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Journal of Knowledge Management
Journal Prestige (SJR): 0.922
Citation Impact (citeScore): 3
Number of Followers: 126  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1367-3270
Published by Emerald Homepage  [341 journals]
  • Twenty years of the Journal of Knowledge Management: a bibliometric
           analysis
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose In 2017, the Journal of Knowledge Management (JKM) celebrates its 20th anniversary. This study aims to show an updated analysis of their publications to provide a general overview of the journal, focusing on a bibliometric analysis of its publications between 1997 and 2016. Design/methodology/approach The methodology involves two procedures: a performance analysis and a science mapping analysis of JKM. The performance analysis uses a series of bibliometric indicators such as h-index, productivity and citations. This analysis considers different dimensions, including papers, authors, universities and countries. VOSviewer software is used to carry out the mapping of science of JKM, which, based on the concurrence of key words and co-citation points of view, seeks to graphically analyze the structure of the references of this journal. Findings There is a positive evolution in the number of publications (although with certain oscillations), which shows a growing interest in publishing in JKM. The USA and the UK lead the publications in this journal, although at a regional level, Europe is the most productive. The low participation of emerging economies in JKM is also observed. Practical implications The paper will identify the leading trends in the journal in terms of papers, authors, institutions, countries, journals and keywords. This study is useful for obtaining a quick snapshot of what is happening in the journal. Originality/value From the historical record of JKM publications, this study presents an exclusive bibliometric analysis of its publications until 2016 and identifies its main trends.
      Citation: Journal of Knowledge Management
      PubDate: 2018-06-04T12:42:39Z
      DOI: 10.1108/JKM-10-2017-0497
       
  • Knowledge discovery out of text data: a systematic review via text mining
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The aim of this work is to increase awareness of the potential of the technique of text mining to discover knowledge and further promote research collaboration between knowledge management and the information technology communities. Since its emergence, text mining has involved multidisciplinary studies, focused primarily on database technology, Web-based collaborative writing, text analysis, machine learning and knowledge discovery. However, owing to the large amount of research in this field, it is becoming increasingly difficult to identify existing studies and therefore suggest new topics. Design/methodology/approach This article offers a systematic review of 85 academic outputs (articles and books) focused on knowledge discovery derived from the text mining technique. The systematic review is conducted by applying “text mining at the term level, in which knowledge discovery takes place on a more focused collection of words and phrases that are extracted from and label each document” (Feldman et al., 1998, p. 1). Findings The results revealed that the keywords extracted to be associated with the main labels, id est, knowledge discovery and text mining, can be categorized in two periods: from 1998 to 2009, the term knowledge and text were always used. From 2010 to 2017 in addition to these terms, sentiment analysis, review manipulation, microblogging data and knowledgeable users were the other terms frequently used. Besides this, it is possible to notice the technical, engineering nature of each term present in the first decade. Whereas, a diverse range of fields such as business, marketing and finance emerged from 2010 to 2017 owing to a greater interest in the online environment. Originality/value This is a first comprehensive systematic review on knowledge discovery and text mining through the use of a text mining technique at term level, which offers to reduce redundant research and to avoid the possibility of missing relevant publications.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-31T10:53:40Z
      DOI: 10.1108/JKM-11-2017-0517
       
  • A holistic model for inter-plant knowledge transfer within an
           international manufacturing network
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to provide a holistic view to support the choice of appropriate strategy for conducting a knowledge transfer (KT) project in an international manufacturing network (IMN) environment. It proposes a model that includes multiple aspects of a KT project along with guidelines on each aspect. Design/methodology/approach To achieve the research goals, multiple case study method was adopted. Data have been collected by conducting semi-structured interviews regarding five KT projects in three multinational corporations. Data were triangulated by means of comparisons to complementary data acquired through observations and archival documents. Findings The results of this paper detail the key issues of five KT projects. Furthermore, the paper proposes an aggregated model comprising the main aspects and strategies for a KT project within an IMN. Research limitations/implications Despite the abundant research on KT area, not many research projects provide holistic views on KT process. The focus has rather been sectional and concentrated on each specific aspect within the KT. Practical implications The paper guides practitioners to identify multiple aspects in KT that will eventually increase the odds for successfully performing such projects. Originality/value The proposed learning network model improves the performance of KT projects by providing a holistic view including several factors that the organization should emphasize to succeed with inter-plant KT.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-31T10:46:30Z
      DOI: 10.1108/JKM-10-2017-0473
       
  • Institutional pressure and the implementation of corporate environment
           practices: examining the mediating role of absorptive capacity
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Contemporary frameworks on institutional theory and corporate environmentalism observe that institutional fields positively influence a firm’s environmental response in the form of implementation of environmental practices. These frameworks, however, provide little evidence on why firms facing similar institutional field differ in their environmental response. This paper aims to incorporate the intra-organizational dynamics within the traditional institutional theory framework to address this heterogeneity, examining specifically the role of absorptive capacity for environmental knowledge in the organizational implementation of corporate environmental practices. Design/methodology/approach Integrating the institutional theory and resource-based view, this paper examines the mediating role of absorptive capacity in the relationship between institutional pressure for corporate environmentalism vis-a-vis the implementation of corporate environmental practices. Partial least square structural equation modeling was used for hypotheses testing based on data obtained from the Indian apparel and textile industry. Findings The results support the mediating role of absorptive capacity in the relationship between institutional pressure and implementation of corporate environmental practices. Further, this study highlights the importance of acquisition and utilization of environmental knowledge in driving environmentalism through developing absorptive capacity; the findings also suggest that the role of institutional pressure in the implementation of environmental practices should not be analyzed in isolation but rather in conjunction with the development of absorptive capacity that forms the internal basis of implementation. Practical implications Managers need to focus on the development of organizational capabilities for acquiring and exploiting environmental knowledge to complement their preparedness in responding to any institutional pressures for environmental sustainability. Firms also need to link their environmental orientation with various sources of environmental knowledge and capabilities residing outside the organizational boundaries. It is important to note here that the development of absorptive capacities for the exploration and exploitation of external knowledge is indeed both required and necessary to build sustainable organizational capabilities. Originality/value This paper is among the very few studies that address the issue of knowledge and development of related organizational capabilities for corporate environmentalism. Recognizing that environmental knowledge resides outside organizational boundaries with regulatory agencies and special interest groups, this paper highlights the importance of developing organizational capabilities for the acquisition and exploitation of environmental knowledge.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-31T10:20:26Z
      DOI: 10.1108/JKM-12-2016-0531
       
  • Internal and external search strategies of innovative firms: the role of
           the target market
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to develop the concept of internal search of ideas to show the contrast between search strategies adopted by firms that introduce new products into local and international markets. Design/methodology/approach Based on data from 2,652 innovative firms, the paper uses factor analysis to explore and confirm appropriate groups of sources of innovative ideas. The analysis differentiates between internal and two types of external sources. Logistic and bivariate regressions reveal different search strategies for innovation in local and international markets. Findings Firms reporting products new to international markets exhibit search strategies combining ideas from internal sources with ideas from other firms. Firms reporting products new to local market reveal a search strategy centered on ideas from other firms. Practical implications Managers and policymakers wishing to promote innovations for international markets should concentrate their resources on developing the organizations’ capacity to generate ideas internally while monitoring other firms’ ideas. Managers targeting local markets may focus their efforts on intelligence over ideas coming from other firms. Originality/value Clarifying the relationship between knowledge and ideas, the paper finds that search strategies of firms are more effective for innovation depending on the target market. Firms searching for ideas among other firms generate ideas that might trigger innovation in products new to local markets. Firms searching both for internal and external ideas generate ideas leading to products new to international markets.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-31T10:15:44Z
      DOI: 10.1108/JKM-08-2017-0349
       
  • An agential realist perspective on the construction and flow of knowledge:
           the case of dynamic entanglement and “cuts” within an aircraft engine
           manufacturing workplace
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to show agential realism as the basis for a pertinent framework with regard to the entwined, on-going and interpretative aspects of knowledge. Design/methodology/approach The knowledge flow phenomenon in the form of entanglement and agential “cuts” within the workplace is studied and described across a phenomenological ethnographic case study of two workgroups within an aircraft engine manufacturing context. Findings The boundary construction phenomenon is a key process helping us to depict knowledge entanglement (tacit and explicit) across dialogue and non-verbal actions. Dialogue brings forth the aspect of knowledge as interpretations or “cuts.” A phenomenological analysis allows us to identify and describe various levels of tacit–explicit knowledge entanglement depending on the mode of coping at hand. Also highlighted was the importance of heuristics carried out by knowledge experts, often in the form of abduction (i.e. leading to rules of thumb). Research limitations/implications It is acknowledged that the relatively narrow context of the empirical work limits the ability to generalize the findings and arguments. As such, additional work is required to investigate the validity of the findings across a wider spectrum of workgroup contexts. Practical implications Agential realism allows for the analysis of organizations as a world of practice and actions, whereby long-established categories can be requestioned and challenged with the aim of sharing the full richness and benefit of embodied knowledge between human actors. Originality/value Ethnographic descriptions of the entwined nature of tacit and explicit knowledge, the embodied and activity-based dimension of knowledge and learning, as well as the characteristic of knowledge as possession, correspond well to an agential realist concept of phenomenon, entanglement and cuts. Furthermore, agential realism offers the opportunity to view the workplace as individuals (or groups) who act out embodied tacit-explicit knowledge in conjunction with non-human entities (such as objects, as well as communication and information technologies), with the latter acting as enhancers of knowledge creation and sharing.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-25T10:10:39Z
      DOI: 10.1108/JKM-08-2017-0342
       
