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Designing the Knowledge Enterprise: Beyond Programs and Tools
... For example, knowledge provision to knowledge worker through knowledge management practices can improve their task performance. In the same line, knowledge management infrastructure through its components like the culture of learning, rewards, and collaboration can increase their contextual performance (Mohrman et al., 2002;Kianto et al., 2016). In this regard, it has been asserted above that the wide range of empirical studies (e.g. ...
... The organizational determinants of employee performance include instant messaging interruptions, physical environment, enabled team rooms, organizational social computing, knowledge access, lack of knowledge provision from the organization, incentives, workplace design, IT systems, public service motivation and organizational support. The literature on knowledge management discipline claims that all these organizational determinants are available to a worker in an environment where knowledge management infrastructure and practices are executed (Mohrman et al., 2002;Morgeson and Humphrey, 2006;Kianto et al., 2016). Hence, knowledge management practices and organizational commitment could be key factors to foster knowledge-work performance. ...
... The implementation of knowledge management (knowledge management infrastructure and practices) is likely to ensure the provision of work content components and work environment components (Mohrman et al., 2002;Mohrman, 2003;Kianto et al., 2016). Knowledge management infrastructure implementation correlates and/or encompasses the work environment components (e.g. ...
Purpose
Knowledge management in the public sector is relatively an ignored avenue of research and practice that has recently been given attention. Knowledge management initiatives in the public sector are now not limited to the developed countries anymore. The public sectors of various developing countries including Pakistan have developed knowledge management functions to address the problems of low organizational commitment (higher turnover rates) and knowledge-workers’ performance. Consequently, the purpose of this paper is to examine the mediation role of organizational commitment in the relationship between knowledge management practices and knowledge-worker performance.
Design/methodology/approach
The data were gathered from 341 knowledge workers of the public sector health department of Punjab Province, Pakistan, where knowledge management unit initiative has been taken. It was then analyzed using the structural equation modeling.
Findings
Organizational commitment partially mediates the relationship between knowledge management practices and knowledge-work performance.
Practical implications
The public sector policy makers are strongly advised to implement knowledge management units and practices in order to enhance knowledge-work performance as well as organizational commitment.
Originality/value
First, the model on the mediating role of organizational commitment has never been examined before. Second, the data collection from the public Health Department of Pakistan, a developing country, is relatively rare because the public sector knowledge management studies have mostly been conducted in developed countries. Finally, this study extends the literature on knowledge management in the public sector that is the developing theme in knowledge management discipline while adding knowledge management as a toolkit to enhance knowledge-workers’, organizational commitment and knowledge-work performance.
... For organisations that use people as repositories, team members' continuity is indeed important (Boiral, 2002). Proper human resource management systems should therefore be instituted to ensure that valued personnel do not leave the organisation (Mohrman et. al., 2002). Entity 1 still depends on its people for the knowledge that is embedded in them despite codifying its PMBP. For that reason, it, just like Entities 2 and 3, should manage its human resources well. Yet Entity 1, in similitude with Entity 3, has frozen the practice of awarding seniority-based gifts as a means to promote loyalty, perhaps ...
... f setting up dedicated teams to perform the tasks. The research suggests that it would not be appropriate for Entity 1 to emulate such companies, as it would only lead to excessive expenditure and documentation. Can Entities 2 and 3, even 1 also, do more to their reward systems to minimise dissipation of knowledge assets through staff resignations ? Mohrman et. al. (2002) might suggest so, although they concede it is easier said that done. A reward system based on individual performance that reduces interest to leave the company can malign the spirit to generate and share knowledge (see below). A reward system tied to group performance, while promoting that spirit, may not be effective in stemming worker ...
... been fully harnessed. As lamented by the interviewee of Entity 1, there are some employees who are by nature reluctant to seek knowledge. They have the 'this-is-not-my job' or 'I-don't-gain-anything' attitude that can defeat whatever measures to foster continual learning. It is likely that Entities 2 and 3 are also afflicted with the same malaise. Mohrman et. al. (2002) emphasise that at the core of any effective learning organisation is convincing employees that it is in their interests to seek out knowledge from others and to share what they have learned with colleagues. Striking new deals with employees such that this behaviour prevails is their proposal. Eppler and Sukowski (2000), however, recomme ...
A postal questionnaire survey on Malaysia property developers reveals that they have either made their project management best practices (PMBP) explicit, merely borrowed ‘commodified’ (i.e. commercialised) versions, plan to render their accumulated PMBP a more solid existence some time in the future or simply continued to rely on their personnel as repositories of PMBP. Even though the desire to operate professionally, and to a lesser degree, quality compliance stimulated the codification trend, the analysis suggests that the choice to do so should really be contingent on the size of the organisation by manpower, project size and degree of dependence on external parties in the development process. Age of organisation was not found to be influential. Whatever the choice may be, there are benefits as well as drawbacks to making PMBP explicit. Case studies were conducted on four varying companies to bring to life the full ramification of the knowledge repository mode on knowledge-oriented tools and administrative procedures adopted during the knowledge generation, storage and dissemination.
... As with expatriates, local employees can assimilate new knowledge from these contract workers. Returning to permanent key knowledge workers, management needs to design reward systems that can achieve the twin objectives of attracting and retaining them, and encouraging them to share their knowledge (Mohrman et al., 2002). Bender and Fish (2000) argue that employees in knowledge-intensive environments are more motivated by non-monetary than monetary rewards. ...
... Technology By connecting people on a global basis, information and communication technology (ICT) such as internet, intranet and knowledge portal act as the conduit for sharing key information and articulating systematic processes (Mohrman et al., 2002;Carrillo, 2004). ICT also makes knowledge retrieval possible (Huysman and de Wit, 2004). ...
... ICT also makes knowledge retrieval possible (Huysman and de Wit, 2004). Although ICT is influential, it is ultimately only a facilitator of human knowledge in the organisation (Mohrman et al., 2002). Indeed, heavy reliance on ICT may even stymies learning within organisations (Gill, 1995). ...
Purpose
To present the findings of a study which examined the application of knowledge management of subsidiaries of foreign oil and gas contracting companies in Malaysia.
Design/methodology/approach
The subsidiaries were examined on how engineering and project management knowledge was created, captured, stored, shared and protected. These processes were traced by looking at the organisational facets of culture and structure, human resource management, information and communication technology and parental control. Five companies formed the sample population. The multi‐case study approach was adopted to take into account the likely variability of the sample population. Data were collected and triangulated using postal questionnaires, face‐to‐face interviews and secondary sources.
