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Journal of Knowledge Management    [93 followers]  Follow    
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
     ISSN (Print) 1367-3270
     Published by Emerald Homepage  [306 journals]   [SJR: 0.844]   [H-I: 28]
  • A decision tree conceptualization of choice of knowledge transfer
           mechanism: the views of software development specialists in a
           multinational company
    • Authors: (Sajjad M. Jasimuddin; Con Connell, Jonathan Klein)
      Abstract: Abstract

      Purpose - The purpose of this paper is to empirically study transfer mechanisms of technological knowledge, and to explore the interplay among the factors that influence the choice of a mechanism. Design/methodology/approach - This paper reports on a qualitative case study designed to explore the reasons underlying the selection of intra-organizational knowledge transfer mechanisms. This research was carried out as an exploratory case study, which allowed to observe the phenomenon in a natural setting.Findings - The results of the present study indicate the interplay between the factors, and link the factors in a sequence that help decide a mechanism. A decision to select a mechanism depends upon several variables; some of them override others, others are interlinked, and sometimes there is a causal link.Research limitations/implications - It is based on a sample of employees that may not be representative of the broader population. Since the samples were drawn only from a MNC, the results may not be generalised. The case study method which was employed in this research does not permit the generalisation of the results.Originality/value - The knowledge transfer literature has discussed the mechanisms used to transfer technological knowledge, but has failed to adequately address the rationale behind the selection of an appropriate knowledge transfer mechanism. The extant literature has isolatedly identified factors that impact on the choice of knowledge transfer mechanism. These issues are not effectively addressed in prior research. The findings are summarized diagrammatically in the form of a decision tree which provides a conceptualization of the decision processes involved in the selection of the medium for knowledge transfer.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
  • Individual antecedents of ACAP and implications of social context in joint
           engineering project teams: A conceptual model
    • Authors: (Adedapo Oluwaseyi Ojo; Murali Raman, Siong Choy Chong, Chin Wei Chong)
      Abstract: Abstract

      Purpose - This paper attempts to propose a conceptual model to explain the micro-level antecedents of absorptive capacity (ACAP) and social context of joint engineering project teams. It delineates ACAP into four dimensions and suggests specific level for each dimension. Revisiting the micro-foundational origin of ACAP, acquisition of partner’s embedded knowledge through joint project teams requires complex interaction among individuals, thus the effect of individual differences and perception in the team’s context is proposed. Design/methodology/approach - Cohen and Levinthal’s (1990) assertion on the conceptual affinity that ACAP shares with creative capacity and organizational learning was revisited. Upon synthesizing pertinent literature, individual antecedents were conceptualized, while strategic alliance literature was examined to theorize on the social context. Findings - Propositions relating individual antecedents and social context to associated dimension of ACAP are postulated. Furthermore, the paper suggests a need for further inquest on the implication of cultural differences.Research limitations/implications - The hypothesized relationships among the constructs are subject to empirical investigation in order to deepen our understanding on individual differences and social contextual effects.Practical implications - Based on the conceptualized relationships among micro-level antecedents, multidimensional ACAP, and social context, this manuscript recommends some practical guidelines in the context of joint engineering project teams. Originality/value - This study explicates the micro-level antecedents of ACAP within a joint engineering project team. By integrating individual and social context, it advances multilevel conceptualization of ACAP.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
  • The quasi-moderating role of organizational culture in the relationship
           between rewards and knowledge shared and gained
    • Authors: (Serdar Durmusoglu; Mark Jacobs, Dilek Nayir, Shaista Khilji, Xiaoyun Wang)
      Abstract: Abstract

      Purpose - To clarify the role of organizational culture and rewards in stimulating the sharing and gaining of knowledge.Design/methodology/approach - Hierarchical regression using survey data.Findings - Our analyses show that rewards and organizational culture of knowledge transfer influence the knowledge shared and knowledge gained. Moreover, culture and rewards interact to influence knowledge gained, but not knowledge shared which leads to the conclusion knowledge gaining can be induced by rewards, even in the absence of a supportive culture.Research limitations/implications - The findings are consistent with Socio-Technical Theory (STT) and the discussion positions this perspective as useful for future knowledge management studies. This research confirms that knowledge sharing and gaining are uniquely different activities that respond differently to culture and rewards.Originality/value - This study combines the work of different fields by focusing on knowledge sharing and gaining in a single study. Through this process, a bridge between organizational learning theory and STT is revealed.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
  • Mapping the organizational factors that support knowledge management in
           the Brazilian automotive industry
    • Authors: (Rodrigo Valio Dominguez Gonzalez; Manoel Fernando Martins)
      Abstract: Abstract