  • Tell me if you can: time pressure, prosocial motivation, perspective
           taking, and knowledge hiding
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The belief that knowledge actually expands when it is shared has been deeply rooted in the mainstream knowledge management literature. Although many organizations and managers expect employees to share their knowledge with their colleagues, this does not always occur. This study aims to use the conservation of resources theory to explain why employees who experience greater time pressure are more likely to engage in knowledge hiding; it further considers how this behavior may be moderated by these employees’ prosocial motivation and perspective taking. Design/methodology/approach The paper uses quantitative multi-study research design as a combination of two-wave field study among 313 employees at an insurance company and a lab experimental study. Findings In the field study (Study 1), the authors find that perceived time pressure is positively related to knowledge hiding. Furthermore, this relationship is moderated by prosocial motivation: employees who perceive greater time pressure hide knowledge only when they are low in prosocial motivation. An experiment (Study 2) replicates these findings, and finds that perspective taking mediates the moderating effect of prosocial motivation on the relationship between time pressure and knowledge hiding. Research limitations/implications Despite its many contributions, the present research is also not without limitations. Study 1 was a cross-lagged sectional field study with self-reported data (although the two-wave design does help alleviate common-method-bias concerns). Causality concerns were further alleviated by using additional experimental study. Practical implications The paper highlights important reasons why people hide knowledge at work (because of experienced time pressure) as well as identifies two interlinked potential remedies (prosocial motivation and perspective taking) to reduce knowledge hiding. Originality/value This paper contributes to expanding nomological network of knowledge hiding construct by extending the set of known antecedents and contingencies.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-25T10:06:59Z
      DOI: 10.1108/JKM-05-2017-0179
       
  • Analysing and classifying knowledge management publications – a
           proposed classification scheme
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The growing number of publications on knowledge management (KM) has addressed heterogeneous topics that lack integration and classification. This article closes the classification gap by presenting a classification scheme, providing an integrated overview of KM publications. Design/methodology/approach The development of the classification scheme follows a multistep approach. By applying a taxonomy development method, the results of a previous content analysis of 4,290 publications were processed to integrate 3,780 keywords into a classification scheme. Findings The classification scheme consists of 13 main categories and subcategories with six levels of detail. The scheme covers not only KM-specific keywords but also keywords from related disciplines, indicating a strong interdependence with related research domains. Research limitations/implications The scheme provides a starting point for ongoing collaboration within the KM community with the aim of improving the classification results and refining the scheme to manifest the core identity. Practical implications The scheme is helpful in understanding whether KM implementation activities in organisations are aligned with overall research activities and topics covered by publications. Originality/value Developing a scheme based on a prior content analysis turns out to be a unique and innovative approach that has never before been done in the KM domain.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-25T10:04:40Z
      DOI: 10.1108/JKM-07-2017-0284
       
  • Critical areas of knowledge loss when employees leave in the oil and gas
           industry
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this paper is to investigate the critical types of knowledge lost when employees depart companies in the oil and gas field. Design/methodology/approach The study adopts a grounded theory methodology. Twelve semi-structured interviews were conducted with elite informants in the oil and gas sector to gain an in-depth insight into the research problem. ATLAS.ti was used for data analysis and coding. Findings In the oil and gas industry, employees generally have job rotation and work at various geographical locations during their career. The departing employees possess valuable types of knowledge depending on the role and duties they have performed over the years. These include specialized technical knowledge, contextual knowledge of working at different geographical locations, knowledge of train wrecks and history of company, knowledge of relationships and networks, knowledge of business processes and knowledge of management. Research limitations/implications The study findings might only be applicable to the oil and gas sector. Originality/value This paper fulfills an identified gap on the identification of critical areas of knowledge loss when employees depart from oil and gas companies. The study adds to the existing body of literature on this underexplored area in the knowledge management literature.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-25T10:02:37Z
      DOI: 10.1108/JKM-08-2017-0373
       
  • Innovative behaviour of knowledge workers and social exchange attributes
           of financial incentive: implications for knowledge management
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Enhancing the innovative behaviour of knowledge workers is a main task in knowledge management. The pay-for-performance policy is one of the management practices for innovative behaviour enhancement and has been gaining popularity in the knowledge-intensive context. However, it is still uncertain whether such practice really enhances the innovative behaviour of knowledge workers. To address this issue, this paper aims to propose and verify a conceptual framework incorporating kernel notions of social exchange, psychological empowerment and work engagement rooted in the social cognition paradigm. Design/methodology/approach The current study conducts a survey on 608 knowledge workers and their supervisors, validating the model structure and causal path pattern of the proposed framework. The causality is delineated from social exchange attributes of financial incentive, psychological empowerment and work engagement to innovative behaviour of knowledge workers. Findings Perceived organisational support and perceived pay equity are primary antecedents of symbolic incentive meaning reflected in the financial incentive of the pay-for-performance policy. Symbolic incentive meaning comprising dimensions of relative position, control and personal importance relates positively to innovative behaviour of knowledge workers. Psychological empowerment and work engagement are partial mediators of the positive relationship. Originality/value The current study explicates why and how social exchange attributes of the financial incentive provided by the pay-for-performance policy may enhance innovative behaviour of knowledge workers. Implications are supplied to knowledge management scholars and practitioners to optimise the pay-for-performance policy for innovative behaviour enhancement.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-18T04:02:13Z
      DOI: 10.1108/JKM-07-2017-0293
       
  • Exploring effective work unit knowledge management (KM): roles of network,
           task, and KM strategies
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to explore the potential contribution of inter-unit network structure and intra-unit task environment to the overall knowledge management (KM) effectiveness of an organization through different KM strategies. Design/methodology/approach The survey method was used to empirically test the hypotheses. The authors administered two survey forms: a member-survey form that obtained responses from members of each work unit and a leader-survey form issued only to the leader of each unit to obtain his/her perception on inter-unit communications. Findings The findings indicate that both a unit’s boundary-spanning role and its extensive interaction with other units help promote the unit’s overall KM effectiveness. In addition, the authors found that task variety was significantly related to the use of both personalization and codification of KM strategies in the unit, and that a unit’s KM strategy played a mediating role between intra-unit task characteristics and KM effectiveness. Originality/value Few studies have attempted to address what makes some work units within an organization more effective in their use of knowledge than others. This study provides an understanding of the influence of inter-unit social network structure on KM effectiveness, as well as the influence of intra-unit task environment and KM strategies on KM effectiveness. The findings suggest that inter-unit knowledge exchange and a unit’s brokering role can be a vital component of a work unit’s KM strategy, and that for successful KM in a work unit, an organization should not only establish appropriate inter-unit relationship but also develop the unit’s own KM strategies.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-18T03:51:31Z
      DOI: 10.1108/JKM-10-2017-0449
       
  • Global mobility of professionals and the transfer of tacit knowledge in
           multinational service firms
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The use of expatriates to transfer individual and organizational know-how and knowledge is a practice widely used by multinational enterprises (MNEs). However, for service firms, the mobility of employees across national borders depends on the commitments made by countries under the General Agreement on Trade in Services (GATS). In particular, the Mode 4 form of supply under GATS can limit the ability of professionals to enter a particular country and can restrict the intra-organizational transfer of knowledge in multinational service firms. The purpose of this paper is to investigate how MNEs attempt to overcome these barriers and transfer knowledge through their global network. Design/methodology/approach Using Nonaka and Takeuchi’s SECI model of knowledge transfer, the authors study the intra-organizational knowledge transfer practices of an Indian multinational service firm. Semi-structured interviews were conducted with 20 key informants involved with the organization. Findings The company uses global teams to transfer tacit knowledge and facilitates inpatriation through an internship program that helps the firm overcome nationality requirement that restricts the movement of their managers to other countries, which in turn limits their ability to transfer knowledge in the intra-organizational setting. The company uses the services of a not-for-profit youth organization that helps recruit interns for the program and also facilitates the relationship with the Indian Government, which provides support for this initiative by reducing barriers to entry for the interns. Originality/value This study takes the unique approach of studying barriers to movement of professionals and a firm’s strategic response. It identifies the pressures and barriers that companies face in the global economy and highlights the role of government agencies and other stakeholders in facilitating or restricting the transfer of knowledge within a firm’s international network. The paper articulates the implications for policy and practice, and a future research agenda.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-17T11:53:54Z
      DOI: 10.1108/JKM-09-2017-0399
       
  • Organizational resources, KM process capability and strategic flexibility:
           a dynamic resource-capability perspective
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Strategic flexibility is largely considered a source of competitive advantage, yet strategic flexibility in relation to organizational resources and knowledge management (KM) process capability is not well studied. To address this gap, this study aims to assesses the relationship of organizational resources (technical and social resources) and strategic flexibility through KM process capability. Design/methodology/approach This paper is built on the assumptions of the resource-based view and the dynamic capability perspective of firm. Two types of organizational resources – technical and social – were identified from relevant literature. Data were collected from 23 small- and medium-sized firms (family owned firms) using a 37-item questionnaire. In addition to descriptive statistics, multiple hierarchical regressions and bootstrapping were used to test the study hypotheses. Findings Findings suggest that organizational resources are positively and significantly related with strategic flexibility, and KM process capability partially mediates these relationships. Research limitations/implications The paper adds to strategic flexibility literature by exploring and assessing the linkage of organizational resources with strategic flexibility through KM process capability. Originality/value Findings of this research may help organizations and practitioners in enhancing strategic flexibility of firm.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-15T12:42:29Z
      DOI: 10.1108/JKM-10-2017-0460
       