Findings
Four subsidiaries were found to manage knowledge, albeit in varying ways. The fifth subsidiary was subjected to strong control by the parent to the extent that it had minimal knowledge base which thus obviated the need for knowledge management.
Research limitations/implications
The one respondent‐per‐subsidiary approach may have led to possible response bias, although triangulation of data served to minimise the effect.
Practical implications
The subsidiaries of oil and gas contracting companies in Malaysia which have yet to manage their knowledge asset holistically should take note of their rivals which have been re‐defining competitiveness in this manner and should, therefore, react similarly.
Originality/value
This study highlights the strong influence the parent companies of oil and gas contracting companies have over the degree to which knowledge is dispersed to their subsidiaries and the manner in which the latter are permitted to manage their knowledge asset.
... KM processes comprise contextual features of the work environment, which can enrich the job and increase job satisfaction (Morgeson and Humphrey, 2006). KM processes in organizations help employees in knowledgeintensive atmospheres establish a shared understanding and obtain Value from knowledge (Mohrman, Finegold and Klein, 2002). Nevertheless, Bohorquez, Lopez and Esteves (2013) are of the view that knowledge acquisition can be enabled through an organization's external and internal networks to promote employee selfactualization within the organization to make employees more motivated and more committed, and to improve their work satisfaction. ...
... This finding appears consistent with Tseng (2010) assertion that knowledge creation positively influences corporate performance. This result has also found strong research and intellectual support in Mohrman, et al;(2003) and Syed-lkhsan and Rowland (2004) observations that the creation and transfer of knowledge is a critical factor in an organization's success and competitiveness. Moreover, from the test of hypothesis three, it was observed that there is a strong positive relationship between knowledge sharing and performance in the Manufacturing firms under study. ...
This study explored knowledge management (KM) techniques and performance of selected manufacturing firms in the SouthEast of Nigeria. This study therefore, sought to investigate the relationship between knowledge management techniques and performance in manufacturing firms in SouthEast of Nigeria. Specifically, the objectives are to; examine the nature of the relationship between knowledge acquisition/sharing; knowledge creation; knowledge retention; knowledge codification/storing and knowledge application/use influence performance of manufacturing firms in the SouthEast of Nigeria. This study is anchored on the Resource-Based View (RBV) and the Knowledge-Based View (KBV) of the firms. This study employed a descriptive survey approach. The survey method is ideal to find out the relationship between knowledge management and organizational performance in selected manufacturing firms under study. The Population of the study is 2646 employees, obtained from 25 selected manufacturing firms under study. A sample size of 489 was drawn from the population by the use of Godden's' formula for finite population. Thus, a total of 489 copies of the questionnaire were distributed by stratified (random) sampling to the various manufacturing firms under study, out of which 480 were completed and returned; and this represents 98:16% of the total sample size. Questionnaire were administered to the employees of Manufacturing Firms, in Top, Middle and Lower Management levels respectively. Primary source of data was adopted. The hypotheses of the study were tested by simple and multiple regression analysis, at 0.05 level of significance, through the use of SPSS Computer Package Version 23. The study revealed that there is a strong positive relationship between knowledge acquisition, sharing, retention, codification and knowledge application and performance of manufacturing firms. Based on the findings of the study, some recommendation were made, which include among others; that manufacturing firms/ managements should enunciate efficient strategies to acquire knowledge from different sources, in order to develop a broader knowledge base; create a conducive environment for knowledge creation, new insights and innovation/idea development; create shared learning experiences, encourage empathic listening and staff collaboration; and to developed strong knowledge-retention programs.
... Furthermore, Mohrman, Finegold, and Kleine (2002) add that firms should apply structural approaches that weave networks throughout the organization so that employees can be mutual resources for each other: if knowledge is to be leveraged, there is a compelling need to facilitate lateral connections so that members of different projects are able to work together and learn from each other, despite being dispersed. Therefore, Mohrman et al. (2002) conceptualize a kind of connectivity that weaves networks throughout the firm so that people can be resources for each other. Given that the customization of B2B market offerings requires complex internal exchanges among the firm's employees, connectivity can help employees bring their distinct knowledge and abilities together in order to effectively customize the firm's products. ...
... First, as customization is a knowledge-intensive process, we drew from intellectual capital theory and found that knowledge of customers and employees' technical knowledge abilities are two specific forms of intellectual capital that influence customization capability. , 2002;Nahapiet & Ghoshal, 1998), network centrality (Tsai, 2000), connectivity (Mohrman et al. 2002), and structural intensity(Atuahene-Gima, 2002; Leana & Van Buren ,1999). These factors should be examined. ...
Building marketing capabilities is at the forefront of marketing strategy in B2B marketing. As customisation is key for creating unique value for B2B customers, the ability to customise market offerings is, or ought to be, an integral part of B2B marketing strategy. Based on the premise that different forms of organisational capital constitute important building blocks of customisation capability, in this research, we (i) differentiate customisation capability in B2B marketing from mass customisation capability, (ii) build our model from the customisation, capability, intellectual capital, structural capital, and cognitive capital literature streams, and (iii) test the model of building customisation capability using key informant from 161 marketing research firms. We conclude with a discussion of the implications of our research for customisation theory and practice, the limitations of our research, and a detailed explication of future research opportunities.
... The apparent significant negative effect that organizing work had on the market performance of companies was unexpected, even though there is some background knowledge provided by Inkinen et al. (2015) on the inability of Finnish companies to support their innovation performance through organizing work. In this study, organizing work was operationalized as important organizing aspects that support different aspects of firm performance: employee empowerment and involvement in decision-making (Davenport & Prusak, 1998;Pfeffer, 1998), facilitation of informal and face-to-face interaction between organizational members (Youndt & Snell, 2004), and utilization of cross-functional teams (Grant, 1996;Nonaka & Takeuchi, 1995) and expert communities (Brown & Duguid, 2001;Mohrman et al., 2002;Wenger et al., 2002). According to the empirical evidence established in this study, it seems that those organizing approaches do not directly influence market performance of companies. ...
... & Klein, 2002;Nonaka & Takeuchi, 1995;Wenger, McDermott, & Snyder, 2002). Tacit quality of knowledge(Nonaka & Takeuchi, 1995) means that the valuable knowledge within a company is embedded in human and social contexts, such as individuals, teams, and communities(Tsoukas, 1996). ...
