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Journal Cover Journal of Knowledge Management
  [SJR: 0.883]   [H-I: 36]   [95 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1367-3270
   Published by Emerald Homepage  [312 journals]
  • Communities of practice as an initiative for knowledge sharing in business
           organisations: a literature review
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose This paper aims to review the research and to summarise the evidence on Communities of Practice (CoPs) as a tool for sharing knowledge. It will highlight the related literature from the last two decades by looking at potential barriers, solutions, and influential factors regarding CoPs within business organisations. Design/methodology/approach The study consists of a constructed approach to determine the sources for the review that covers relevant literature on the topic of CoPs. Findings This paper provides insights about the important role of CoPs in fostering knowledge-sharing within business organisations. It suggests that the impact of globalisation has encouraged many business firms to intentionally establish CoPs as a vital tool for Knowledge Management (KM) initiatives. It also appears that the importance of the three organisational factors – top management, structure and culture – lies in their ability to have a direct effect on intentionally established CoPs within business organisations. Research limitations/implications The paper suggests a number of ways in which intentionally established CoPs can be developed within business companies. This paper limited its review to three organisational factors. Investigation of other organisational factors is needed. Originality/value This paper provides a detailed insight into the management literature on CoPs as an initiative for knowledge sharing within business organisations.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:43Z
      DOI: 10.1108/JKM-12-2015-0494
       
  • Knowledge sharing and individual work performance: an empirical study of a
           public sector organisation
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose The purpose of this study is to examine whether individual-level knowledge sharing (in terms of attitudes, benefit estimations, self-efficacy and actualised behaviours) affects individual work performance. Design/methodology/approach Hypotheses are tested through structural equation modelling of survey data collected from 595 members of a public organisation. Findings The findings confirm the hypothesis that knowledge-sharing propensity impacts positively on knowledge-sharing behaviour. Additionally, knowledge-sharing behaviour mediates the relationship between knowledge-sharing propensity and individual performance. The latter effect is also significant amongst the most highly educated members of the organisation but not among those with the lowest educational levels. Originality/value This paper provides insights into the knowledge-sharing–attitude–behaviour–work performance linkage. It thus addresses a relatively neglected area in KM research, namely, that of individual knowledge behaviours and their performance impact, with an aim to better understand the micro-foundations of knowledge management. It also contributes to knowledge on KM in the public sector.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:38Z
      DOI: 10.1108/JKM-10-2015-0414
       
  • The impact of knowledge management on job satisfaction
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose This paper proposes that knowledge management (KM) could be a way to nurture job satisfaction and examines how KM can increase the satisfaction of individual employees with their jobs. Design/methodology/approach A theoretical model concerning the connections between five facets of KM (knowledge acquisition, knowledge sharing, knowledge creation, knowledge codification and knowledge retention) and job satisfaction is proposed. It is then empirically tested with a SEM-PLS analysis of a survey data set of 824 observations, collected from the members of a Finnish municipal organization. Findings Existence of KM processes in one’s working environment is significantly linked with high job satisfaction. Especially intra-organizational knowledge seems to be a key KM process promoting satisfaction with one’s job in most employee groups. Interestingly, significant knowledge-based promoters of job satisfaction differ as a function of job characteristics. Practical implications KM has a strong impact on employee job satisfaction, and therefore managers are advised to implement KM activities in their organizations, not only for the sake of improving knowledge worker performance, but also for improving well-being at work. Originality/value This paper produces knowledge on a type of consequence of KM that has been largely unexplored in previous research, individual job satisfaction. Also it promotes moving the KM literature to the next stage where the impact of KM practices is not explored as a “one size fits all” type of a phenomenon, but rather as a contingent and contextual issue.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:33Z
      DOI: 10.1108/JKM-10-2015-0398
       
  • >Βa> virtual and inter-organizational evolution: a case study
           from a EU research project
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose Taking Nonaka’s SECI Model as main reference, this paper aims to offer reflections on the virtual evolution of ba, the places for knowledge creation. Indeed, looking at the current scenario, widening the knowledge spiral to the inter-organizational epistemological level, is inevitable. To this aim, information technology tools and virtual communities can establish effective interactions to exchange knowledge, making ba evolve congruently. Design/methodology/approach The paper takes the exemplary case of a platform developed during a European research project called “BIVEE: Business Innovation in Virtual Enterprise Environments”. The investigative approach chosen is Participatory Action Research, with two researchers conducting PAR in real time, and two others involved ex-post. Findings The paper shows that the virtual evolution of ba can lead the SECI model towards an inter-organizational level. Moreover, through a learning history, it describes how all the phases of the SECI process, even the Socialization one, can take place or be supported in virtual spaces. Research limitations/implications Taking into account just one single exemplary case study provides a rich, contextualized understanding of phenomena, while allowing only some theoretical generalizations. Originality/value This paper contextualizes the SECI model within a web platform for Open Innovation, in order to investigate whether the knowledge creation process can take place entirely within a virtual environment linking subjects from different organizations. In so doing, it applies the SECI model to the phases of the innovation process, called waves.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:29Z
      DOI: 10.1108/JKM-09-2015-0342
       