  • Knowledge retention and age management – senior employees’ experiences
           in a Swedish multinational company
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The focus of this study is on the knowledge retention process, including knowledge capture, knowledge codification and the internalising of knowledge in organisations – a key aspect of age management. The purpose of this paper is to contribute to an understanding of the difficulties in this process to discuss implications for organizational measures to retain knowledge. Design/methodology/approach This study is based on field research on a Swedish multinational company from the perspective of senior employees. Findings The findings indicate that knowledge retention is a complex phenomenon, partly because valued knowledge is tacit and knowing is highly subjective and transferred through learning in collaboration with others in the process of undertaking assignments and acting together in work situations. Research limitations/implications Knowledge retention is considered only from the perspective of senior, white-collar employees in this study; it would be of interest to consider other employees’ perspectives as well. A second limitation is that the data were collected at a single site. It could be argued, however, that a single case study research format provides an opportunity to gain deep knowledge and allows for explanations about observed phenomena, thereby contributing towards transferable scientific knowledge. Practical implications Knowledge retention is hindered by focusing solely on senior workers and on an explicit and commodified view of knowledge. Social implications Knowledge retention should be an on-going way of working throughout the organization in which tacit knowledge and knowing are important. Originality/value This study shows the importance of considering knowledge and knowing retention as a matter of continual interaction between actors. Retention of tacit knowledge and knowing is not merely a matter of capturing and codifying knowledge. This study contributes to an understanding of the internalisation of tacit knowledge and knowing in continual interaction and cannot be preceded by a step-wise process.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-15T01:29:14Z
      DOI: 10.1108/JKM-09-2017-0442
       
  • Dual relational embeddedness and knowledge transfer in European
           multinational corporations and subsidiaries
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to investigate the relationship between the level of subsidiaries’ internal and external relational embeddedness and the degree of subsidiaries’ knowledge transfer. More specifically, the aim is to explore dual embeddedness of subsidiaries involved in the knowledge transfer process within multinational corporations’ (MNCs) network. Design/methodology/approach The authors empirically analyse 165 European subsidiaries to demonstrate the crucial role of dual relational embeddedness in the transfer of knowledge within MNCs. Data were collected via a close-ended questionnaire and processed through an ordinary least squares regression model. Findings Results show that internal embeddedness directly and positively influences the degree of subsidiaries’ knowledge transfer, whereas external embeddedness does not. Notwithstanding, a higher level of both types of embeddedness – known as dual embeddedness – generates multiplicative and positive effects on the degree of subsidiaries’ knowledge transfer. Practical implications Best practices and relevant knowledge follow a reverse transfer of knowledge from the subsidiaries to the internal MNC network that is facilitated by the relational embeddedness of subsidiaries. This has resulted in developing a dual embeddedness, which introduces new routines and scripts, as well as more relational links. Originality/value The research emphasises the relevance of the knowledge transfer process in multiple directions, evoking the central role of dual-embedded subsidiaries.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-14T02:10:24Z
      DOI: 10.1108/JKM-09-2017-0407
       
  • Absorption, combination and desorption: knowledge-oriented boundary
           spanning capacities
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this paper is to theoretically develop and empirically explore knowledge absorption, combination and desorption within and between organizations. Design/methodology/approach On the basis of knowledge-based view and absorptive capacity, the authors have conducted a multiple-case study to develop a theoretically grounded and empirically supported model of intra- and inter-firm knowledge cycles. Findings Firms identify their knowledge gaps and stocks, both tacit and explicit, undertaking efforts to fill the latter and maximize the value of the former. The paper finds that knowledge exploration, integration and exploitation both within the firm and between firms relies on absorptive, combinative and desorptive capacities. Further, as such capacities are organizationally expensive to maintain, firms will often emphasize one capacity over the other and focus either internally or externally to meet organizational goals. Originality/value While there is extensive research into absorptive capacity and some into combinative capacity, there is little empirical investigation of desorptive capacity and none into the integration of the three concepts; this paper seeks to fill that gap. Moreover, the resulting novel integrative model allows managers and researchers to identify the various capacities in use and their applications within the firm and between firms.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-14T02:06:46Z
      DOI: 10.1108/JKM-08-2017-0325
       
  • Improving innovation performance through knowledge acquisition: the
           moderating role of employee retention and human resource management
           practices
    • Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to study the effects of knowledge acquisition on innovation performance and the moderating effects of human resource management (HRM), in terms of employee retention and HRM practices, on the above-mentioned relationship. Design/methodology/approach A sample of 129 firms operating in a wide array of sectors has been used to gather data through a standardized questionnaire for testing the hypotheses through ordinary least squares (OLS) regression models. Findings The results indicate that knowledge acquisition positively affects innovation performance and that HRM moderates the relationship between knowledge acquisition and innovation performance. Originality/value With the increasing proclivity towards engaging in open innovation, firms are likely to face some tensions and opportunities leading to a shift in the management of human resources. This starts from the assumption that the knowledge base of the firm resides in the people who work for the firm and that some HRM factors can influence innovation within firms. Despite this, there is a lack of research investigating the link between knowledge acquisition, HRM and innovation performance under the open innovation lens. This paper intends to fill this gap and nurture future research by assessing whether knowledge acquisition influences innovation performance and whether HRM moderates such a relationship.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-14T08:59:20Z
      DOI: 10.1108/JKM-09-2017-0391
       
  • Measuring the impact of knowledge loss: a longitudinal study
    • First page: 721
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Knowledge loss caused by employee exit has become a significant corporate risk. This paper aims to explore how to measure the impact of knowledge loss. The paper is based on empirical evidence from a five-year longitudinal study. Design/methodology/approach This paper is based on a longitudinal change project for a large Australian Research Council Linkage Project grant in the period 2008-2013. The method was a single case study using a critical realism paradigm. The project was a transformational change programme which aimed to help make the partner organization a learning organization to minimize the impact of knowledge loss. The partner organization was a large Australian Government Department, which faced the threat of knowledge loss caused by its ageing workforce. The sample was 118 respondents, mainly engineering and technical workers. A total of 150 respondents were invited to participate in the study which involved an annual survey and attendance at regular training workshops and related activities, with a participation rate of 79 per cent. Findings The results found that knowledge loss has most negative impact in terms of organizational problems including low productivity (morale), strategic misalignment of the workforce (capability gaps), resource cuts (stakeholders unhappy with performance), decreased work quantity and quality (inexperienced employees), work outputs not being used (customers mistrust), longer time to competence (learning cost) and slow task completion (increased search cycle time). The second most significant impact was increased sense of risk associated with work activities and declining capacity to manage the risk. The third main impact was decreased organizational knowledge base: knowledge loss creates knowledge deficit which is unlikely to be filled over time, as shown by the knowledge accounts of surviving employees which remained stable overall. The two remaining measurement constructs – psychological contract and learning organizational capacity – improved, which suggests that the negative impact of knowledge loss may be addressed with appropriate knowledge management. Research limitations/implications The research is based on a single case study in a public sector organization. While the longitudinal nature of the study and the rich data collected offsets this issue, it also presents good opportunities for researchers and practitioners to test the ideas presented in this paper in other industry contexts. The complexity and range of the constructs, concepts and scale items is acknowledged. Tables have been used wherever possible to help the reader access the findings. Practical implications Knowledge loss is perhaps the greatest corporate risk facing organizations today. This paper provides a method to measure the impact of knowledge loss. Managers may use this to assess the significance of the risk and use this as a business case to take action to minimize the impact of knowledge loss. Originality/value Prior research has found knowledge loss has caused decreased psychological contract, lost organizational memory, inefficiency and ineffectiveness and declining capability; however, these concepts are discussed in broad terms only. This paper addresses the need for measurement concepts which helps us understand the nature of the impact of knowledge loss. Five knowledge loss concepts are developed: knowledge resources, psychological contract, learning organization capacity, risk management and organizational problems. The results are based on a large-scale longitudinal study providing empirical evidence of change over a three-year period, situated within the context of a research intervention, i.e. knowledge management programme.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-21T11:21:08Z
      DOI: 10.1108/JKM-08-2016-0338
       
  • Impact of knowledge enabling factors on organizational effectiveness in
           construction companies
    • First page: 759
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This study aims to identify key knowledge enabling factors (KEFs) which can enable construction companies to improve various organizational effectiveness outcomes (OEOs). Design/methodology/approach Using a questionnaire, data are collected from construction companies in Vietnam. Mean score method is used to calculate the mean values of KEFs. In addition, regression analysis is used to identify KEFs which significantly affect OEOs. Findings A list of 32 KEFs, whose ranking orders of importance are provided according to different types of construction companies, is presented. In addition, different lists of specific KEFs which could significantly affect different OEOs are identified. Furthermore, seven key KEFs which could have a significant impact on many OEOs are highlighted. Practical implications The findings of this study could help construction companies to know the controllable KEFs, on which they should focus more. Hence, they could perform these KEFs properly to improve various aspects of organizational effectiveness. Originality/value This study identifies 32 KEFs and 10 OEOs specifically for knowledge management in construction companies. This study also provides construction companies with a better understanding of the impact of KEFs on various aspects of organizational effectiveness. Hence, they could develop effective KEFs-based management strategies to enhance various aspects of organizational effectiveness.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-19T09:45:10Z
      DOI: 10.1108/JKM-08-2016-0350
       