Academic research community almost unanimously agrees upon the benefits of knowledge management, but practitioners seem to be more suspicious of it. One major reason for their hesitant stance could be the lack of available empirical evidence regarding the relationship between knowledge management and business performance of companies. The purpose of this study is to address that research gap by empirically demonstrating how knowledge management practices influence market performance of companies. This is done by analyzing survey data collected from 259 Finnish companies. Our results highlight the key role that knowledge-friendly managers have at the helm of company’s knowledge management journey, and point out knowledge-based learning and development activities as effective means to improve market performance. In addition, we find out that organizational learning mechanisms should be regarded with great attention, as some on-the-job learning practices may even hamper firm performance. The results of this study develop the understanding of the knowledge management practices integral to performance of companies. It also provides validated measurement scales to study knowledge management practices and market performance of companies.
... Numerous past studies reported that a fundamental function of HRM in KM is employee remuneration and reward. HRM activities such as reward system must be adopted to encourage employees to develop the performance abilities and add up more knowledge power (Mohrman et al., 2002). An empirical study by Goh and Yahya (2002) among Malaysian managers discovered that reward systems for knowledge contribution were typical in "knowledge organizations" or firms that perform well with knowledge process. ...
This research aims to investigate the impact of knowledge-based human resource management (KBHRM) practices on organizational performance through the mediating role of quality and quantity of knowledge worker productivity (QQKWP). The data were collected from 325 employees working in different private universities of Pakistan by using convenience and purposive sampling techniques. The quantitative research technique was used to perform analysis on WarpPLS software. The result revealed that only knowledge-based recruiting practices have a positive and significant direct effect on organizational performance. While knowledge-based performance appraisal practices, training and development practices and compensation practices all were insignificant in this regard. However, through mediator QQKWP, the knowledge-based recruiting practices (KBRP), knowledge-based training and development (KBTD), and knowledge-based compensation practices (KBCP) all were positively and significantly influencing organizational performance but only knowledge-based performance appraisal (KBPA) was insignificant in this mediating relationship. Lastly, the current study provides useful insights into the knowledge management (KM) literature in the context of private higher educational institutes of developing countries like Pakistan. The future studies should consider the impact of KBHRM practices on knowledge workers' productivity and firms' performances in the context of public universities.
... The Star Model provides a foundation for companies to base their design choices and address potential misalignments between their goals and design (Galbraith 2014). Given its broad applicability, scholars have adapted it to specific emergent contexts, such as knowledge management (Mohrman et al. 2002) and project-based organizations (Miterev et al. 2017); it is also a pertinent tool to evaluate and address hybridization (re)design-that is updating a company's design to support its new goals. ...
Companies today are increasingly called upon to address society’s issues, such as climate change and inequality, but traditional companies are not up to the task as they are designed primarily for profit maximization. Addressing society’s issues requires companies to societally hybridize, meaning introducing societal goals alongside profit goals thereby transitioning to a deeper societal impact commitment. However, extant literature predominantly considers born hybrid organizations and discusses specific design elements or types of hybrid design. Drawing on social–commercial hybrid organization and organization design literatures, this conceptual paper takes a dynamic view of social–commercial hybridity. This paper proposes a framework delineating four stages of societal hybridization based on the degree to which a traditional company realigns its design to pursue dual goals. The paper has practical and theoretical implications with contributions to social–commercial hybrid organization and organization design theories by demonstrating how redesign can enable a company to successfully integrate societal goals and improve multidimensional organizational performance.
... Then, digital transformation substantially improves the business's capacity to collect, analyze, and exchange knowledge throughout the supply chain to coordinate and create synergies, thereby increasing efficiency, streamlining operational processes, and lowering sharing of information and transaction costs. Organizational knowledge management procedures assist employees in information-intensive settings in establishing common thinking and deriving benefit from knowledge (Kianto et al., 2016;Mohrman et al., 2002). In knowledge management, two significant aspects are critical: processes and enablers. ...
This research examines critical elements of knowledge management and industry 4.0 that assist human resources in the air transport industry. In addition, we look at the essential components that connect the divide between Industry 4.0 and knowledge management. This paper uses the Grey- DEMATEL technique to comprehend the cause-and-effect factors and their interrelationships. A seven-scale ranking, and sensitivity analysis was further applied for better results. It was observed from the findings that information sharing (F15) was the most significant factor for the aviation sector as the causal factor was ranked as the top criterion. Joint knowledge creation (F15) was ranked as the second topmost criteria as effect factor. E-learning (F9) is the third-ranking effect factor. This paper showed that information sharing assists in management performance and efficiency performance in the aviation sector.
... Job satisfaction is the extent to which people like or dislike their jobs (Spector, 1994). knowledge management processes in organizations help individuals establish a shared understanding and derive value from Knowledge (Mohrman et al., 2002). Knowledge acquisition improves job satisfaction because it involves access to new knowledge that enhances efficiency in carrying out tasks. ...
Food safety issues need careful attention from managers in food service establishments to minimize risks on consumers' health, tourism, and the economy. The purposes of the current study were to study the relationship between food safety knowledge, attitude, and behavior of food handlers in restaurants in Dubai, United Arab Emirates; the influences of the food safety knowledge and attitude on employee commitment and, ultimately, on food safety behavior of food handlers. Further, the effects of the food safety knowledge and attitude on employee job satisfaction and, finally, food handlers' food safety behavior. A paper-based survey questionnaire of food safety knowledge, attitude, commitment, job satisfaction, and behavior was completed by a total of 497 food handlers employed at 90 restaurants. Structural equation modeling (SEM) was used to evaluate the collected data for meaningful outcomes. The results showed that the relationships between food safety knowledge and attitude with food handler commitment and the relationship between food handler commitment and behaviors were positive and significant (P˂0.05). Furthermore, the relationships between food safety knowledge and attitude with food handler job satisfaction and the relationship between food handler job satisfaction and behaviors were positive and significant.
... On the other hand, Knowledge Management processes had created such appropriate structures in the working environment that will resulting from an enhancement of job satisfaction of the employees' and increase of job performance (Morgeson and Humphrey, 2006). Knowledge Management practices developed in an organization also help employees in creating environment of knowledge-intensive that has been established in giving understanding to the benefit of sharing their knowledge (Mohrman et al., 2002). To summarize, the knowledge acquisition also improvises employees' job satisfaction as it can lead to an improvement of the effectiveness and efficiency on carrying out the giving task due to the new knowledge that had been acquired and shared. ...