      Purpose - The latest models on Knowledge Management (KM) recognize four phases for its practice: acquisition, storage, distribution, and knowledge utilization. The KM is characterized as a multidisciplinary discipline, involving both technical and social aspects. Therefore, the outline proposed for this research is both social and of coordination, aiming to identify contextual factors, internally developed in the organizations, which support the KM process in the Brazilian companies in the automotive sector. Design/methodology/approach - To achieve the research purpose, a quantitative research method was employed, based on a survey research in automotive sector.Findings - The results point to the existence of eight contextual factors that support the KM process in the organizations. These factors are mainly related to the human being, responsible for the retention and transformation of primary knowledge, and the development of an organizational context that encourages the learning process through the culture and structure designed for this purpose.Research limitations/implications - One of limitations is that the study is based on constructs derived from a theoretical background, however it do not offer an empirical test to validate the selected constructs. Future studies could create a metric to evaluate the constructs consistency and use regression analysis to validate them. The second limitation relates to empirical research. The survey achieved a return of 78 companies and a larger sample could provide more robust data. Practical implications - Practitioners need to take cognizance of the fact that KM process must not be confused nor focused on IT deployment. The development of an organizational context is much more complex and important to the success of KM. By characteristics of mapped factors, it is possible to conclude that KM process is focused on the development of individuals. It is from their employees that the organization promotes the knowledge exploitation in problem solving activities and incremental improvements, and knowledge exploration, rebuilding the competences to innovate the processes. Originality/value - The main contribution of this paper is to identify the factors that companies in the Brazilian automotive industry must develop in order to promote KM. Furthermore, the research shows the relationship between these factors and KM process.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
  • Industry clusters: an antidote for knowledge sharing and collaborative
    • Authors: (Julia Connell; Anton Kriz, Michael Thorpe)
      Abstract: Abstract

      Purpose - This paper focuses on industry clusters and a rationale for why they may be considered an antidote for stimulating knowledge sharing and collaborative innovation.Design/methodology/approach - Community based participatory research was undertaken using case studies and interviews within four industry clusters based in two countries – Australia and Dubai. Findings were ranked according to a knowledge sharing relational framework.Findings - Industry clusters can play a key role in growing both established and new areas of economic development. Member firm collaboration, knowledge sharing and innovation can result in positive outcomes if the cluster is managed and facilitated appropriately and knowledge sharing is nurtured.Research limitations/implications - The paper examines top-down, hybrid and bottom-up clustering from a variety of sectors as a way of understanding knowledge sharing and innovation exchange. However, given this research comprised case studies, it is recommended that broader, more internationally generalizable research is conducted that includes cluster firms within a range of sectors.Practical implications - The stimulation of opportunities for collaboration and innovation are mandatory for firms and regions to move forward. Irrespective of the uncertainty of the outcome, cluster managers/facilitators need to ensure that they provide regular opportunities for cluster firms facilitators/managers and representatives to network and generate new ideas.Originality/value - The role of cluster managers/facilitators in supporting knowledge sharing processes has been largely overlooked to date. Agglomeration needs both visible and invisible hands to stimulate knowledge sharing and exchange.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
  • Can e-business adoption be influenced by knowledge management? An
           empirical analysis of Malaysian SMEs
    • Authors: (Alain Yee-Loong Chong; Keng-Boon Ooi, Haijun Bao, Binshan Lin)
      Abstract: Abstract

      Purpose - The aim of this research paper is to evaluate the effect of knowledge management on the adoption of the e-business in the supply chain of small and medium enterprises (SMEs) in Malaysia.Design/methodology/approach - Questionnaires were distributed to 200 Malaysian SMEs with a response rate of 68%. Data were analyzed by employing multiple regression analysis. Findings - The results showed that knowledge management processes such as knowledge acquisition and knowledge application are significant in affecting Malaysian SMEs’ decision to adopt e-business in their supply chain. Knowledge dissemination was found not be significant in affecting the adoption of e-business among Malaysian SMEs.Practical implications - This study has addressed the previous lack of literatures on the relationship between knowledge management processes and e-business adoption among Malaysian SMEs. Originality/value - Although existing literatures have shown a relationship between knowledge management processes and technology adoption, this study empirically verify an adoption model based on knowledge management processes. SMEs can use this model to do a pre-test baseline measurement and reassessment of effect by any KM changes on e-business adoption periodically. Organizations planning to adopt e-business would also be able to apply strategies based on the findings from this research.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
  • The mediating effect of knowledge sharing on the relationship between
           trust and virtual team effectiveness
    • Authors: (FAIZUNIAH PANGIL; Joon Moi Chan)
      Abstract: Abstract