  • The trade-off between knowledge exploration and exploitation in
           technological innovation
    • First page: 781
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This study aims to clarify the effect of team effort allocation between knowledge exploration and exploitation on the generation of extremely good or poor innovations. The influence of previous collaborative experience among team members on the effect of team effort allocation is also investigated to understand the relationship between team members’ collaboration networks and knowledge learning. Design/methodology/approach This study uses data of all patents granted by the US Patent and Trademark Office between 1984 and 2010. The inventors involved in a patent are regarded as members of the focal team. Logistic regression is used to analyze the data. Findings Allocating greater effort to exploration than to exploitation is beneficial to achieving breakthrough innovations despite the risk of generating particularly poor innovations. This benefit increases with collaborative experience among team members. Placing an equal emphasis on knowledge exploration and exploitation is not particularly effective in achieving breakthrough innovations; it is, however, the best strategy for avoiding particularly poor innovations. Originality/value This research not only provides valuable insights for research on innovation and knowledge management by studying the team effort allocation strategy used to achieve breakthroughs and avoid particularly poor innovations but also represents an advancement in bridging two streams of research – knowledge learning and social networks – by highlighting the influence of the team members’ collaborative networks on the effect of team effort allocation between knowledge exploration and exploitation.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-13T02:09:37Z
      DOI: 10.1108/JKM-09-2016-0401
       
  • The effects of knowledge creation process on organizational performance
           using the BSC approach: the mediating role of intellectual capital
    • First page: 802
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Knowledge is a key success factor in achieving competitive advantage in the current fast-paced and uncertain economic environment. Several studies in the literature have analyzed the relationship between knowledge creation (KC) and organizational success; however, the mechanisms by which KC leads to accumulation of intellectual capital (IC) and thereby affects various dimensions of organizational performance are understudied. The purpose of this paper is to examine how KC and IC and their relationship influence key dimensions of organizational performance. Design/methodology/approach A research model was developed and tested based on the literature in the areas of KC, IC and organizational performance. This study uses a survey sent to companies in an intensive knowledge-based industry. The balanced scorecard (BSC) approach was used to measure the key dimensions of organizational performance. Findings The results from structural equation modeling (SEM) on 470 completed questionnaires received from the pharmaceutical companies in Iran reveal that KC activities lead to the accumulation of organizational IC and IC has a crucial and positive impact on the BSC. Furthermore, the results from the path analysis indicate that IC mediates the effects of KC on the BSC. Practical implications The findings of this study contribute to the extant literature on the relationship between knowledge and organizational performance by demonstrating that knowledge and KC lead to performance when organizations utilize KC activities and leverage them to accumulate IC. Once used effectively, IC will result in a better performance in the knowledge-intensive environments. Originality/value This is the first study that investigates how KC contributes to firm performance by incorporating the mediating impact of IC on the BSC. The proposed model and results will help organizations to identify the mechanisms through which KC initiatives improve organizational performance.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-27T09:53:05Z
      DOI: 10.1108/JKM-10-2016-0457
       
  • Are you a cistern or a channel' Exploring factors triggering
           knowledge-hiding behavior at the workplace: evidence from the Indian R&D
           professionals
    • First page: 824
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Knowledge is considered as a strategic asset for the organizations, especially for knowledge-intensive firms. Research and development (R&D) is a significant unit in organizations, as it is devoted to knowledge creation and transfer. The success of any R&D project in an organization depends on its innovative value and the transfer of knowledge to the employees. This study aims to focus on factors triggering knowledge-hiding behavior among R&D employees, thus disrupting the knowledge creation in the organization. Design/methodology/approach The grounded theory approach has been used to analyze qualitative data collected from 19 in-depth interviews of R&D professionals (middle and junior level) working in Indian pharmaceutical firms. Findings The study identified factors that triggered knowledge-hiding behavior among employees. These factors include distrust, competitive work environment, perceived career insecurity, lack of recognition, lack of reciprocation and lack of confidence in own knowledge. In addition, four hiding strategies used by employees to hide their knowledge from their fellow members were explored and identified: playing innocent, being misleader/evasive hiding, rationalized hiding and counter-questioning. Research limitations/implications Besides improving the understanding of knowledge-hiding behavior, particularly in the Indian context, this study has implications for both managerial practices and organizational policies. Originality/value This paper highlights the factors influencing knowledge-hiding behavior among R&D employees. Knowledge-hiding construct has not been adequately studied; however, it prevails in the organization and has potential to influence various individual- and organizational-level outcomes. In addition, ways of hiding knowledge used by employees were identified and new forms of strategies named “counter-questioning” were found.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-26T03:54:11Z
      DOI: 10.1108/JKM-02-2017-0048
       
  • Information technology, knowledge management and environmental dynamism as
           drivers of innovation ambidexterity: a study in SMEs
    • First page: 824
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this study is to assess the effect of technological, organizational and environmental factors on innovation ambidexterity and its influence on the performance of manufacturing small- and medium-sized enterprises (SMEs) as well as the moderating effect environmental dynamism on this relationship. Design/methodology/approach Drawing on the Technology–Organization–Environment theory and the Knowledge-Based View, this paper develops an integrative research model, which analyzes the network of relations using covariance-based structural equation modeling on a data set of 429 Spanish SMEs. Findings The results show that information technology capability, knowledge management capability and environmental dynamism are positively associated with innovation ambidexterity. In addition, environmental dynamism is found to strengthen the positive effect of innovation ambidexterity on firm performance. Practical implications The study findings support the idea that innovation can be developed in an ambidextrous manner within a single SME as long as the firm is capable of creating a suitable organizational context and giving a prompt response to changes in the business environment. Originality/value Although many studies have highlighted that being ambidextrous is more challenging for SMEs than for their larger counterparts, the vast majority of studies has been conducted in large companies. This paper extends prior literature by analyzing antecedents and outcomes of innovation ambidexterity in manufacturing SMEs.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-14T01:17:27Z
      DOI: 10.1108/JKM-10-2017-0448
       
  • Multi-context research on strategy characteristics of knowledge sharing in
           organization based on dynamic cooperative game perspective
    • First page: 850
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this paper is to reveal the characteristics of strategic behavior during knowledge cooperation in organization and compare the differences in strategy choice between knowledge transferor and knowledge receiver under intricate context consisting of two different objective orientations (organizational and individual) and two different information conditions (perfect and imperfect information) that represent different knowledge application contexts (conventional and available knowledge and intricate and personalized knowledge). Moreover, this paper also wishes to develop a new analysis paradigm of dynamic cooperation game to the micro-interactive mechanism research on individuals’ knowledge sharing in organization. Design/methodology/approach Through comparing and referring to previous literatures, and considering the authentic knowledge cooperation practice, this paper first suggested that the behavior characteristics of knowledge sharing between individuals in organization should be observed from the perspective of dynamic cooperation game that would accurately describe the “coopetition” essence of knowledge sharing. Further, an intricate multi-analysis context including two different objective orientations and two different information conditions was constructed. Under this multi-analysis context, the objective functions of knowledge transferor (knowledge output) and knowledge receiver (knowledge returning) were established respectively. Lastly, according to the revenue optimum principle of organizational and individual the strategic choice characteristics were analyzed through the Nash equilibrium to analyze objective functions. Findings “Knowledge transaction” motive is classic strategic characteristic of individuals’ knowledge cooperation, and to increase competitiveness of knowledge sharer is a crucial prerequisite for knowledge sharing under any analysis context combination (no matter organizational or individual objective, no matter perfect or imperfect information). Knowledge sharing appears more conservative and stringent under imperfect information condition, and the effort level of knowledge transferring is strategically adjusted according to the value assessment of received knowledge. The institutional constraints and incentives have little effect on the promotion of knowledge sharing under the imperfect information condition where professional knowledge is more intricate, personalized and implicit, because organization members are more sensitive to knowledge competitiveness. Originality/value This paper provides a knowledge sharing study with a new analysis paradigm from micro-interactive perspective by aiming at the “coopetition” essence of knowledge cooperation in organization. This analysis paradigm chooses the way of dynamic cooperation game to reveal the strategic characteristics of knowledge sharing among individuals (knowledge transferor and knowledge receiver) and to assess the role of institutional constraints and incentives in promoting the knowledge sharing. At the same time, the establishing of multi-context model with two different perspective dimensions (objective orientation and information condition) make research closer to the authentic circumstance of knowledge cooperation in organization.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-13T02:26:40Z
      DOI: 10.1108/JKM-09-2017-0420
       