... Today's business world is attributed by the growing complexity of global companies, information explosion and speed of decision making, and value and mobility of key employees Mohrman, Finegold, and Klein, [53]. In economies dominated by services, where people and information are primary driving force of business, these three aspects demand that knowledge and its effective management be treated with specific attention. ...
The main concern of an organization is the need to encapsulate strategies for the transformation of the implicit knowledge to overt knowledge so as to derive greater benefit from the organization's intellectual capital. Knowledge management is the comprehensive means of organizing, transferring, locating and utilizing the information and proficiency in an organization. The general purpose of this research is to examine the effect of knowledge management practices on competitive advantage in selected organizations in Nigeria. The study made use of a sample of214 staff from Banks and telecommunications operators in the Lagos State, Nigeria. A cross sectional survey that consist of drawing a sample of elements from the population of interest was adopted, and the statistical tool used comprised frequency, correlation as well as regression analysis. The findings indicated that information technology application had the highest positive effect on competitive advantage. Secondly, it shows that organizational learning had no significant relationship with competitive advantage except information technology application, knowledge creation, and intellectual capital asset. It is concluded that information technology application is a vital tool for a successful organization and it is often heavily depended upon as the determinant of success in business. This study therefore recommends that knowledge should not only be embedded in documents or archives, but in organizational procedures, norms, practices, processes and cultures.
... Therefore, managers should create ideal conditions within the given context to drive and optimize the establishment of knowledge acquisition and sharing initiatives (Donate and de Pablo, 2015). Because it helps workers in knowledge-intensive environments to establish shared understanding and derive value from knowledge (Mohrman et al., 2002). More precisely, knowledge acquisition in banking sector may improve job performance because it involves access to new knowledge that improves efficiency in carrying out one's tasks. ...
This study examines the impact of knowledge management on the job performance of Lebanese banking sector during 2019. The research employed knowledge acquisition, knowledge sharing, knowledge creation, knowledge codification and knowledge retention as proxies to analyze the knowledge management variable. The job performance is measured by considering quantitative and qualitative variables. The research reveals that knowledge acquisition, knowledge sharing, knowledge creation and knowledge retention have a positive impact on the job performance of the Lebanese banking sector. The result also reveals a non significant impact of knowledge codification on the job performance. The knowledge management should be as a mandatory condition in banking sector for making high level of job performance. Keywords: Knowledge Management, Job Performance, Banking Sector, Technology, Knowledge Retention. JEL Classifications: M1, M12, D8DOI: https://doi.org/10.32479/irmm.9245
... The outcomes indicate that KWS meaningfully and positively influences OP which sequentially boosts the performance of academia, these results support the assertions put forth by the KM researchers (Iqbal et al., 2019;Shujahat et al., 2018). KM processes in organizations help (Mohrman et al., 2002). More specifically, KM processes improve job satisfaction because it involves access, sharing, and utilization of knowledge, that improves efficiency in carrying out one's tasks (leading to improved satisfaction) which can be critical to improved OP (Kianto et al., 2016b). ...
Purpose
Drawing on the knowledge-based view, the purpose of this paper is to investigate the interrelationship between Knowledge Management (KM) processes, Knowledge Worker Satisfaction (KWS) and Organizational Performance (OP). Additionally, the study further seeks to identify the combinations of KM processes and KWS dimensions that can lead to enhanced OP.
Design/methodology/approach
Data were collected from 248 academics and administration employees of Higher Education Institutions (HEIs). The relationships were tested using SmartPLS 3.2.7. The study also employed fuzzy set Qualitative Comparative Analysis (fsQCA) for examining configurational paths.
Findings
The results of the study revealed that KM processes significantly affect KWS and KWS enhances OP in HEIs. Based on fsQCA, the results revealed multiple configurational paths to improved OP.
Originality/value
There is significant lack of research that ascertains the inter-relationship between KM processes, KWS, and OP. This is one of the initial studies that examines the relationship of KM processes, KWS, and OP in HEI’s. From a methodological perspective, the study contributes by combining symmetric and asymmetric statistical tools in KM literature. fsQCA helps to understand the interactions that might not be immediately obvious through traditional symmetric methods.
... The legitimization of numerous kinds of populations of practice and interest is more likely to produce potent forums of knowledge enlargement (Brown & Duguid, 2001;Mohrman, Finegold, & Klein, 2002) that are consequently likely to improve performance more than a homogeneous myopic one. This also enriches the organization's culture, outlook, and respect, and perfectly aligns it with the RBV. ...
The increasing turmoil in the external organizational setting or business environment has focused attention on capabilities and resources as the primary source of competitive advantage. Obviously, this statement points to the application of the resource-based view (RBV) of organizational management. Nevertheless, what constitutes RBV remains an illusion in many quarters of organizational management, as scholars have managed to put up their personal ideas, and managed to converge on phenomenon-driven theories, in addition to RBV. This paper reviews the concepts of RBV in light of knowledge management to highlight some critical pitfalls that might have eluded the research community on the subject matter of RBV. To this end, this paper’s educational value lies in the fact that it simplifies the concept of RBV to the new researcher in a fashion that is capable of appealing to his or her level. A cross-sectional qualitative research approach was employed in an effort aimed at understanding the role of RBV in creating a sustainable competitive advantage and key competencies. A total of 20 relevant articles were searched from different databases and search engines, including Scopus, EBSCO, ABI Inform, IEEE, PubMed, Science Direct, SABINET, IEEE, Bing, Science Direct, and Google Scholar. The findings indicate that RBV plays an important role and assists organizations not only create, nurture, and maintain competitive advantage, but also understand the collective resources needed to compete favorably in a globalized and highly competitive market. With expert knowledge workers at its core to provide support for knowledge creation, sharing, and utilization, the RBV principles discussed in this paper promise to guarantee a methodological step geared towards the achievement of competitive advantage. It, therefore, makes an incremental contribution to the RBV to attain modest improvement in organizational settings.
