to which type of knowledge sources is more compatible with the use of winemaker consultants for which type of innovation. Originality/value To date, there is no empirical evidence of the extent to which the use of external winemaker consultants and external knowledge sources interact together and what are their impacts on the introduction of different forms of innovation.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:22:19Z
      DOI: 10.1108/JKM-01-2017-0025
       
  • The rhetoric of “knowledge hoarding”: a research-based
           critique
    • Pages: 1540 - 1558
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1540-1558, October 2017.
      Purpose This paper responds to a recent trend towards reifying “knowledge hoarding” for purposes of quantitative/deductive research, via a study of information technology (IT) service professionals. A “rhetorical theory” lens is applied to reconsider “knowledge hoarding” as a value-laden rhetoric that directs managers towards addressing assumed worker dysfunctionality. Design/methodology/approach A qualitative study of practicing IT service professionals (assumed within IT service management “best practice” to be inclined to hoard knowledge) was conducted over a 34-day period. Twenty workers were closely observed processing IT service incidents, and 26 workers were interviewed about knowledge-sharing practices. Findings The study found that IT service practice is characterized more by pro-social collegiality in sharing knowledge/know-how than by self-interested strategic knowledge concealment. Research limitations/implications The study concerns a single occupational context. The study indicates that deductive research that reifies “knowledge hoarding” as a naturally occurring phenomenon is flawed, with clear implications for future research. Practical implications The study suggests that management concern for productivity might be redirected away from addressing assumed knowledge-hoarding behaviour and towards encouraging knowledge sharing via social interaction in the workplace. Originality/value Previous studies have not directly examined the concept of knowledge hoarding using qualitative methods, nor have they considered it as a rhetorical device.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:22:33Z
      DOI: 10.1108/JKM-04-2017-0146
       
  • Characteristics of knowledge, people engaged in knowledge transfer and
           knowledge stickiness: evidence from Chinese R&D team
    • Pages: 1559 - 1579
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1559-1579, October 2017.
      Purpose The aim of this study is to provide some important insights for knowledge stickiness from the perspective of the characteristic of knowledge and the people engaged in the knowledge transfer. It proposes an empirical model about factors that influence knowledge stickiness. Design/methodology/approach Based on knowledge-based view (KBV), this paper systematically elaborated the research model, and then conducted a survey to test the hypotheses. Data were collected by face-to-face interviews in R&D team of knowledge-intensive firms in China. The empirical results generally support the proposed hypotheses. Findings The paper provides empirical insights about how the knowledge transfer willingness, transfer ability, knowledge residence, knowledge articulability and absorption ability affect the knowledge stickiness in the process of knowledge transfer in R&D team. Research limitations/implications This paper provides guidelines about how firms should optimally respond to knowledge stickiness in knowledge transfer process practically. Practical implications The proposed framework helps to understand what factors impact knowledge stickiness in R&D teams. Furthermore, the research also provides guidelines about how firms should optimally respond to knowledge stickiness in knowledge transfer process practically from both aspects of characteristics of knowledge itself and people involved in knowledge transfer. Originality/value This study, grounded on KBV, constructs a countermeasure model of weakening knowledge stickiness, which contributes to an understanding of factors leading to the success or failure of knowledge transfer. It eventually theoretically extends the KBV of the firm and commits to improve the efficiency and effectiveness of knowledge transfer practically.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:21:53Z
      DOI: 10.1108/JKM-02-2017-0054
       