  • How internal attributions affect knowledge sharing behavior
    • First page: 867
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this paper is to compare the effects of organizational and technological barriers to knowledge sharing between large and small firms through the lens of attribution theory. Design/methodology/approach The structural equation modeling approach was applied to estimate the conceptual model by using survey data from a list of Taiwan’s top 1,000 manufacturing and 500 service companies. A total of 229 valid questionnaires were collected. Findings The empirical results show that both organizational and technological barriers have relationships with an individual’s effort and ability with regard to knowledge sharing behavior. When organizational barriers occur, the perceived lack of effort has a direct effect on knowledge sharing behavior for large firms, while negative sharing behavior among employees of small firms is influenced by the perception of low ability through the perceived lack of effort. Originality/value A review of the literature reveals organizational and technological barriers that lead to the negative influences of internal attributions on knowledge sharing. This study, therefore, contributes to a comprehensive perspective on how to encourage knowledge sharing behavior at different sizes of firms.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-13T03:14:06Z
      DOI: 10.1108/JKM-02-2017-0081
       
  • G-SECI model-based knowledge creation for CoPS innovation: the role of
           grey knowledge
    • First page: 887
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to propose a new knowledge creation model called Grey SECI (G-SECI), study the knowledge creation mechanism and the relationship between knowledge creation models and innovation performance during complex product systems (CoPSs) development. Research and development of CoPSs relies heavily on knowledge creation. However, most scholars have studied CoPS innovation stages from the view of design process of system products, focussing on functional management and project management during the R&D process for CoPS. Attention is lacking with regards to the key and essence of creating a complex technology: the creation of knowledge. Design/methodology/approach Modified from the classic SECI model’s spiral process of knowledge creation, a grey-SECI (G-SECI) knowledge creation model is here proposed vis-à-vis three knowledge categories: explicit knowledge, grey knowledge and tacit knowledge. Then, this paper further analyzes the effects of knowledge creation from the perspective of individual and the view of organization. Besides, an empirical study is conducted. Findings Statistical analysis indicates that there are three main paths of knowledge creation: individual experience knowledge acquisition, individual communication and reflection and organizational knowledge learning. Results further suggest that knowledge internalization by practice (KIP) is the key mode of knowledge creation, as well as the most important step for high-quality CoPS performance. Moreover, individual innovation performance is influenced by knowledge internalization by reflection and KIP; and organization innovation performance is influenced by knowledge combination and knowledge systematization. Research limitations/implications The coverage of geographical distribution is limited. Therefore, there are no data from foreign enterprises. The impact of different geographical cultures on CoPS knowledge creation model could be further investigated; in addition, the statistical analysis results of this study need to be further verified in other industries. Practical implications This paper provides a series of insights for CoPS project leaders. The results may also provide practical guidance for the related management personnel in the fields of human resource training, project planning, project quality and technology R&D in CoPS R&D management. Originality/value The paper’s main contribution is to modify classic SECI knowledge conversion model by introducing grey knowledge and build a new G-SECI knowledge creation model. Besides, the paper adds empirical evidence on the knowledge creation paths in CoPS and reveals that internalization by practice is the key mode of knowledge creation.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-15T03:49:27Z
      DOI: 10.1108/JKM-10-2016-0458
       
  • Community’s knowledge need and knowledge sharing in Wikipedia
    • First page: 912
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose In practice, showing the community’s need for knowledge (e.g. listing requests for new articles) is used to drive knowledge sharing in Wikipedia. Yet, theoretical understanding of how it influences one’s knowledge sharing is still lacking. The aim of this study is to develop a model of the influence and show that one takes others’ utility into account (utility interdependence). Design/methodology/approach The proposed model was tested with data collected in a survey of 323 Wikipedia users. Findings Others’ knowledge need affects one’s perceived forgone benefit of free riding (i.e. a cost of knowledge sharing) and, thereby, increases the intention to share knowledge. Originality/value This study contributes to research by identifying utility interdependence in knowledge sharing. For practice, the findings provide empirical support for the general belief that showing others’ knowledge need is useful for promoting sharing.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-23T11:36:23Z
      DOI: 10.1108/JKM-09-2017-0412
       
  • Twitter mining for ontology-based domain discovery incorporating machine
           learning
    • First page: 949
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to obtain the domain of the textual content generated by users of online social network (OSN) platforms. Understanding a users’ domain (s) of interest is a significant step towards addressing their domain-based trustworthiness through an accurate understanding of their content in their OSNs. Design/methodology/approach This study uses a Twitter mining approach for domain-based classification of users and their textual content. The proposed approach incorporates machine learning modules. The approach comprises two analysis phases: the time-aware semantic analysis of users’ historical content incorporating five commonly used machine learning classifiers. This framework classifies users into two main categories: politics-related and non-politics-related categories. In the second stage, the likelihood predictions obtained in the first phase will be used to predict the domain of future users’ tweets. Findings Experiments have been conducted to validate the mechanism proposed in the study framework, further supported by the excellent performance of the harnessed evaluation metrics. The experiments conducted verify the applicability of the framework to an effective domain-based classification for Twitter users and their content, as evident in the outstanding results of several performance evaluation metrics. Research limitations/implications This study is limited to an on/off domain classification for content of OSNs. Hence, we have selected a politics domain because of Twitter’s popularity as an opulent source of political deliberations. Such data abundance facilitates data aggregation and improves the results of the data analysis. Furthermore, the currently implemented machine learning approaches assume that uncertainty and incompleteness do not affect the accuracy of the Twitter classification. In fact, data uncertainty and incompleteness may exist. In the future, the authors will formulate the data uncertainty and incompleteness into fuzzy numbers which can be used to address imprecise, uncertain and vague data. Practical implications This study proposes a practical framework comprising significant implications for a variety of business-related applications, such as the voice of customer/voice of market, recommendation systems, the discovery of domain-based influencers and opinion mining through tracking and simulation. In particular, the factual grasp of the domains of interest extracted at the user level or post level enhances the customer-to-business engagement. This contributes to an accurate analysis of customer reviews and opinions to improve brand loyalty, customer service, etc. Originality/value This paper fills a gap in the existing literature by presenting a consolidated framework for Twitter mining that aims to uncover the deficiency of the current state-of-the-art approaches to topic distillation and domain discovery. The overall approach is promising in the fortification of Twitter mining towards a better understanding of users’ domains of interest.
      Citation: Journal of Knowledge Management
      PubDate: 2018-03-06T10:23:49Z
      DOI: 10.1108/JKM-11-2016-0489
       
  • How to scope configuration projects and manage the knowledge they require
    • First page: 982
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to explore the use of the knowledge management (KM) perspective for configuration projects. Configuration projects implement configurators as information technology systems that help companies manage the specification process of customised products. An effective method of retrieving and formalising knowledge for configurators is essential, because it can reduce the risk of unsuccessful implementation and the time and effort required for development. Unfortunately, no standard KM frameworks are available specifically for configuration projects. This study identifies the knowledge necessary for different phases of a configuration project (which knowledge, for what purpose and from what sources), examines how it is transformed during a configuration project (what KM activities and tools are used) and establishes how the knowledge can be documented for future maintenance and updates. Design/methodology/approach This paper proposes a four-step framework for making the KM process more efficient in configuration projects. The framework is based on the literature, developed in collaboration with industrial partners and tested on four configuration projects in two engineering companies. The framework is a structured KM approach designed to save time for both domain experts and the configuration team. The authors have used a qualitative exploratory design based on multiple data sources: documentation, workshops and participant observation. Findings The proposed framework comprises four steps: determination of the system’s scope, to establish the project’s goal based on stakeholders’ requirements and prioritise the required products and processes; knowledge acquisition, to classify the knowledge according to the desired output and identify different knowledge sources; modelling and knowledge validation; and documentation and maintenance, to ensure that the KM system can be maintained and updated in the future. Research limitations/implications Because the framework is tested on a limited number of cases, its generalisability may be limited. However, focusing on a few case applications allows us to assess the effectiveness of the framework in detail and in depth to identify the practical challenges of applying it. The results of the tests support the framework’s validity. Although the framework is designed mainly for engineering companies, other industries could benefit from using it as well. Practical implications The individual steps of the framework create a structured approach for the KM process. Thus, the approach can save both time and resources for companies, without the need for additional investment. Originality/value A standard framework is lacking in the literature on KM for configuration projects. This study fills that gap by developing a KM framework for configuration projects, based on KM frameworks developed for IT projects, and KM tools.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-21T11:16:48Z
      DOI: 10.1108/JKM-01-2017-0017
       
  • The role of knowledge absorptive capacity on the relationship between
           cognitive social capital and entrepreneurial orientation
    • First page: 1015
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this paper is to study the effect of cognitive social capital (CSC) on firms’ entrepreneurial orientation (EO) and how knowledge absorptive capacity moderates this relationship. The purpose is aimed at completing the gap in the literature regarding determinants of EO linked with knowledge. Design/methodology/approach The empirical study was carried out on a sample of 292 Spanish firms in the agri-food industry. Partial least squares (SmartPLS software) was used to evaluate the measurement and structural models. Findings CSC has a curvilinear influence (U-shaped) on EO. In addition, this relationship is accentuated with higher knowledge absorptive capacity. Practical implications Managers should promote cognitively close networks and reinforce shared goals and culture with their contacts to maintain a high EO. Furthermore, managers should strengthen their knowledge absorptive capacity to boost innovativeness, risk taking and proactiveness derived from cognitive proximity with their contacts. Originality/value This study adds value to social capital literature by pointing out a curvilinear relationship (U-shaped) between CSC and EO, in contrast to studies focussed on other dimensions of social capital, which have obtained divergent results. Furthermore, this study reinforces the key contingent role of knowledge absorptive capacity. The study provides a valuable theoretical framework of EO determinants connecting the cognitive perspective of social capital theory with a dynamic capability view.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-21T11:24:09Z
      DOI: 10.1108/JKM-07-2017-0304
       