... Hence, a gap in theoretical knowledge can be identified as another determinant for the implementation of modern concepts related to micro-enterprise management. The growing complexity of inter-organisational links requires making fast business decisions and, consequently, better flows of knowledge in organisations (Mohrman, Finegold and Klein, 2002). Economy based on knowledge (Knowledge Economy, KE) is focused on transferring ideas, results of scientific research and skills from scientific institutions, higher education institutions and scientific research centres to groups of receivers of that knowledge and its users. ...
At present, under the conditions of some turbulent changes observed in our environment, micro-enterprises seek for opportunities to win their competitive positions in the market and in the sectors in which they operate The aim of the article is to present marketing and logistics management as one of the methods applied to achieve the market objectives of micro-enterprises. As an integrated method, marketing and logistics management may contribute to the improvement in competitiveness; hence, the recognition of conditions required for the application of this method may also contribute to the improvement in competitiveness. In the article, a review of literature related to the discussed problems is presented. The expert literature on the analysed subject does not provide any publications on micro-enterprise management, and scientific research in that sector is very scarce and provides only some general data. Therefore, it is necessary to analyse the processes taking place in the micro-enterprise sector in more detail, especially in the field of modern methods of management. In the article, some considerations on the specificity of integrated logistics and marketing processes are presented. Research methods: a review of expert literature and the Author’s own case-study research. The research was carried out in the years 2015-2018 among a group of micro-enterprises in the Kujawsko-Pomorskie Province, Łódzkie Province, Mazowieckie Province and Wielkopolskie Province. The aim of the research was to identify conditions required for marketing and logistics management in micro-enterprises and to define the impact exerted by the factors that determine the implementation of that process. Recognising knowledge as a fundamental determinant of the implementation of modern management methods in the aspect of micro-enterprise operation requires some in-depth analysis. The article presents the results of the research based on the case-study of integrated marketing and logistics management, on the example of a virtual micro-enterprise. The main conclusions: In a virtual micro-enterprise, it is possible to indicate the field of integration of marketing and logistics processes and to define their courses and conditions. Knowledge of logistics and marketing allows us to extend the field referring to the environment of the analysed company in virtual space.
... Computer systems that are networked across the organisation boundaries can improve the flow of knowledge to meet the business objectives. However, technology is merely the enabler (Mohrman et al., 2002). In this study, 21 out of the 26 (81%) of the interviewees agreed that an information and communication technology infrastructure provides a broad platform for exchanging data, coordinating activities, sharing information and knowledge, and supporting e-commerce. ...
... 41 KM processes in organizations help employees in knowledge-intensive atmospheres establish a shared understanding and obtain value from knowledge. 42 Knowledge acquisition involves access to new knowledge that improves efficiency in carrying out an individual's tasks, and knowledge sharing involves sharing acquired knowledge among employees and enriching employees' social needs to improve job satisfaction and increase job performance. Knowledge-creation processes enable individuals to participate in the planning and design of activities, utilizing their creativity. ...
Knowledge Management (KM) has become critical in today’s highly competitive, uncertain, and rapidly changing business environment. The objective of this study is to measure the effects of knowledge management processes (knowledge acquisition, knowledge sharing, knowledge creation and knowledge retention) and knowledge management approaches (social networks, codification and personalization) on job satisfaction and examines how they increase employees’ work performance. A theoretical model based on KM processes and approaches is proposed. It is empirically tested with structural equation modeling (SEM) and partial least squares (PLS) of survey data collected from employees of the King Fahd National Library in Jeddah, Saudi Arabia. The analysis showed that there is a significant and positive impact of KM processes and approaches on job satisfaction and work performance. Knowledge sharing, knowledge retention, codification and personalization approaches have significant impacts on job satisfaction, and knowledge acquisition, knowledge creation and a social network approach have no significant impacts on job satisfaction. Managers are advised to implement KM activities in their organizations to improve knowledge worker performance and the welfare of employees at work. This is the first study that theoretically examines the effect of knowledge management processes and knowledge management approaches on ‘soft’ human issues such as the job satisfaction and work performance of individual employees in an academic library.
... In the current knowledge era, KM processes constitute such contextual features of the work environment, which can enrich the job and increase job satisfaction (Mohrman, 2003;Morgenson and Humphrey, 2006). KM processes in organizations help workers in knowledge-intensive environments to establish shared understanding and to derive value from knowledge (Mohrman et al., 2002). The current study reveals the significant positive relationship between KM activities and employee performance in the banking sector of Pakistan. ...
The banking sector is facing constant change and fierce competition. In this scenario, banks need to align themselves with the ever-changing environment by enhancing employee knowledge base to create capabilities. The basic objective of the current study is to examine the effect of knowledge management activities and dynamic capabilities on employee performance in the banking sector of Pakistan. This research employed a quantitative method to analyse the data. The sample was taken from employees who are working in public and private banks in Pakistan. A self-administered questionnaire was distributed among employees of public and private banks adopting stratified random sampling technique. Ordinary Least Square (OLS) method is used to testify the hypothesis and factor analysis to examine the validity and reduction of the items. This research finds that both knowledge management activities and dynamic capabilities have significant effect on employee performance in the banking sector of Pakistan.
... Furthermore, establishing and utilizing cross-functional teams may stimulate knowledge creation, whereas too hierarchical a structure slows the flow of knowledge (Nonaka and Takeuchi, 1995). Legitimizing various types of communities of practice and interest is likely to create forums for knowledge development and utilization (Brown and Duguid, 2001;Mohrman et al., 2002). Similarly, reducing organizational barriers by developing egalitarian work practices and boundary-free organizations can support teamwork and shared problem-solving (and, thus, knowledge sharing and transfer across the organization; Youndt and Snell, 2004). ...
Purpose
Knowledge is a firm’s most valuable resource, and knowledge management (KM), or the ability to leverage knowledge resources, constitutes the base for the firm’s competitive advantages. This paper contributes to the emerging discussion on the contextualization of knowledge-oriented research by examining the universality of KM practices.
Design/methodology/approach
A theorized ten-fold conceptualization of KM practices is tested on a sample of 622 firms from four countries (Finland, Spain, China and Russia). Confirmatory factor analysis and principal component analysis are used to test the applicability of the concept in various country contexts.
Findings
The findings provide interesting evidence of variation in the managerial assessment of KM practices among countries. This shows that KM practices are socially embedded phenomena, affected by the managers’ institutional and cultural contexts.
Research limitations/implications
Researchers and managers are advised to be mindful of the differences in terms of KM practices between the studied countries, and to display a certain cultural sensitivity when approaching KM.