      Purpose - The limited proximal communication between virtual team members can create a lack of trust among members which can significantly reduce the effectiveness of these teams. Hence, this study was conducted to examine the relationship between trust and virtual team effectiveness by looking into the mediating effect of knowledge sharing.Design/methodology/approach - This is a cross-sectional study conducted in a multinational company in Malaysia. Questionnaires were distributed to individuals working in a virtual environment. The questionnaire required the respondents to answer questions regarding three different types of trust (i.e. personality-based trust, institutional-based trust and cognitive-based trust), their knowledge sharing behavior, and their evaluation of the effectiveness of the virtual teams that they are involved with.Findings - Results of hierarchical regression analysis indicated that knowledge sharing and all the three types of trust are significantly related to virtual team effectiveness. However, only personality-based trust and institutional-based trust are significantly related to knowledge sharing, but knowledge sharing only partially mediates the relationship between these two types of trust and team effectiveness.Research limitations/implications - The population of this study are virtual teams working for an organization, hence the generalizability of the findings to other settings is unknown.Originality/value - Trust has been founded to be a significant predictor of virtual team effectiveness. However, this paper shows the effect of different types of trust and the role of knowledge sharing in mediating the relationship between trust and virtual team effectiveness.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
  • Communities of practice, knowledge acquisition and innovation: a case
           study of science-based SMEs
    • Authors: (Steven Pattinson; David Preece)
      Abstract: Abstract

      Purpose - Recent research into communities of practice (CoPs) has focused on large organizations, suggesting they can be constructed for the purposes of knowledge acquisition and innovation. The present study found that, for science-based SMEs, CoPs are more likely to emerge unplanned to support incremental innovation in the form of problem- solving activities.Design/methodology/approach - Deploying a social constructionist research methodology, thematic template analysis was used to analyze 25 in- depth interviews conducted with a range of employees in six science-based SMEs.Findings - Both intra and inter-organizational CoPs were leveraged for a variety of purposes, including knowledge acquisition and the enhancement of the organizations’ ability to generate innovative solutions.Research limitations/implications - Whilst there is no claim for the representativeness of the sample in relation to the wider population of science-based firms, the paper offers new material and theorizing in a domain which has been dominated to date by a focus upon large organizations and a managerialist orientation.Practical implications - A contextualized framework for the construction of CoPs in science-based SMEs has been developed from the findings of this study.Originality/value - The role of CoPs in science-based SMEs and the factors that influence their success or failure have been neglected to date, and thus have received little attention in the literature. Yet CoPs, as we found, can contribute to knowledge acquisition and innovation.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
  • The factors influencing CoP activities and their impact on relationship
           commitment and individual performance
    • Authors: (Heeyoung Jang; Ilsang Ko)
      Abstract: Abstract

      Purpose - The objective of this study is to identify the factors that affect CoP activation and performance variables obtainable through CoP activities, and to gain greater insight into their relationships and the mechanisms. In particular, we intend to illustrate the role of perceived risk factor for the loss of uniqueness of one’s own knowledge in terms of their influence on CoP activities. Design/methodology/approach - In this study, we divided the human behaviors into on-line and off-line CoP activities and adopted affirmative affect and social norm from the Triandis model. In addition, we considered perceived expectation, perceived risk, and organization support as independent variables. These would accelerate on-line and off-line activities in the community of practice. We considered relationship commitment and individual performance in the context of performance evaluations via CoP activities. We developed a structural equation model with research variables and hypotheses.Findings - As the consequence of our empirical assessment of the variables influencing the on/off-line activities of a CoP, social norm, perceived expectation, perceived risk, and organizational support showed significantly influential relationships with online activity, As the consequence of our empirical assessment of the variables influencing the on/off-line activities of a CoP, social norm, perceived expectation, perceived risk, and organizational support showed significantly influential relationships with on-line activities, and affirmative affect, perceived expectation, and organizational support evidenced significantly influential relationships with off-line activities. However, with regard to on-line CoP activities, affirmative affect was not shown to be significant. As to off-line activities, perceived risk was not shown to be significantly influential, while it was determined to significantly influence on-line activities in a negative direction. Originality/value - The results of this study demonstrated that on/off-line CoP activities were significantly influential in terms both of relationship commitment and individual performance.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
  • A multi-sage analysis of antecedents and consequences of knowledge
           management evolution
    • Authors: (Hsiu-Fen Lin)
      Abstract: Abstract