  • Knowledge creation through industry chain in resource-based industry: case
           study on phosphorus chemical industry chain in western Guizhou of China
    • First page: 1037
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to provide a theoretical frame and practical experience for understanding and improving knowledge creation in the RIC. This paper proved through an empirical study that knowledge transfer, knowledge assimilation and knowledge sharing between firms in a resource-based industry chain (RIC) have positive influence on knowledge creation. Design/methodology/approach A theoretical model covering knowledge transfer, knowledge assimilation, knowledge sharing and knowledge creation is established in this paper. The research object is the phosphorus chemical industry chain in central Guizhou. Findings The findings of this paper provide a theoretical frame and practical experience for understanding and improving knowledge creation in the RIC. Research limitations/implications The subjective measures of knowledge capacities present a serious limitation. Another limitation is that the authors examined knowledge creation within the context of RIC. The cross-sectional design prevented the authors from studying causal relationships among the variables. Originality/value First, it contributes to the knowledge creation of inter-organization literature. Second, it contributes to the studies of knowledge creation in supply chains. Third, this study demonstrates the importance of investigating the strong network embeddedness and industry property of RIC, which have a critic effect on the capabilities of knowledge sharing, transfer and assimilation.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-21T10:58:06Z
      DOI: 10.1108/JKM-02-2017-0061
       
  • Boundary spanners’ knowledge sharing for innovation success in
           turbulent times
    • First page: 1061
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to enrich knowledge management theory and practice by investigating how boundary spanners’ willingness to share their knowledge contributes to innovation success and by examining the contingent role of market turbulence. Design/methodology/approach Cross-sectional survey data were collected from 296 top income Hungarian firms. Structural equation modelling with bootstrap procedures was used to test the hypotheses. Findings Boundary spanners’ willingness to share their knowledge has a dual effect on innovation success, which is captured by new product development innovativeness and performance. It has a direct effect on both new product development innovativeness and performance, and it has a mediated effect on new product development performance, where new product development innovativeness serves as a mediator. The study’s results indicate that these effects are robust and not contingent on the turbulence of the firm’s marketplace. Research limitations/implications This study’s respondents were managers in boundary-spanning positions charged with the task of linking the organisation with its external environment. Owing to their proximity to the external environment, their evaluation of market turbulence may be distorted. Practical implications Maintaining the willingness of managers in boundary-spanning positions to share what they know is essential to the continuous creation of superior new product development performance. Hence, firms should develop organisational cultures where employees’ knowledge-sharing willingness is presented as an important asset. While turbulent markets may be unpredictable and hostile, firms should not adjust their knowledge management practices. Originality/value Building on the research on knowledge sharing, boundary spanning theory and contingency theory, this paper increases the understanding of the salient factors that are often implicitly assumed in mechanisms involved in transforming knowledge into new product performance. This is the first empirical study to focus on boundary spanners’ knowledge behaviour and to consider the contingent role of market turbulence in knowledge management.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-31T10:09:43Z
      DOI: 10.1108/JKM-01-2017-0033
       
  • Knowledge transfer between projects within project-based organizations:
           the project nature perspective
    • First page: 1082
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to investigate how project nature affects the effectiveness of knowledge transfer between projects in project-based organizations (PBOs) and to analyze the roles of inter-project communication, transfer intention and information technology (IT) in the influencing process. Design/methodology/approach This paper adopted a questionnaire survey method to collect data from construction enterprises in China and subsequently proceeded to structural equation modeling analysis with a total of 261 samples. Findings The results indicate that the similarity of projects could promote the inter-project communication and improve transfer intention, which further influences knowledge transfer effectiveness positively within PBOs. The urgency of projects has a negative impact on inter-project communication and transfer intention. The temporality of projects also negatively affects inter-project communication. They consequently hinder the knowledge transfer behaviors between projects. Additionally, the application of IT improves the frequency of communication and makes up for the negative impact of geographical distance between projects on knowledge transfer. Practical implications Based on the results, a series of strategies is recommended to improve knowledge transfer effectiveness between projects, including standardizing project management, promoting information construction, establishing a post-project evaluation system and creating a shared culture, so that the competitive advantages of PBOs could be improved. Originality/value The study explores the factors influencing knowledge transfer between projects from the perspective of project nature and provides guidance for enhancing knowledge management and project management practices.
      Citation: Journal of Knowledge Management
      PubDate: 2018-03-06T11:00:15Z
      DOI: 10.1108/JKM-05-2017-0184
       
  • External knowledge sharing and radical innovation: the downsides of
           uncontrolled openness
    • First page: 1104
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Inter-firm collaborative innovation typically requires knowledge sharing among individuals employed by collaborating firms. However, it is also associated with considerable risks, especially if the knowledge sharing process is not handled using proper judgment. Such risks have been acknowledged in the literature, but the underlying empirical evidence remains unclear. This study aims to examine how sharing of business-critical knowledge with external collaboration partners affects firm’s innovation performance. Design/methodology/approach The authors develop a mediating model and hypotheses predicting that the uncontrolled sharing of knowledge leads to accidental knowledge leakage, which, in turn, hinders particularly firm’s radical innovation performance. The authors test the model by using a survey of 150 technology-intensive firms in Finland and a partial least squares structural equation model. The mediating model is tested with incremental and radical innovation performance, and the authors control for firm size, age, R&D intensity and industry. Findings The authors find strong support for the model in that uncontrolled external knowledge sharing leads to accidental knowledge leaking and to lower radical innovation performance. The same results are not found for incremental innovation, implying that uncontrolled knowledge leakage is especially detrimental to radical innovation. Originality/value These findings help in better understanding some of the downsides of too much openness and lack of judgment about knowledge sharing beyond the boundaries of the firm. Thus, firms pursuing radical innovation should carefully guide their employees with regard to what knowledge they share, to what extent they share it and with whom they share it.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-13T03:46:10Z
      DOI: 10.1108/JKM-05-2017-0172
       
  • Knowledge centricity and organizational performance: an empirical study of
           the performing arts
    • First page: 1124
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper explores the concepts of knowledge-centric organizations in the performing arts sector to understand how specific organizational practices relate to measures of financial and operational performance. Design/methodology/approach A quantitative analysis of 368 small and mid-sized nonprofit performing arts organizations in the USA was undertaken via primary data on organizational practices and secondary data on performance metrics. Structural equation modeling was used to validate the latent construct of knowledge centricity and to test hypotheses on how knowledge centricity impacts financial and operational performance, and is influenced by firm-level demographic variables. Findings Results show several distinct performance metrics that are statistically associated with knowledge-centric practices of the organizations analyzed. Research limitations/implications This article investigates the knowledge centricity of organizations, a relatively nascent theoretical concept, which is of significant relevance in today’s knowledge-driven economy. The findings can serve as a basis to further investigate strategic approaches that arts organizations can undertake to remain sustainable and operate effectively in a knowledge-driven society. Practical/implications It provides critical insights into management practices and approaches that can be instituted to drive improved organizational performance. Originality/value Building on the extant literature, this article develops a conceptual framework of knowledge centricity and defines a knowledge-centric organization. It thoroughly investigates the latent construct of knowledge centricity, identifies how knowledge centricity impacts financial and operational performance of nonprofit performing arts organizations, and provides grounding for future studies.
      Citation: Journal of Knowledge Management
      PubDate: 2018-03-07T08:21:06Z
      DOI: 10.1108/JKM-06-2017-0219
       
  • Strategic knowledge management in subsidiaries and MNC performance. The
           role of the relational context
    • First page: 1153
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Based on the knowledge-based theories of the MNC, this research aims to develop and test a holistic model to analyse the relationship between the strategic knowledge management (SKM) processes undertaken by subsidiaries and MNC performance. Additionally, it focuses on determining the impact that the relational context can have on knowledge creation and transfer inside the internal network of an MNC. Design/methodology/approach The research hypotheses are tested by partial least squares (PLS) with data from a sample of Spanish subsidiaries of foreign multinational firms belonging to high-technology and knowledge-intensive sectors. Findings The results confirm that: the implementation of a SKM by a subsidiary positively impacts on knowledge creation; the knowledge created by a subsidiary positively influences knowledge transfer, increasing the knowledge existing in the MNC; the knowledge transfer across all MNC units has a positive impact on MNC performance; the subsidiary’s relational context arises as a mediating variable between the knowledge created by a subsidiary and its transfer to the rest of the MNC. Originality/value The research proposes a holistic model that contemplates the joint interaction of the variables knowledge creation, knowledge transfer and performance. In addition, the proposed model contemplates the variable SMK of the subsidiary as the beginning of the knowledge creation-knowledge transfer-performance process. Finally, the mediating role of the relational context in the relationship between knowledge creation and transfer is analysed.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-13T02:15:03Z
      DOI: 10.1108/JKM-07-2017-0305
       