Originality/value
The paper is the first to examine the managerially assessed structure of KM practices in a cross-country context with multi-firm datasets. The results will help to determine the similarity of KM practices in four economically and culturally distinct countries. It also adds to the discussion about the potential national peculiarities of KM and provides a novel concept of KM practices, which is tested in a cross-national context. Thus, this study provides an outline for future KM studies and increases managerial understanding about the variety of value-creating KM practices.
... Because customization requires complex internal exchanges among employees, structural intensity can help employees bring their distinct knowledge and abilities together in order to effectively customize the firm's offerings. Indeed, employees can be great resources to each other when structural approaches are used to improve relational commitment (Mohrman, Finegold, & Klein, 2002). Therefore: ...
Business-to-business (B2B) professional service firms often develop highly customized offerings for their customers. Customizing B2B professional services is a knowledge intensive process that requires the coordinated efforts of individuals with specialized knowledge and skills. Drawing on customization and social capital theory, we develop and test an intellectual capital (IC) model of customizing B2B professional services that rests on two foundational premises. First, three different forms IC, that is, employees' knowledge of customers, employees' technical knowledge and abilities, and organizational creativity, make firms more effective at customizing B2B professional services. Second, internal social capital (ISC) is a precursor to the intellectual capital that enables firms to effectively produce customized B2B professional services. Analyses of data from key informants of 161 marketing research firms support our theses.
... In the current knowledge era, KM processes constitute such contextual features of the work environment, which can enrich the job and increase job satisfaction (Mohrman, 2003;. KM processes in organisations help workers in knowledge-intensive environments to establish shared understanding and derive value from knowledge (Mohrman et al., 2002). More specifically, knowledge acquisition improves job satisfaction because it involves access to new knowledge that improves efficiency in carrying out one's tasks. ...
Purpose
This paper aims to propose that knowledge management (KM) could be a way to nurture job satisfaction and examine how KM can increase individual employees’ job satisfaction.
Design/methodology/approach
A theoretical model concerning the connections between five facets of KM (knowledge acquisition, knowledge sharing, knowledge creation, knowledge codification and knowledge retention) and job satisfaction is proposed. It is then empirically tested with a structural equation modelling partial least squares analysis of a survey data set of 824 observations, collected from the members of a Finnish municipal organisation.
Findings
Existence of KM processes in one’s working environment is significantly linked with high job satisfaction. Especially intra-organisational knowledge sharing seems to be a key KM process, promoting satisfaction with one’s job in most employee groups. Interestingly, significant knowledge-based promoters of job satisfaction differ as a function of job characteristics.
Practical implications
KM has a strong impact on employee job satisfaction, and therefore, managers are advised to implement KM activities in their organisations, not only for the sake of improving knowledge worker performance but also for improving their well-being at work.
Originality/value
This paper produces knowledge on a type of consequence of KM that has been largely unexplored in previous research, individual job satisfaction. Also, it promotes moving the KM literature to the next stage where the impact of KM practices is not explored as a “one size fits all” type of a phenomenon, but rather as a contingent and contextual issue.
... Furthermore, the establishment and utilization of cross-functional teams may stimulate knowledge creation, whereas too hierarchical a structure slows knowledge flows (Nonaka and 436 BJM 10,4 Takeuchi, 1995). The legitimization of various types of communities of practice and interest is likely to create powerful forums of knowledge development (Brown and Duguid, 2001;Mohrman et al., 2002) that are therefore likely to enforce innovation performance. Based on this argumentation, we formulate the following hypothesis: ...
While the importance of knowledge for firm's success seems to be a widely accepted argument in the current management literature, there are relatively few empirical studies demonstrating whether and how engagement in knowledge management impacts firms' objective financial performance. To bridge this gap, our paper examines the impact of knowledge management practices on financial performance of firms, measured with return on equity and return on assets. By using measurement points for objective performance measures from two different years - from the same year as the data was collected and from the following year - we are able to examine this issue from causality-oriented perspective. Unlike many papers on knowledge management which focus on the generic knowledge processes, such as knowledge sharing and knowledge creation, we focus on knowledge management practices, which are the systematic and conscious activities applied in an organization for better leverage and utilization of knowledge. Based on existing literature, we define six sets of such practices: strategic management of knowledge, structural arrangements, building a knowledgefriendly culture, information and communication technology practices, human resource management practices and learning mechanisms. To study the research setting empirically, we utilize a dataset of 399 Finnish companies collected at 2010-2011. Using Spearman's correlation analyses, we examine the relationship between the aforementioned six knowledge management practices on Return On Equity (ROE) and Return On Assets (ROA). We found consistent evidence on the positive relationship between most of the knowledge management practices and firm performance with different time lags, and with the two performance measures. Thus, overall our results demonstrate that engaging in systematic activities for managing knowledge significantly increases firm performance, and thus underlines the importance of a systematic approach to knowledge management for company competitiveness. The model presented in the paper is the first step of a major international research project "Intellectual Capital and Value Creation", where the impact of intellectual capital and knowledge management practices on firm performance is tested in a dataset collected from eight countries (Finland, Russia, China, Italy, Spain, Portugal, Romania, Serbia).
... Furthermore, the establishment and utilization of cross-functional teams may stimulate knowledge creation, whereas too hierarchical a structure slows knowledge flows (Nonaka and 436 BJM 10,4 Takeuchi, 1995). The legitimization of various types of communities of practice and interest is likely to create powerful forums of knowledge development (Brown and Duguid, 2001;Mohrman et al., 2002) that are therefore likely to enforce innovation performance. Based on this argumentation, we formulate the following hypothesis: ...
Purpose
– Recent empirical studies have suggested that knowledge-based issues are closely related to companies’ innovation performance. However, the majority of research seems to be focused either on static knowledge assets or knowledge processes such as knowledge creation. The purpose of this paper is to concentrate on the conscious and systematic managerial activities for dealing with knowledge in firms (i.e. knowledge management (KM) practices), which aim at innovation performance improvements through proactive management of knowledge assets. The study explores the impact that KM practices have on innovation performance.
Design/methodology/approach
– The authors provide empirical evidence on how various KM practices influence innovation performance. The results are based on survey data collected in Finland during fall 2013. The authors use partial least squares to test the hypothesized relationships between KM practices and innovation performance.