  • Knowledge diversity and firm performance: an ecological view
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose Knowledge has been considered a crucial organizational asset for gaining competitive advantages. It is critical for a firm to maintain a knowledge composition that is productive. In this study, we examine the applicability of the diversity–stability principle in ecology to knowledge management and further investigate the impact of knowledge diversity on firm performance. Design/methodology/approach A theoretical framework for knowledge diversity and firm performance is proposed; a questionnaire survey was conducted to evaluate the research framework. Fifty-eight valid responses from experts were collected to measure knowledge strength and diversity of twenty enterprises in four industries, and financial indexes of the twenty enterprises from 2008 to 2012 were collected to analyze the research model. Findings The results show that higher IT capabilities in a firm lead to higher levels of knowledge strength and diversity. The strength and diversity of knowledge in a company can improve average company performance and reduce performance variations. Research limitations/implications This paper presents a new perspective that applies the ecological concept of diversity to examine the value of knowledge in organizations. The findings expand our understanding of the role of information technology and knowledge in organizational performance. A limitation is that the sample size is relatively small, which may limit the generalizability of the findings. Practical implications CEOs and chief knowledge officers can apply the findings herein to assess their organizational knowledge profiles and maintain a healthy knowledge ecology in strategic planning. They should be aware that both knowledge strength and knowledge diversity are crucial to the stability of firm performance. Originality/value The ecological view of knowledge management stresses the importance of maintaining a healthy intensity and diversity of knowledge at the macro level and indicates a new direction for knowledge management.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:23Z
      DOI: 10.1108/JKM-10-2015-0377
       
  • Communication behavior and online knowledge collaboration: evidence from
           Wikipedia
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose This paper aims to elucidate the collaborative mechanism of knowledge collaboration in online communities. The effects of participant communication behaviors enabling knowledge collaboration, such as public discussion, private messaging, and registration, are comprehensively investigated in relation to individual and group performances. Design/methodology/approach Eight communication categories of participants are defined according to their communication behaviors, and the average number of knowledge contributions at the individual level and the helpfulness towards collaboration efficiency at the group level are compared across the participant categories. Findings The results show that simultaneous participation in both task-oriented public discussion and relationship-oriented private messaging has a synergistic effect in promoting individual knowledge sharing, and that additional registration – disclosing one’s identity – significantly enhances efficiency in group collaboration. The role of public discussion appears to be as significant as that of private messaging with regard to online knowledge collaboration. Practical implications First, encouraging members to participate in both task-oriented discussion and casual personal communication is important for eliciting more knowledge contributions. Second, although social capital based on one-to-one private messaging has attracted much attention with respect to knowledge sharing, many-to-many public discussions that more deeply and broadly influence knowledge conversion should be more highly emphasized. Third, the perceptions of shared value and reputation based on registration also need to be cultivated to increase collaboration efficiency. Originality/value In contrast to most previous research that focused on only one type of communication, this study offers a big-picture view of the relationship between communication and online knowledge collaboration by adopting a comprehensive approach to participant communication behavior. A systematic classification of communication behaviors enables this work to illuminate the diverse effects of different communication types or styles on both individual- and group-level performances, thereby improving the understanding of the overall collaborative mechanism. This study thus provides fresh insights on effective management of online communities.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:17Z
      DOI: 10.1108/JKM-08-2015-0312
       
  • Negotiate, reciprocate, or cooperate? The impact of exchange modes on
           inter-employee knowledge sharing
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose To investigate the impact of exchange modes – negotiated, reciprocal, generalized, and productive – on inter-employee knowledge sharing. Design/methodology/approach Based on the affect theory of social exchange, a theoretical model was developed and empirically tested using a survey of 691 employees from fifteen North American credit unions. Findings The negotiated mode of knowledge exchange, i.e., when a knowledge contributor explicitly establishes reciprocation conditions with a recipient, develops negative knowledge sharing attitude. The reciprocal mode, i.e., when a knowledge donor assumes that a receiver will reciprocate, has no effect on knowledge sharing attitude. The generalized exchange form, i.e., when a knowledge contributor believes that other organizational members may reciprocate, is weakly related to knowledge sharing attitude. The productive exchange mode, i.e., when a knowledge provider assumes he or she is a responsible citizen within a cooperative enterprise, strongly facilitates the development of knowledge sharing attitude, which, in turn leads to knowledge sharing intentions. Practical implications To facilitate inter-employee knowledge sharing, managers should focus on the development of positive knowledge sharing culture when all employees believe they contribute to a common good instead of expecting reciprocal benefits. Originality/value This is one of the first studies to apply the affect theory of social exchange to study knowledge sharing.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:16Z
      DOI: 10.1108/JKM-10-2015-0394
       