  • An empirical investigation of the relationship between e-government
           development and the digital economy: the case of Asian countries
    • First page: 1176
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to investigate and comprehend the nature of the relationship between e-government development and the digital economy. Design/methodology/approach A multidimensional research paradigm is developed on the basis of the technology adoption model and Fountain’s technology enactment theory. The model is empirically examined using a regional study of 20 Asian countries. Findings A positive two-way relationship between e-government development and the digital economy has been indicated by the findings. Moreover, along with social, economic, political, technological and demographic factors, certain national cultural characteristics have significant effects on the digital economy and e-government development. Research limitations/implications One of the key limitations of the study is that it is based on publicly available secondary data. Therefore, some degree of caution should be kept in mind when making generalisations about the findings of this study. Originality/value The contribution of this study is that it provides a more accurate and comprehensive understanding of the dynamic association between e-government development and the digital economy by providing aid to policymakers in understanding the nature of dynamic relationships between the digital economy, government organisations and citizens’ adoption of technologies.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-27T10:04:25Z
      DOI: 10.1108/JKM-10-2017-0477
       
  • Absorptive capacity and small family firm performance: exploring the
           mediation processes
    • First page: 1201
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Despite the recognized importance of knowledge management for small family firms, relatively little empirical research has been done so far to understand the mechanisms through which absorptive capacity (AC) assists their performance. The purpose of this study is to understand the relationship between absorptive capacity and performance in small family firms. Design/methodology/approach In this study, the authors theoretically argue and empirically validate that AC enables the creation of entrepreneurial, market and technology orientations in small family firms, which, in turn, lead to superior firm performance. They also tested the study’s hypotheses using mediation and multiple linear regression analyses on data collected from 272 small Indian family firms. Findings The study’s findings suggest indirect relationship between AC and performance. The strategic orientations provide a mechanism through which investments in small family firms’ AC results in firm performance. Practical implications This study offers crucial insights to practitioners and small firm managers regarding the use of knowledge-based capabilities in creating appropriate strategic postures, which, in turn, assist firm performance. Originality/value This study is among few research attempts in understanding the knowledge aspects of small family firms. The present research contributes to the existing literature by unravelling the relationship between knowledge management and small family firm performance. Also, by bringing in data from an under-studied context of an emerging economy, this study strengthens the theoretical applicability of knowledge management in different contexts.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-15T12:37:28Z
      DOI: 10.1108/JKM-01-2017-0047
       
  • Organizational learning, knowledge management capability and supply chain
           management practices in the Saudi food industry
    • First page: 1217
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this paper is to examine the effect of knowledge management capabilities (KMCs) on organizational learning (OL) and supply chain management practices (SCMPs). In addition, to study the effect of OL, KMC and supply chain management on organizational performance (OP). Design/methodology/approach To study the relationships between KMC, OL, SCMP and OP, different techniques such as factor analysis, correlation analysis and structural equation modeling were used to verify the validity of the proposed conceptual model, and to test the suggested hypotheses, data collected from 165 companies in the Saudi food industry (representing a response rate of 64.9 per cent) were used. Findings According to the study’s findings, SCMP and OL are positively affected by KMC. Moreover, OP is directly affected by KMC, OL and SCMP. Research limitations/implications Owing to the specific nature of the sample, the findings of the current research are applicable only to the food industry. Originality/value The current research introduced a conceptual model, which has been tested and verified in the Saudi food industry. The findings recommend that both KMC and OL as well as SCMP will contribute to improving the OP. In addition, KMC will improve the SCMP and OL.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-31T10:39:08Z
      DOI: 10.1108/JKM-09-2017-0409
       
  • Transforming collective knowledge into team intelligence: the role of
           collective teaching
    • First page: 1243
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this study is to explore the pivotal role that collective teaching plays in knowledge transfer between new product development teams. This study develops a theoretical model of collective teaching, where team intelligence is its consequence and learning orientation cognitive skills are moderators. Design/methodology/approach Based on a questionnaire survey of 156 pairs of new product development project teams of information technology firms, the authors used partial least squares to test the study’s hypotheses. Findings The findings reveal that the use of collective teaching is positively related to team intelligence of recipient teams. In addition, T-shaped skills of source teams exert positive moderating influence on this relationship and so does a learning orientation of recipient teams. Research limitations/implications First, the sample firms used in the study are from the IT industry, which is characterized by extremely short product life cycles, thereby limiting the generalizability of the study’s findings. Second, the authors did not examine whether the effect of T-shaped skills is different at various NPD stages; the contributions of each functional expertise may vary depending on the NPD stage (e.g. the idea generation or pre-launch stage). Third, the use of cross-sectional design precludes a causal inference. The role of focal constructs and moderators and their consequent effects would benefit from more stringent, longitudinal research. Finally, the authors controlled for only a limited set of factors of team intelligence because other potential antecedents of this variable still await identification by future studies. Practical implications This study suggests that the implementation of collective teaching can enhance the capacity of a project team as a whole to manage and innovate information, namely, team intelligence. The study’s findings also suggest that the management must recognize the significance of teams’ learning orientation and thereby proactively develop teams’ learning culture by redesigning work, reward systems or performance evaluation to promote learning. Additionally, it is prudent for managers to reconsider their recruitment criteria to incorporate T-shaped skills. Originality/value This study represents the first step in developing an empirically grounded framework linking collective teaching with team intelligence. Additionally, the authors confirm that team intelligence is a four-dimensional construct.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-25T10:08:55Z
      DOI: 10.1108/JKM-03-2017-0106
       
  • Multi-level knowledge sharing: the role of perceived benefits in different
           visibility levels of knowledge exchange
    • First page: 1264
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to explore the relationships between participants’ perceived benefits of sharing knowledge privately, within a group or with the general public within an organisational knowledge network. The quality and quantity of knowledge shared are explored in relation to the level of knowledge sharing visibility (both content and participants’ profiles). Design/methodology/approach A research framework of perceived benefits of knowledge sharing is designed; survey and content analysis are used to explore influences of perceived benefits on the quantity and quality of knowledge shared by participants for each level of knowledge sharing within an organisation. The research model is empirically tested using a questionnaire survey with 205 participants and content analysis of their contributions in a high-tech corporate group. This study uses the partial least squares path-modelling method to explore relationships between constructs of the research model. Findings The current research results show that intrinsic benefits are more influential than extrinsic benefits for private knowledge sharing, while extrinsic rewards play an important role at the public knowledge sharing within organisations. In addition, results indicate that both the quality and quantity of knowledge sharing at the group-level knowledge sharing are significantly higher than at the private and the public levels. Practical implications Contemporary knowledge management systems are developed by integrating communication channels in different visibility levels of knowledge exchange. Managers of knowledge management systems are advised to use the research outcome for developing incentive strategies in different levels. Originality/value In contrast to previous studies that focus on only one level of knowledge sharing, this paper explores relationships between perceived benefits of knowledge sharing with the quantity and quality of shared knowledge for three distinct levels of knowledge sharing.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-31T10:27:46Z
      DOI: 10.1108/JKM-09-2016-0398
       
  • Strategic knowledge management and enterprise social media
    • First page: 1288
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to examine if (and how), enterprise social media (ESM) can be understood as a strategic knowledge management phenomenon to improve organizational performance. Design/methodology/approach This paper uses intellectual capital theory and its functional building blocks to organize different types of the ESM platforms, based on secondary data. It then connects these findings to the underling intellectual capital tenets to introduce a conceptual model that explicates how ESM impacts strategic knowledge management, and vice versa. Findings This paper concludes that ESM provides a unique complement to traditional strategic knowledge management. The authors argue that ESM differs substantially from other contexts in which intellectual capital has been applied, and extend intellectual capital with three appropriate dimensions (human, social and structural capital). Given the potentially disruptive nature of ESM, this framework helps firms understand the nature of the changes that are needed. Originality/value The paper provides the first review of the business needs that are served by the software functions and management processes under the ESM banner. This original contribution takes the intellectual capital and strategic knowledge management discussions from their usual high levels of abstraction and relates them to the real world of ESM, focusing on outcomes. Its unique “Intellectual Capital Framework for the Socially Oriented Enterprise” includes distinct, testable propositions that provide a practical approach to strategically planning, implementing and optimizing ESM.
      Citation: Journal of Knowledge Management
      PubDate: 2018-02-28T01:33:16Z
      DOI: 10.1108/JKM-08-2017-0359
       