  • Organizational unlearning and knowledge transfer in cross-border M&A: the
           roles of routine and knowledge compatibility
    • Pages: 1580 - 1595
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1580-1595, October 2017.
      Purpose The purpose of this study is to adopt the perspective of congruence to explore how organizational unlearning facilitates knowledge transfer in cross-border mergers and acquisitions (M&A). Design/methodology/approach Drawing on the congruence theory, this study built a theoretical model and examined it with survey data from 212 firms in China. Findings Organizational unlearning has no direct influence on knowledge transfer. In contrast, it promotes knowledge and routine compatibility that facilitate knowledge transfer. Routine and knowledge compatibility have different mechanisms on knowledge transfer. Specifically, the higher routine compatibility, the more effective is knowledge transfer. When knowledge compatibility is at a medium level, the effectiveness of knowledge transfer is optimal. Practical implications Firms should regard organizational unlearning as a crucial facilitator to knowledge and routine compatibility that promote knowledge transfer. Originality/value This study provides a specific understanding of the relationships between organizational unlearning and knowledge transfer by focusing on knowledge and routine compatibility as the crucial links, and enriches existing literature regarding knowledge transfer.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:23:27Z
      DOI: 10.1108/JKM-03-2017-0091
       
  • Assessing the universality of knowledge management practices
    • Pages: 1596 - 1621
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1596-1621, October 2017.
      Purpose This paper aims to contribute to the emerging discussion on the contextualization of knowledge-oriented research by examining the universality of knowledge management (KM) practices. Knowledge is a firm’s most valuable resource, and KM, or the ability to leverage knowledge resources, constitutes the base for the firm’s competitive advantages. Design/methodology/approach A theorized ten-fold conceptualization of KM practices is tested on a sample of 622 firms from four countries (Finland, Spain, China and Russia). Confirmatory factor analysis and principal component analysis are used to test the applicability of the concept in various country contexts. Findings The findings provide interesting evidence of variation in the managerial assessment of KM practices among countries. This shows that KM practices are socially embedded phenomena, affected by the managers’ institutional and cultural contexts. Research limitations/implications Researchers and managers are advised to be mindful of the differences in terms of KM practices between the studied countries and to display a certain cultural sensitivity when approaching KM. Originality/value The paper is the first to examine the managerially assessed structure of KM practices in a cross-country context with multi-firm datasets. The results will help to determine the similarity of KM practices in four economically and culturally distinct countries. It also adds to the discussion about the potential national peculiarities of KM and provides a novel concept of KM practices, which is tested in a cross-national context. Thus, this study provides an outline for future KM studies and increases managerial understanding about the variety of value-creating KM practices.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:22:56Z
      DOI: 10.1108/JKM-09-2016-0394
       
  • How does individuals’ exchange orientation moderate the relationship
           between transformational leadership and knowledge sharing'
    • Pages: 1622 - 1639
      Abstract: Journal of Knowledge Management, Volume 21, Issue 6, Page 1622-1639, October 2017.
      Purpose This study aims to explore the complex relationship between leadership and organizational knowledge sharing by investigating the moderating role of exchange ideology on the relation between transformational leadership in attributed charisma and knowledge sharing and the influence of attributed charisma and knowledge sharing on task performance. The influence of leadership in organizational knowledge sharing process has been gradually highlighted. Design/methodology/approach Based on the review of relevant literature and survey, a structural equation model considering four factors in the model together is now constructed and provides four hypotheses which can be verified. Self-completed questionnaires were collected from 163 students in the context of a graduate class in China. Findings The findings illustrate the relationship between leadership theory and knowledge sharing from a perspective of social exchange theory. In particular, results show that both transformational leadership and knowledge sharing have positive impacts to task performance and for individuals with low exchange ideology the positive influence from attributed charisma to knowledge sharing is stronger. Originality/value This research introduces exchange ideology as a moderator and explains the complex relationship between transformational leadership and knowledge sharing with sufficient proof. Transformational leadership in attributed charisma is more effective to those individuals with low exchange ideology in facilitating their knowledge effort. This paper can be theoretically and practically helpful to researchers and enterprise leaders in organizational knowledge management.
      Citation: Journal of Knowledge Management
      PubDate: 2017-11-02T02:21:34Z
      DOI: 10.1108/JKM-03-2017-0120
       
 
 
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