  • Knowledge sharing is knowledge transfer: a misconception in the literature
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose The paper aims to clearly differentiate knowledge sharing (KS) and knowledge transfer (KT) besides exemplifying their interconnections in order to minimize the current confusions in the knowledge management (KM) literature. Design/methodology/approach An extensive literature review method was employed to analyze relevant literature on both KS and KT to clearly delineate their differences and their interconnections. Findings The paper found that KS is a subset of KT (using personalization strategy) whereas KT as a whole is a broader concept if compared with KS. However, KS is not one of the immediate processes involved in KT (using codification strategy). The processes involved in KS and KT differ according to the strategy used (in KT) and perspective chosen (in KS). Other findings include KS (unidirectional) as reflective concept (viewed so far) whereas KS (bidirectional), KT (personalization) and KT (codification) as formative concepts. Research limitations/implications The findings of this paper are based on the review of selected relevant articles only. Practical implications The paper will minimize the current confusions in the KM literature and will assist future researches on both KS and KT to ensure what these concepts entail in order to avoid construct underrepresentation. Originality/value As compared to previous attempts, the present paper has shown the interconnections between KS and KT as well as the differences based on the two perspectives of KS (unidirectional/bidirectional) and the two strategies of KT (personalization/codification) and such effort is new in the literature.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:13Z
      DOI: 10.1108/JKM-11-2015-0427
       
  • Measuring knowledge in organizations: a knowledge-in-practice approach
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose This paper aims to develop a reliable and valid scale for measuring the underlying knowledge involved in work. To do so, it builds on the knowledge-in-practice (KIP) framework that suggests different types of work have different underlying knowledge characteristics. This allows us to answer two important questions: (1) What are the underlying characteristics of knowledge-in-practice that are important to effectively manage a firm’s knowledge resources? (2) How do we measure these characteristics? The answers help to build theoretical and empirical understanding of the construct of KIP. Design/methodology/approach The study uses a discovery-oriented survey design methodology to design the survey instrument, followed by a mixed methods approach to validate the scale. Findings A new scale is developed for measuring the tacitness and learnability of the knowledge involved in work. It allows work units to be evaluated based on the underlying knowledge involved in different types of work. Research limitations/implications The KIP scale can be used for measuring the type of knowledge characteristics in organizations. Academics can use this study as a basic model to explore knowledge across different contexts and focus on the different characteristics within and across work contexts. Practical implications The study provides a clearer and more granular understanding of knowledge in organizations that can be used as a guideline to refer to when measuring and assessing knowledge requirements. Originality/value Scholars have pushed to understand work from a knowledge and collaboration perspective. A measurement scale for the knowledge-in-practice framework provides a critical first step towards this outcome.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:12Z
      DOI: 10.1108/JKM-11-2015-0478
       
  • Should knowledge be shared generously? Tracing insights from past to
           present and describing a model
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose Are people generous at work places? How often do we see people willing to share, when someone seeks knowledge from them without any expectation? What's the point in having knowledge when somebody doesn't share it? Then again, why do firms, reward employees to share their knowledge? ¬ ¬ ? Do sharing knowledge between people needs a commercial acceptance or rewarding inspiration? In firms, people who do not have all the work-related knowledge makes them to seek it from others. Thus, this implies that people can either share their knowledge or hoard knowledge or share partial knowledge. Our research shows that sharing knowledge existed since centuries and was practiced through generosity, with a proven evidence that the more you share the more you get back. We will analyse the role of generosity in sharing knowledge by tracing insights from literature, religion, science and modern day management scholarly views and we show that how it can lead to firm success. In this paper, we will propose a direction for future researchers on how developing generosity towards sharing knowledge. We also propose a model of generosity based on literature and our interpretation. Design/methodology/approach This paper is based on the extensive reviews from literature, articles, and opinions from scholars. We use a keyword protocol to search the articles from Google scholar and other sources on generosity and knowledge sharing. Findings This paper finds significant relationships and validated shreds of evidence on how generosity towards knowledge sharing has helped humanity in the past and how generosity can help in firm success. Originality/value This paper is the first of its kind in trying to explore how developing generosity among people can play role in facilitating knowledge sharing for firm success. This further suggests a new direction of research for scholars engaged in exploring the role of generosity with a proposed model.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:10Z
      DOI: 10.1108/JKM-10-2015-0401
       