Findings
– The authors find that firms are capable of supporting innovation performance through strategic management of knowledge and competence, knowledge-based compensation practices, and information technology practices. The authors also point out that some of the studied KM practices are not directly associated with innovation performance.
Originality/value
– This study adds to the knowledge-based view of the firm by demonstrating the significance of the management of knowledge for innovation performance. Furthermore, the division of KM practices into ten types and the provision of the validated scales for measuring these add to the general understanding of KM as a field of theory and practice. This study is valuable also from managerial perspective, as it sheds light on the potentially most effective KM practices to improve companies’ innovation performance.
... A company's business strategy determines what knowledge domains are most critical to its success, helps the corporation determine where to invest scarce resources, and helps employees focus their knowledge activities. It also helps employees to see their work in a larger context, one of the key knowledge work behaviors related to knowledge outcomes (Mohrman, et al., 2002). ...
... People with laterality can act as a bridge and interpreter between different functional or cultural areas; can rapidly learn the basic language and conceptual framework of their collaborators; are confident, but not egotistical, about what they know; and are not defensive about their lack of knowledge in other areas. An examination of the power of laterality will provide important developments for theories of integrative effort, as well as insights into training and development (Finegold, Benson and Mohrman, 2002): P7: The greater participants' laterality, the higher the innovation in the collaboration. ...
This research investigates emergent processes that are required to work effectively when workers rely on information technology, represent different cultures, are geographically dispersed, and lack a shared history of working together; when stakeholder requirements are ambiguous; when internal incentives for work are incongruent; when deadlines are urgent; and when the physical environment is in flux. Increasingly, these contextual conditions exist simultaneously, resulting in psychological, social, and organizational challenges that complicate work processes and call into question assumptions of traditional organizational models. The focus here is on the collaboration as the unit of analysis: a time-limited multi-party effort to produce an explicit product or service with cooperative and coordinated action across organizational and/or national boundaries. Collaborations occur in most major sectors, including development of a new pharmaceutical product, the design of an aircraft, making a film, or development of software. A model that identifies key success features and core attributes of effective global collaborations is developed. A unique nuance is that I examine the interaction of these features with the contextual conditions, testing the idea that particular features and attributes will be more or less critical for effectiveness, depending on the degree to which certain conditions are faced.
... Some 88 million N-geners-the net generation (people between the ages of 2 and 22) -will enter the workforces in Canada & the US between 2000 to 2020.The Ngeners thrive on collaboration & many find the notion of a "boss" somewhat Bizarre. [13], [14]. ...
Knowledge management has generated much interest in recent years and has become the latest management buzz in town. Knowledge is seen as a driver for the definition and development of an organizational strategy and a key determinant of sustainable organizational competitiveness. The shift to knowledge as the primary source of value means that knowledge plays a key role in the organizational effectiveness. Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. This paper highlights what is knowledge management & its elements and how knowledge management creates the values for the organization to increase the organizational competitiveness in an efficient manner.
... Based on a review of studies explicitly combining HRM and KM, it seems that an especially essential part of HRM for KM is rewarding and remuneration. For example, Mohrman et al. (2002, p 149) argue that " HRM practices, such as development and reward systems, should be directed to motivate and build the capabilities of employees to perform effectively and contribute more extensively to knowledge leverage, generation and application. This will require the redefinition of the employment relationship so that employees see this activity as core to their jobs. ...
... It has been widely stated that " knowledge is the only lasting competitive advantage. " However, simply generating knowledge is insufficient to ensure that advantage (Mohrman et al., 2002). Knowledge must be shared and applied to an organization's products or services. ...
Purpose
The purpose of this article is to provide a conceptual framework for measuring the performance of multidiscipline teams in knowledge‐creating organizations.
Design/methodology/approach
The author conducts a meta‐analysis of case studies on individual and team performance and technical communication in the context of creating organizational knowledge. This analysis provides a basis for a new conceptual framework for team functions and performance.
Findings
This framework updates the definition of team functions to include knowledge creation and communication. The framework describes several factors that contribute to successful performance and provides a scale for measuring successful performance based on the additional team functions.
Practical implications
An organization's ability to create and manage knowledge may be their only lasting competitive advantage. Managers, whose responsibilities include fostering purposeful knowledge creation and transfer, need a framework for understanding how these goals can be factored into team performance and what factors contribute to the successful achievement of these goals. This paper provides such a framework.
Originality/value
This is the first conceptual framework for team performance that includes knowledge creation and stakeholder communication as principle team functions.
... Based on a review of studies explicitly combining HRM and KM, it seems that an especially essential part of HRM for KM is rewarding and remuneration. For example, Mohrman et al. (2002, p 149) argue that " HRM practices, such as development and reward systems, should be directed to motivate and build the capabilities of employees to perform effectively and contribute more extensively to knowledge leverage, generation and application. This will require the redefinition of the employment relationship so that employees see this activity as core to their jobs. ...
Purpose
While nowadays an extensive literature promoting knowledge management (KM) exists, there is a worrying shortage of empirical studies demonstrating an actual connection between KM activities and organizational outcomes. To bridge this gap, this paper aims to examine the link between KM practices, firm competitiveness and economic performance.
Design/methodology/approach
This paper proposes a framework of KM practices consisting of human resource management (HRM) and information communication technology (ICT). These both are hypothesized to impact competitiveness and economic performance of the firm. Hypotheses are then tested with structural equation modeling by using a survey dataset of 234 companies.
Findings
The results show that HRM and ICT practices for managing knowledge are quite strongly correlated and have a statistically significant influence on both financial performance and competitiveness of the firm. The findings also indicate that ICT practices improve financial performance only when they are coupled with HRM practices.
Research limitations/implications
The data are limited to companies from Finland, Russia and China.
Practical implications
The paper contributes to managerial practice by pointing out the importance of utilizing a combination of both social and technical means for KM and illustrating that they do matter for the company bottom line.
Originality/value
This paper contributes to the literature on knowledge‐based organizing by empirically analyzing the performance impact of various areas of KM. It thereby tests the proposition put forth in many previous theoretical and case‐based studies that KM promotes high organizational performance. It also addresses the interaction of social and technical KM practices in producing organizational outcomes.
... Organization design initiatives that explicitly target KM knowledge loss goals can be introduced to impact the psychological, emotional and behavioral processes involved in the stay or leave decision and build a culture of retention and engagement (Holtom,Mitchell, & Lee, 2006;Jamrog, 2004). The ability to execute KM design strategies to promote knowledge worker engagement and retention is becoming a critical organization competency (McCann & Buckner, 2004;Mohrman, Finegold, & Klein, 2002;Nadler & Tushman, 1997). ...