      Purpose - Drawing from knowledge-based view and balanced scorecard approach, this study develops an integrative model to examine the influence of two knowledge management (KM) strategies, codification KM strategy and personalization KM strategy, on the multi-stage KM evolution (KM adoption, implementation and institutionalization stages), which in turn affects balanced scorecard outcomes (financial performance, internal process performance, customer performance, and growth and learning performance).Design/methodology/approach - Survey data from 244 managers (currently and directly in charge of KM activities) in large Taiwanese firms were collected and used to test the research model using the structural equation modeling (SEM) approach.Findings - The results have revealed that both the codification KM strategy and personalization KM strategy are positive factors for stage-based KM evolution, but their relative importance differs across the three subsamples. Additionally, the results showed that the internal process and customer perspectives play a critical role in measuring performance during the earlier stages of KM evolution, while the financial and learning and growth perspectives emphasize the performance achievements from the latter stages.Practical implications - Since KM implementation is an evolutionary process, using both financial and non-financial measures to assess organizational performance through KM efforts, such as the four balanced scorecard perspectives, can take full advantage of stage-based KM evolution. The results indicate that the time-lag effect is critical to distinguishing different forms of organizational performance.Originality/value - Theoretically, this study aims to provide a research model that capable of understanding the antecedents and consequences of staged-based KM evolution. From a managerial perspective, the findings of this study provide valuable guidelines to policy-makers and practitioners in accelerating KM evolution and achieving organizational performance.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
  • Trailing organizational knowledge paths through social network lens:
           integrating the multiple industry cases
    • Authors: (Young-Gul Kim; Yong Sauk Hau, Seulki Song, Ghi-Hoon Ghim)
      Abstract: Abstract

      Purpose - This study aims at analyzingthe features of knowledge flow and the role-specific nodes in knowledge networks among individuals and business units of six organizations in different industries, and suggesting prescriptions to prevent the organizational knowledge sclerosis.Design/methodology/approach - This research conducts multiple case studies on the organizational knowledge paths of six companies in the multiple industries through social network analysis (SNA) tool developed by the authors of this paper. Findings - This study provides four major findings which shed a new light on how to comprehend the features of knowledge flow and the role-specific nodes in knowledge networks in organizations: (1) the within-business unit knowledge flows are more dominant over the inter-business units knowledge flow (2) the downward knowledge flows are dominant over the horizontal and upward knowledge flows in the management levels (3) distributions of knowledge owners and providers are like L-shape and the gap between knowledge owing and providing expands as the management levels go up (4) the top 20% people in an organization dominate over a large portion of the knowledge brokerage activities.Research limitations/implications - Cultural difference issue might arise because data collection was limited to Korean organizations. Therefore, the findings from this study needs to be cautiously interpreted considering the cultural difference / Deeper understanding of the organizational knowledge paths through social network lens can make it possible for more context-specific KM strategies (e.g., suitable for a specific functional unit, management level, or industry type) to be identified and implemented.Practical implications - Managers can have a solid grasp about knowledge flows and knowledge node roles in their organization through social network analysis in order to facilitate the knowledge transfer and eliminate the knowledge link lapse in organizations.Originality/value - This study could be a stepping stone for further empirical research since it expanded the level of organizational knowledge network analysis from individual and team to inter-unit and inter-management level through the block modeling analysis of knowledge network.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
  • An approach to filling firms’ knowledge gaps based on organisational
           knowledge structure
    • Authors: (Jiangnan Qiu; Zhiqiang Wang, ChuangLing Nian)
      Abstract: Abstract

      Purpose - The objective of this paper is to propose a practical and operable method to identify and fill organisational knowledge gaps during new product development.Design/methodology/approach - From a microscopic view, this paper introduces the tree-shaped organisational knowledge structure to formalise the knowledge gaps and their internal hierarchical relationships. Based on the organisational knowledge structure, organisational knowledge gaps are identified through tree matching algorithm. The tree-edit-distance method is introduced to calculate the similarity between two organisational knowledge structures for filling knowledge gap.Findings - The proposed tree-shaped organisational knowledge structure can represent organisations’ knowledge and their hierarchy relationships in a structured format, which is useful for identifying and filling organisational knowledge gaps.Originality/value - The proposed concept of organisational knowledge structure can quantify organisational knowledge. The approach is valuable for strategic decisions regarding new product development. The organisational knowledge gaps identified with this method can provide real-time and accurate guidance for the product development path. More importantly, this method can accelerate the organisational knowledge gap filling process and promote organisational innovation.
      PubDate: Tue, 04 Feb 2014 00:00:00 +000
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