  • Primary knowledge management practices applied in Brazil, Russia, India
           and China (BRIC) industries from 2001- 2010
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose This study aims to expose the main Knowledge Management (KM) practices applied in BRIC (Brazil, Russia, India and China) industries using scientific literature published in the Scopus database from 2001 to 2010. Design/methodology/approach A search was performed in papers were selected from Scopus database, which houses the KM practices of industries in BRIC countries. Findings The results show that Brazil, Russia, and India have an easier way of converting tacit knowledge into explicit knowledge, compared to China, where informal relationships of trust and friendship play a special role within organizations, as well as where the political structure (Communism) is an intervening factor. Brazil, Russia, and India practice similar KM mechanisms like the use of technology, process standardization, and electronic data management. They also model the positive experiences of Western companies. In China, interpersonal relationships shape the tacit and explicit features of organizations. Research limitations/implications The methodological filter could potentially limit the volume of responses, as not every case study can demonstrate the usual practices of KM. Empirical studies are able to capture the nuances, and even provide a holistic picture of these practices. Practical implications The results have especially practical implication. They are expected to help managers and workers to better comprehend KM practices in BRIC countries, or even suggest new KM practices in the business. Originality/value The main discussion of this paper brings together a large range of knowledge management practices applied in BRIC, addressing similarities and differences between KM deployments.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:08Z
      DOI: 10.1108/JKM-12-2015-0522
       
  • Developing a knowledge management policy for ISO 9001: 2015
    • Abstract: Journal of Knowledge Management, Volume 20, Issue 4, July 2016.
      Purpose ISO 9001: 2015 Quality Management Systems places an obligation on organisations to consider the role of organizational knowledge as a resource. This paper is the first to systematically relate the key fundamentals of knowledge management to the seven quality management principles of ISO 9001: 2015. It also draws some conclusions to assist organisations as they integrate knowledge within their quality management systems. Design/methodology/approach The paper traces the history of quality standards and the background to the inclusion of an organisational knowledge clause in ISO 9001: 2015. It then systematically considers the seven quality management principles in relation to knowledge management principles. Findings The core elements of the knowledge management standard are incorporated with the organisational knowledge clause. Explicit and tacit knowledge are addressed by the ISO standard. Knowledge and its management will become increasingly important in organisations. Research limitations/implications ISO 9001: 2015 was released in September 2015 which means that organizations have yet to apply the organizational knowledge clause. This paper is a conceptual one which needs to be complemented with empirical research. Practical implications This paper identifies the role of knowledge management principles as they apply to ISO 9001: 2015 and the seven quality management principles. More than 1.1million organisations are certified to ISO 9001, plus many others who use the standard informally. Those involved with organisational quality will need to understand the role of knowledge in the organisation. Originality/value This paper is the first to discuss knowledge management in relation to the seven quality management principles which assist the development of policy for quality management.
      Citation: Journal of Knowledge Management
      PubDate: 2016-05-25T11:31:07Z
      DOI: 10.1108/JKM-11-2015-0472
       
  • New ICTs for Knowledge Management in Organizations
    • First page: 417
      Abstract: Journal of Knowledge Management, Volume 20, Issue 3, May 2016.

      Citation: Journal of Knowledge Management
      PubDate: 2016-03-23T12:48:45Z
      DOI: 10.1108/JKM-02-2016-0057
       