  • Knowledge management, knowledge transfer and organizational performance in
           the arts and crafts industry: a literature review
    • First page: 1310
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper aims to provide a comprehensive academic literature review on the relationship between knowledge management, knowledge transfer and organizational performance in a specific subset of the creative industry, i.e. arts and crafts organizations. Furthermore, this paper analyzes how knowledge management and transfer within arts and crafts organizations help increase performance and enhance the value of the activity of the so-called “knowledge workers” (i.e. craftsmen), who are the real knowledge owners in the process of value creation. Design/methodology/approach The literature review follows the model suggested by Vom Brocke et al. (2009). The review follows a five-phase approach so as to be systematic, transparent and replicable. Academic contributions published over two periods are taken into consideration. The first period covers the years 1990-2000, when the concepts of creative industry and knowledge-based economy were developed. The second period covers the years 2000-2016, when scholars started to investigate how to effectively transfer knowledge (very often in the form of “tacit knowledge”) retained by master craftsmen in arts and crafts organizations and the critical role played by craftsmen in the performance of such organizations. Findings Three main issues have emerged: how arts and crafts organizations manage and transfer knowledge internally; the effects of these activities on organizational performance; and the prominent role of craftsmen. The literature review shows how in arts and crafts organizations there is a considerable link between the concepts of “performance" and "tacit knowledge", even though addressing such link is somehow hard to realize, for several reasons discussed in the paper. The measurement of performance in arts and crafts organizations has become an area of academic investigation only when both the role of knowledge management and transfer and the role of knowledge workers (i.e., craftsmen) have become evident for obtaining a competitive advantage. Research limitations/implications This paper has been an attempt to organize existing studies on knowledge management and transfer and to investigate the relationship existing between knowledge and performance in arts and crafts organizations. Nevertheless, the relationship between knowledge and performance is yet to be explored, as well as the development of techniques for measuring arts and crafts organizations’ performance effectively. The present contribution calls for a systematic reflection on how the transfer of traditional craftsmen’s skills impacts organizational performances in the long run. The definition and implementation of new performance evaluations criteria tailored to enhance the tacit knowledge of craftsmen as a real source of differentiation and competitive advantage for the arts and crafts organizations is somehow still missing. Practical implications By pursuing its objectives, the present contribution aims to represent a step toward enabling arts and crafts organizations to play a vital role in the modern society in a more structured way. This would help to build awareness of the potential of arts and crafts organizations for promoting economic growth, proposing a value proposition different from the one dictated by the globalization and by the triumph of product standardization and mass production. Originality/value Analyzing the knowledge management and transfer within arts and crafts organizations with a historical perspective, it appears that the recognition in academic literature of the centrality of knowledge management and transfer within arts and crafts organizations is only recent (i.e. from 2011 onward). Indeed, for approximately 20 years (i.e. 1990-2010), knowledge has been constantly related to technological paradigms and standardized results, with very little research and debate on craftsmanship and the role of craftsmen. Nevertheless, the research shows that over the years, the focus on knowledge in arts and crafts organizations and knowledge transfer has become progressively more detailed and precise: some authors have studied the role of craftsmen in the knowledge economy according to a historical perspective, while some others have analyzed different types of knowledge more thoroughly. For example, Sveiby (1997, ), analyzing the concept of "knowing talent" and "tradition", outlines a more prominent role of craftsmen in the knowledge economy and explain how, in sectors with a strong traditional background, the transfer of tacit knowledge is a meaningful challenge for many organizations.
      Citation: Journal of Knowledge Management
      PubDate: 2018-03-06T12:01:05Z
      DOI: 10.1108/JKM-08-2017-0367
       
  • Inter-organizational social capital as an antecedent of a firm’s
           knowledge identification capability and external knowledge acquisition
    • First page: 1332
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose This paper concentrates on the antecedents of external knowledge acquisition of companies based on their inter-organizational relationships. Specifically, it considers social capital (i.e., the result of a firm’s inter-organizational relationships) as an essential precursor of knowledge identification capabilities and deliberated knowledge acquisition strategies. This study aims to propose that cognitive and relational dimensions of a firm’s inter-organizational social capital are mediating factors of the relationship between structural social capital and knowledge identification capabilities and the relationship between structural social capital and the deliberated acquisition of external knowledge, respectively. The relationship between knowledge identification capability and external knowledge acquisition is also analyzed. Design/methodology/approach This is a cross-sectional quantitative study with a sample of 87 firms from Spanish biotechnology and pharmaceutical industries. From an extensive literature review, we developed three hypotheses that were tested using the partial least squares technique and structural equations model. Findings The results only support a mediating effect of cognitive social capital in the relationship between structural social capital and knowledge identification capability and a partial mediation effect of relational social capital in the relationship between structural social capital and knowledge acquisition. In addition, the findings show that firms with more advanced abilities to identify and assess the value of external knowledge will be likely to develop optimal deliberated strategies to acquire effectively such knowledge from its network partners. Research limitations/implications The limitations of this study are small sample size and the cross-sectional nature of the study. The study also focuses on only two specific and innovative industries. Practical implications Managers should understand that “good” management of inter-organizational social capital allows the firm to develop dynamic capabilities for the identification and acquisition of valuable knowledge. The results of the study show that managers should concentrate on building knowledge identification capabilities and should also be aware of the possibilities that social capital can provide to a firm to formulate and implement effective strategies for external knowledge acquisition. Originality/value To date, there are relatively few studies focussing on knowledge identification capability and its relationships with the dimensions of a company’s social capital as enablers of external knowledge acquisition. For managers, the identification of valuable knowledge by using inter-organizational relationships and networks is an essential issue, especially in innovative industries characterized by continuous change. Theoretically, this research highlights that social capital contributes to the development of dynamic capabilities, allowing the firm to sense and seize business opportunities based on external knowledge acquisition to achieve competitive advantages.
      Citation: Journal of Knowledge Management
      PubDate: 2018-03-06T11:48:22Z
      DOI: 10.1108/JKM-04-2017-0131
       
  • Clique and elite: inter-organizational knowledge sharing across five star
           hotels in the Saudi Arabian religious tourism and hospitality industry
    • First page: 1358
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this study is to offer a theoretical and practical explanation for the nature and reasons for inter-organizational knowledge sharing across an informal clique of competing five-star hotels in the Saudi Arabian religious tourism and hospitality industry. Design/methodology/approach The methodology is an adapted form of the grounded theory approach deploying a four-stage research design using qualitative interviews with key players in the industry to inform the analysis of the knowledge sharing approaches. Findings The findings illustrate the features of the knowledge sharing approaches across the five-star hotels studied. In particular, the findings highlight the existence of a cooperative-competitive tension in the relationships and knowledge sharing between the hotels. This illustrates the existence of a tacit strategy that cooperation can lead to long-term benefits for the competitor hotels. Originality/value The study is unique in its focus on the cooperative-competitive tension of five-star hotels in the Saudi Arabian religious tourism and hospitality industry and on this influence on the inter-organizational knowledge sharing across hotels within an oligopolistic market structure. The study also has value in using elements of oligopoly theory and of game theory, particularly, the prisoner’s dilemma, in explaining how inter-organizational knowledge sharing occurs within this market context.
      Citation: Journal of Knowledge Management
      PubDate: 2018-03-05T01:59:21Z
      DOI: 10.1108/JKM-07-2017-0276
       
  • Are two heads better than one' – Intellectual capital, learning and
           knowledge sharing in a dyadic interdisciplinary relationship
    • First page: 1379
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose Past studies have paid extensive attention to investigate learning issues in individual, organizational and team contexts. Learning activities in the workplace, however, often occur in the interdisciplinary dyadic context. Hence, the purpose of this paper is to clarify what factors make interdisciplinary dyads lead to better learning effects. The authors attempted to clarify two major agendas: What knowledge factors (intellectual capitals) owned by the parties of the dyads can induce better learning effects' What contextual factors (learning tasks) can make better learning effects during the dyadic learning process' Design/methodology/approach To examine the previous agendas, the authors first conducted in-depth interviews and an exploratory survey so that a four-element dyadic intellectual capital (DIC) architecture was circumscribed: knowledge interdependency, expertise similarity, collaborative routines and mutual trust. Dyadic learning tasks were classified as exploitative and exploratory learning. The authors then sampled 248 respondents for the formal empirical survey to examine the relationship between DIC, dyadic learning tasks and knowledge sharing. Findings The statistical evidences confirmed the positive relationships between DIC and knowledge sharing, and the results also signified the previous relationships with a mediating effect from exploratory learning, while the effect of exploitative learning was not supported. Thus, only dyads (the two heads) with knowledge interdependency and mutual trust can make the exploratory task better than that of one individual (the one head). Originality/value This study provides a new insight into the learning issue with an interdisciplinary dyadic perspective to supplement the existing gap between academic efforts and learning practices in the workplace.
      Citation: Journal of Knowledge Management
      PubDate: 2018-06-04T12:41:33Z
      DOI: 10.1108/JKM-04-2017-0145
       
  • Fostering organizational learning through leadership and knowledge sharing
    • First page: 1408
      Abstract: Journal of Knowledge Management, Ahead of Print.
      Purpose The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational learning. Design/methodology/approach Data from 209 participants from a manufacturing company in Korea were analyzed using the structural equation modeling method. Findings The findings of the study indicated that transformational leadership directly affected the knowledge sharing climate and behavior, interpersonal trust and organizational learning of an organization. Transformational leadership also indirectly affected organizational learning through knowledge climate and behavior, and interpersonal trust. In addition, a knowledge sharing climate directly affected interpersonal trust and knowledge sharing behavior and indirectly affected organizational learning through interpersonal trust and knowledge behavior. Interpersonal trust directly affected knowledge sharing behavior and indirectly affected organizational learning through knowledge sharing behavior. Finally, knowledge sharing behavior positively affected organizational learning. Research limitations/implications The results highlight the important role of transformational leadership to enhance the knowledge sharing climate and behavior of employees, interpersonal trust and organizational learning. This study also indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning. Practical implications The study’s findings could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector. Originality/value The study provided diverse paths indicating how transformational leadership can impact organizational learning by examining both the direct and indirect paths between transformational leadership, multiple mediators and organizational learning. It also suggested a research framework for supporting transformational leadership, knowledge sharing and organizational learning, as well as their relationships by examining the three variables in one research model.
      Citation: Journal of Knowledge Management
      PubDate: 2018-05-25T10:07:38Z
      DOI: 10.1108/JKM-10-2017-0467
       
 
 
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