  • Factors affecting the use of wiki to manage knowledge in a small company
    • First page: 423
      Abstract: Journal of Knowledge Management, Volume 20, Issue 3, May 2016.
      Purpose The paper presents and discusses the findings of a case study analysis of the adoption and use of a wiki system by a small enterprise that is intended as a tool for managing the knowledge needed to successfully perform its business activities. The study aims at contributing to the still insufficient research on the factors influencing the use of new Web 2.0 technologies in small organisations to support internal knowledge management. Design/methodology/approach The study combines a qualitative and quantitative approach. The main unit of analysis is the wiki system of a small company, particularly its implementation and usage by the company’s employees. Relevant information about the wiki was collected through six interviews to different company members, and by means of an online survey submitted to almost all employees. Interviews involved the CEO of the company, the system developers and two typical users. The survey was made through a questionnaire of 19 questions online administered by means of a popular free-access online poll website (freeonlinesurveys.com). Findings Through the reconstruction of the history of the system the study allowed to understand how the wiki has been introduced and is effectively used inside the case company. The findings of the study highlight that the wiki technology, being light and user-friendly, can be particularly suited for small companies. At the same time they reveal that the successful implementation of such a system is not a spontaneous and automatic result, but requires a resolute support by top management, a good motivation of participating employees, and a clear definition of purposes and ways of use. Practical implications The findings of the study contribute both to the academic research, by making available to scholars further empirical evidence about the use of web 2.0 technologies in small organisations, and to the practice, by providing some guidelines to managers of small companies who are attempting to adopt and use wikis to effectively manage their knowledge assets. Originality/value The paper contributes to the limited research about the adoption and use of wikis as knowledge management system, both in general and in the particular case of a SME. Furthermore, by investigating the behaviours and opinions of individual knowledge workers, it takes into account a perspective that the literature has so far neglected.
      Citation: Journal of Knowledge Management
      PubDate: 2016-03-23T12:48:10Z
      DOI: 10.1108/JKM-05-2015-0205
       
  • IT and relationship learning in networks as drivers of green innovation
           and customer capital: Evidence from the automobile sector
    • First page: 444
      Abstract: Journal of Knowledge Management, Volume 20, Issue 3, May 2016.
      Purpose Despite the positive effects of customer capital (CC), questions remain over how managers enable CC growth by applying their skills and capabilities through managerial actions and strategies, such as developing information technology (IT) capability, fostering relationship learning (RL) activities, and developing green innovations performance (GIP) with clients. These questions are especially pertinent in SMEs and automotive industry companies that operate through supply chains, where knowledge about customers is likely to result from personal contact between customers and organizational members. The purpose of this paper is to analyze the extent to which these managerial actions were more likely to lead to the successful creation of CC Design/methodology/approach Using the partial least squares (PLS) technique, this paper studies how these three managerial actions impact on CC. To do so, data from 140 companies in the Spanish automotive components manufacturing sector has been used Findings Our findings support the influence of RL on both GIP and CC. RL is a key managerial action in exploiting customer information and knowledge advantages, enabling firms to structure and reconfigure resources to produce new ways to compete and to satisfy stakeholders. In addition, results show that GIP is a determinant of CC because of its contribution to achieving sustainable competitive advantage, with GIP performing a mediating role in the relationship between RL and CC. A second contribution shows that IT is not in itself able to yield a competitive advantage, thereby validating the existence of complementary or co-focused strategic assets such as RL and GIP, which enhance IT’s influence on CC Research limitations/implications We were unable to explore the subtleties of the processes over time. Future research should include a longitudinal study Practical implications This study considers RL an essential factor in achieving both GIP and CC. Consequently, managers should seek to build strong RL cultures. In addition, this study shows that IT is not in itself able to yield a competitive advantage, thereby validating the existence of complementary or co-focused strategic assets such as RL and GIP Originality/value No study has ever examined these three antecedent variables (IT, RL, GIP) together, with the aim to examine their effects on CC
      Citation: Journal of Knowledge Management
      PubDate: 2016-03-23T12:48:13Z
      DOI: 10.1108/JKM-05-2015-0203
       
  • Group dynamics and the role of ICT in the life cycle analysis of community
           of practice-based product development: A case study
    • First page: 465
      Abstract: Journal of Knowledge Management, Volume 20, Issue 3, May 2016.
      Purpose This article examines the dynamics of a community of practice (CoP) through a case study of eCars – Now! They offer open source blueprints of the electric conversion kits globally We analysed the CoP by considering its entire life cycle, starting from the motives for its establishment, through its active performance, up to the current stage, where the members need to decide whether the community will remain viable. Particular attention was paid to the group dynamics and issues that seemed relevant to the change in dynamics which determine whether a CoP maintains its vitality or dissipates. Design/methodology/approach The qualitative case study was chosen as our research strategy (Yin, 1984) in order to answer the research question and understand the target phenomenon of the CoP by analysing textual data. We chose this particular case because of its unusual revelatory value for the case CoP which aims at creating a tangible innovation by using a platform that normally aims at intangible problem solving (Eisenhardt & Graebner, 2007). In the data collection, we used method and researcher triangulation (Patton, 1990). Findings Life cycle analysis revealed four themes that explained the change in the group dynamics and the dispersal of the community: 1) differentiation and dispersal of interests, 2) growth that resulted in role differentiation, 3) virtuality in community development and 4) inclusion of investors. The themes were all related to the fact that the case community operated with not only knowledge, but also with a tangible product. Therefore, the tangibility of a problem to be solved seems to play a pivotal role in a CoP’s operations and dynamics and, in part, also explains the changing role of ICT in the process. Research limitations/implications However, we identified also different ways to characterize community participation, which was also relevant from group dynamics point of view. Thus, the topic should be studied further. Group dynamics in general, as it relates to the success of CoPs, should be also investigated further. Additional studies should implement the inclusion of external resources in the community. Further research is also needed to investigate tangible and intangible outcomes achieved through CoPs. Much of the available research was conducted over short periods; prolonged interactions in a CoP context could show different results. Practical implications In conclusion, at the beginning of the life cycle of the eCars community, ICT played a significant role. It helped increase awareness of the community in the first place and enabled people to join in which thus enabled the community to evolve. When the operations evolved and the life cycle progressed, both the physical meeting place as well as personal interaction and communication became emphasized and much more important. In the maturing stage the role of ICT, and especially social media, is the essential part of the community. Originality/value We argue that the ideological basis for this kind of community should be openness. All information should be available for everyone who register to the community platform on the Internet. This community was working in the mindset of open innovation. Technical documentation and all other material were available for everyone in the community’s wiki pages which attracted a lot of people who were delighted by eCars. Many advisors delivered technical information and good advice to the practitioners of the community through the platform. The hang arounds were also very well informed in this stage regarding how the core group was working.
      Citation: Journal of Knowledge Management
      PubDate: 2016-03-23T12:48:54Z
      DOI: 10.1108/JKM-06-2015-0227
       
  • The impact of IT-based Knowledge Management Systems on internal venturing
           and innovation: a Structural Equation Modeling approach to corporate
           performance
    • First page: 484
      Abstract: Journal of Knowledge Management, Volume 20, Issue 3, May 2016.
      Purpose The purpose of this study is to assess the perceived importance of information technology as a core factor enabling innovation in knowledge management (KM). The aim is to propose an approach for using the IT Tools for Knowledge Management involved in the design of effective learning applications to help the firms to guide internal venturing development. Design/methodology/approach The research design at the base of the present research has provided a survey which was conducted on a sample consisting of 187 different companies located in the italian provinces of Naples and Caserta, from the segments of the electronics, the computer and network systems, the SW development, aimed at deepening connections and influences of the use of IT-based KMS. Structural Equation Modeling tecnique has been performed in order to get results. Findings Consistent with what has been observed in previous studies (Del Giudice & Straub, 2011), the empirical analysis developed has confirmed that 72% of companies surveyed has defined themselves much agree on the ability of KMS for supporting complex phenomena such as internal venturing: both encouraging the individual to become "intrapreneur"; and helping the employee to improve their performances within business processes in which they are likely to be involved. Originality/value This article reviews key research literature issues on IT revolution for KM. With the growth of new and exciting information technology opportunities, however, comes the daunting opportunity to experiment interoperable, easy to use, engaging, and accessible IT applications that communicate the right information needed to reconfigure innovative mechanisms for entrepreneurism and organizational performance.
      Citation: Journal of Knowledge Management
      PubDate: 2016-03-23T12:45:23Z
      DOI: 10.1108/JKM-07-2015-0257
       
  • The effect of online social networks and competency-based management on
           innovation capability
    • First page: 499
      Abstract: Journal of Knowledge Management, Volume 20, Issue 3, May 2016.
      Purpose The purpose of this paper is to explore the effect of online social networks and competency-based management on innovation capability. Design/methodology/approach The paper is theory-confirming. Theoretical relationships were tested using an empirical study of 289 firms from the Spanish biotechnology and telecommunications industries. Findings Results confirm that online social network use for internal cognitive processes (e.g., reading, searching, and storing information) and external cognitive processes (e.g., sharing and co-creating knowledge) positively affects knowledge transfer. This knowledge helps firms to achieve superior competency in R&D to succeed in innovation programs. Research limitations/implications All survey respondents were from Spain, which may limit the generalizability of findings. A longitudinal approach was not used. Doing so, however, would make it possible to explore time lags between online social network use, competency-based management, and innovation. Practical implications This study highlights the potential as well as the limitations of online social networks and competency-based management in promoting innovation capability. Businesses must consciously manage the assimilation and use of online social networks to benefit from them. Originality/value The study contributes to the literature by identifying effects on innovation capability at the meso level (i.e., online social networks). Findings highlight the need for a shift in focus away from collaborating and interacting in online social networks (micro level) and organizational contexts (macro level) so as to improve innovation capability.
      Citation: Journal of Knowledge Management
      PubDate: 2016-03-23T12:45:40Z
      DOI: 10.1108/JKM-05-2015-0175
       
  • IT Innovation Strategy: Managing the implementation communication and its
           generated knowledge through the use of an ICT Tool
    • First page: 512
      Abstract: Journal of Knowledge Management, Volume 20, Issue 3, May 2016.
      Purpose Without effective implementation, no IT strategy can succeed. There has been much re-search into IT planning, but few studies have developed one of the most important phases of IT strategy: IT Implementation. IT implementation can be improved at Information and Communication Technology (ICT) Organizations through the use of organization learning models (OLM) and the implementation of ICT tools. This paper has two purposes 1) Define an OLM framework that determines the best practices to increase knowledge at individual, group and/organizational levels, and 2) Define and implement an ICT Tool to facilitate the integration and institutionalization of the OLM. The ICT tool is based on the Technology Roadmapping technique that allows an organization to manage at an executive level what, when and how the IT strategy is going to be implemented. Design/methodology/approach This paper is based on a case study performed at an ICT Organization that provides ICT ser-vices to financial institutions. The study was carried out in 2014. It analyzed over 24,000 projects, which translated into an equivalent of more than 18 million man-hours. The pro-posal was assessed at a very large ICT Organization. Findings This paper proposes a framework called SPIDER to implement effectively organizational learning models based on big data management principles for monitoring and reporting cur-rent status of IT Innovation strategies. This kind of approaches contribute to solve the prob-lems identified in the state of the art regarding the communication and monitoring the im-plementation status of IT innovation strategies. During this research work several factors that are essential to implement this kind of approaches in large banking organizations were identified. These factors include: i) Effort required to elaborate the monitoring and reporting activities; ii) Easiness to understand the reported information; iii) Detailed planning of the implementation program; and iv) Focus on communication efficiency. Originality/value This paper determined the best practices to manage knowledge generated during the implementation of an IT Strategy. Additionally, this paper defined and implemented an ICT Tool to properly communicate and monitor the implementation of an IT Innovation Strategy, based on Technological Roadmap techniques
      Citation: Journal of Knowledge Management
      PubDate: 2016-03-23T12:48:43Z
      DOI: 10.1108/JKM-06-2015-0217
       
  • Towards Building Internal Social Network Architecture that Drives
           Innovation: A Social Exchange Theory Perspective
    • First page: 534
      Abstract: Journal of Knowledge Management, Volume 20, Issue 3, May 2016.
      Purpose This paper aims to contribute to towards the extension and further development of the social exchange theory. It provides conceptual insights on social networks in geographically dispersed organizations, and how intra-organizational social interactions influences organizational behavior, employees relationship exchange inclination and innovation drive. Design/methodology/approach A thematic literature review method was used to conduct an extensive review of relevant literature. Findings Guided by the tenets of the social exchange theory, our analysis and discussions elucidates how intra-organizational social network architecture can be developed, supported and utilized to drive innovations in geographically dispersed organizations. Research limitations/implications A general limitation and perhaps also a strength of this type of conceptual paper is that it is a synthesis [thematic discursive analysis] of existing theory and published research. Thus, there are no primary empirical content. However, the issue of empirical evidence is nevertheless mediated by the fact that the discussions and argumentation process generate key propositions which could be validated in subsequent research endeavors. Also the selection of relevant literature is restricted specifically to the topic of the study. We strived to ensure rigor through a robust and comprehensive literature review which was organized thematically according to all the key words in the main and sub topics covered in section two. Practical implications The firm should therefore empower the SIHRM function to make investments in intra-organizational social networking through the development, implementation and moderation of various organizational architectures. The insights presented suggests that management should pay serious attention to organizational design— that is, not only from the conventional contractual obligations point of view, but rather the increasing importance of social capital should also be given some priority when thinking of resilient ways to encourage collaborations and efficient knowledge management. In other words, intra-organizational social network architecture should be considered as organizational capability and utilized as a toolset for the SIHRM to harness knowledge flow and unleash innovation. Originality/value The novel contribution of this paper is twofold. First, the study provide an implementable framework which scholars and practitioners could use to develop and/ test the actualization of an intra-organizational social network architecture in a geographically dispersed organization. Second, the study have provide some key propositions and well-grounded direction for further research in order to inspire the further development/extension of the social exchange theory.
      Citation: Journal of Knowledge Management
      PubDate: 2016-03-23T12:48:23Z
      DOI: 10.1108/JKM-06-2015-0212
       
  • ERP as an Organizational Innovation: Key Users and Cross-boundary
           Knowledge Management
    • First page: 557
      Abstract: Journal of Knowledge Management, Volume 20, Issue 3, May 2016.
      Purpose Purpose of the study is to provide more insight in the ways key users act as knowledge managers and boundary spanners during the ERP system usage phase. Despite the recognized importance of key users during the implementation phase of an ERP system, little is known about their role in the ERP usage phase. Design/methodology/approach In order to provide rich insight in the boundary spanning mechanisms utilized by key users to share knowledge, a qualitative approach was applied. In the study, ‘abductive’ theme coding for 58 interviews with key users, end users and managers has been used. This paper found six mechanisms and characterized them as ‘crossing’ structural, social or cognitive boundaries. Findings Six boundary spanning mechanisms have been distinguished which have been applied by key users to overcome several knowledge management issues. Subsequently these mechanisms lead to a model which describes three different roles, key users may fulfill to efficiently share and transfer knowledge during the ERP usage phase. Research limitations/implications Knowledge barriers during an ERP implementation and their accompanying six boundary crossing mechanisms have been distinguished. Practical implications The recognition of the essential role that key users can fulfill during the usage phase of an ERP system is an important implication. Management has to take into account that tasks and responsibilities of key users have to be clear from the start and they may cautiously select employees who are suited to become a key user. Originality/value The main contribution is the importance of the impact of key users on the effectivity of knowledge management during the ERP usage phase.
      Citation: Journal of Knowledge Management
      PubDate: 2016-03-23T12:45:45Z
      DOI: 10.1108/JKM-05-2015-0195
       
  • Web GIS to Enhance Relational Capital: The Case of General Merchandise
           Retailers
    • First page: 578
      Abstract: Journal of Knowledge Management, Volume 20, Issue 3, May 2016.
      Purpose This paper studies the impact of Information and Communication Technologies in organizations to capture and manage Intellectual Capital. The paper focuses particularly on the use of Web-based Geographical Information Systems (Web GIS) to increase relational capital. Design/methodology/approach This paper analyzes in detail the websites of 143 general merchandise retailers, which have been grouped according to their dominant operational format. Menus and search tools have been used to find out about the way in which these retailers provide information to the customers about their stores, with special attention to the use of Web GIS. Findings The results obtained show that most of the companies analyzed use Web GIS to provide information about the location and other characteristics of the stores. The findings in this paper also suggest that the quantity and quality of the information provided by is somewhat related to the company size. Research limitations/implications The limitations of this study come from the difficulty of predicting if Small and Medium Enterprises (SMEs) will generalize the use of Web GIS in the future. Practical implications The findings of the paper suggest that large retail firms have adopted Web GIS to provide information to the customers and for other geomarketing purposes. Moreover, Small and Medium Enterprises (SMEs) should use Web GIS to improve their relationship with customers. Originality/value To our knowledge, no paper has analyzed in detail the use of Web GIS by companies with the aim of enhancing relational capital.
      Citation: Journal of Knowledge Management
      PubDate: 2016-03-23T12:48:39Z
      DOI: 10.1108/JKM-06-2015-0218
       
  • Harnessing network-based intellectual capital in online academic networks.
           From the organizational policies and practices towards competitiveness
    • First page: 594
      Abstract: Journal of Knowledge Management, Volume 20, Issue 3, May 2016.
      Purpose The paper aims to investigate the standpoints and practices of university members from European developing countries regarding the harnessing of the intellectual capital within online academic social networks. Design/methodology/approach A questionnaire-based survey with 210 university members was conducted, the indicators adopting prior measurement scales which were further adapted to a network framework. Findings The organizational policies and practices relate positively and highly significantly with the valuation of the network-based intellectual capital components. Moreover, 63 percent of the professional and organizational competitiveness of higher education institutions is determined by the exploitation of the intellectual capital embedded in online academic networks. Research limitations/implications All survey respondents were from the European developing countries, which may limit the general applicability of the findings. Also, the emphasis is laid solely on online academic networks. Practical implications This paper brings to the fore both the potential and the state of the art in leveraging the intellectual capital of online specialized networks which are indicative of the academic field. When acknowledged as such, the network-based intellectual capital is liable to generate substantial competitive advantages at the professional and organizational levels at the same time. Originality/value This research adds to the extant literature in two main ways. Firstly, it advances a new construct – network-based intellectual capital – in the context of the online academic social networks. Secondly, it proposes a research model for addressing the network-based intellectual capital from a competitive advantage perspective.
      Citation: Journal of Knowledge Management
      PubDate: 2016-03-23T12:46:01Z
      DOI: 10.1108/JKM-05-2015-0208
       
 
 
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