This paper illuminates significant relationships between three major knowledge management (KM) design dimensions and the perceived ability of 150 organizations to retain their knowledge workers. Knowledge worker retention is a critical challenge for today's organizations as they face increasing global competition with its demands for even more such workers, while dramatically shifting workforce demographics hasten their exit. KM design initiatives that accelerate knowledge creation, acquisition, and particularly knowledge capture, sharing and retention, are receiving unprecedented levels of investment as a result. While many factors impact organization financial performance, this research indicates that successful knowledge worker retention is significantly related with higher reported financial performance. The implications of these results are noted.
... Such myopia can result from two possible sources: the inability of teams to see beyond the process that is the focus of their project, or a reward system that inadvertently discourages the alignment of objectives (Ackoff, 1994). These two underlying issues can be combated by a rational projectselection procedure that assesses goals with a systems view, combined with an appropriate reward mechanism (Senge, 1990 ). Therefore it is important that CI infrastructure include mechanisms to ensure that the selected CI projects add value for the organization rather than simply targeting improvement for improvement's sake (Bateman, 2005; Mohrman et al., 2002). A systems view can also be facilitated by focusing on the customers' point of view at every step of the CI initiative (Delbridge and Barton, 2002; McGrath et al., 1992). ...
We examine the content of continuous improvement strategies and identify infrastructure decision areas that are important for continuous improvement initiatives. We present a framework of infrastructure based on the idea that continuous improvement can serve as a dynamic capability when it includes a comprehensive organizational context. Further, we study continuous improvement initiatives in five companies to investigate the practices used by them in each of the decision areas of our framework. This research adds to the conceptual understanding of continuous improvement and results in grounded propositions about critical areas of infrastructure for continuous improvement.
... Lyytinen & Robey (1999) Certain organisational designs Organisation structures, processes and practices can create artificial boundaries that limit learning, knowledge sharing and development (especially with respect to the positioning of the Information Technology function). Ayas (1996 Ayas ( , 1999); Nadler & Tushman (1997); Lyytinen & Robey (1999); Schulz (2001); Mohrman et al. (2002) Low aspiration levels If aspiration level is low, learning of capabilities tends to end too soon, resulting in an inferior achievement. Winter (2000) Tacitness A source of great value in capabilities, but the difficulty in articulating what we know limits knowledge sharing / transfer and, therefore, learning from others. ...
Project performance is a continuing issue in research and practice. As an operational and strategic enabler in organisations, Information Systems is challenged by business value creation being undermined by inconsistent and often poor project outcomes. This theory development paper revisits the issue by proposing a different lens. In contrast to the dominant approaches of identifying critical success/failure/risk factors and developing better processes, it highlights the importance of having the right capabilities to deliver projects and how capabilities can be diminished or undermined by common conditions that can arise in projects, leading to underperformance. Drawing on theory from the management literature, a capabilities-based model of project performance is proposed. The model includes drivers for both project performance and underperformance such that the outcome of any one project is the contested result of these opposing effects on the capabilities available to the project, thus accounting for variations in outcomes. The theory is illustrated using a classic case from the literature and a more contemporary Australian case. The paper concludes that the proposed model improves our understanding of project performance as well as our ability to explain empirical data on performance outcomes and anomalous cases in practice of successive projects failing or succeeding.
... Grote and Baitsch (1991) observed similar patterns with the introduction of I.T., concluding that a knowledge sharing culture must either already exist or be developed in parallel with the introduction of technology. This is supported by Mohrman et al (2002) who identify knowledge sharing as one of four identifiable work behaviours which impact upon the effectiveness of knowledge generation, leveraging and application (the other three being: focusing on system performance rather than narrow technical outcomes; following systematic processes, and trying new approaches.) Integration can not be achieved unless departments are willing to cooperate, yet in practice conflicts arise at both departmental and personal levels over the sharing, management and ownership of knowledge. ...
The UK e-government initiative is strongly positivist and rationalist, built upon a competency model of efficiency which embraces
only explicit knowledge and measurable outcomes. As a result e-government provision is being driven not by citizens’ needs
but by a techno-centric, bureaucratic culture which is at odds with successful delivery and adoption. We suggest that government
must refocus from the current rationalist approach to a broader, cross-boundary, institutionalist discourse which acknowledges
socio-technical, cultural complexities at the regional, national and European level. Challenging though this may be, if Web
technology is to be exploited fully and citizens’ needs fulfilled, we conclude that government must acknowledge and seek to
harness both tacit and phenomenological knowledge, requiring a fundamental rethink of the form of knowledge being collected,
codified, transferred and applied.
... According to Choi and Lee [2], the most effective knowledge management strategy encompass both, the system and human aspects of knowledge, where the knowledge management activities are done in a more dynamic way. Mohrman [9] also concludes that the best knowledge management strategies for innovative organizations are the ones using informal and decentralized structures focused on knowledge built through interactions between individuals inside a social environment. ...
During the information era, the knowledge became a competitive differential. The knowledge management, despite of not been a new subject, has increased its importance. In this scenario, the use of corporative social networks supporting organizations knowledge management initiatives turns out to be a promising approach. This article presents the results of a qualitative analysis about the knowledge management initiative based in social networks made in a Brazilian innovation institute. The analysis points out some problems and suggests some improvements in organizational knowledge management processes definition.
... Organization and knowledge management strategies Today's business world is characterized by the growing complexity of global firms, information explosion and speed of decision making, and value and mobility of key employees (Mohrman et al., 2002). In economies dominated by services, where people and information are primary drivers of business, these three trends demand that knowledge and its effective management be treated with particular attention. ...
Purpose
The purpose of this paper is to confirm quantitatively the previous finding that organizational characteristics influence knowledge management, and to assess whether the national culture of knowledge workers equally affects the management of knowledge.
Design/methodology/approach
Based on data gathered from a questionnaire survey of a Japanese pharmaceutical company's 14 foreign subsidiaries, the effects of organizational characteristics and national culture on knowledge management were tested using multiple regression analysis.
Findings
Although organizational characteristics and national culture were found to affect knowledge management, the data showed organizational characteristics to be a stronger prescriptive factor compared with national culture.
Research limitations/implications
Because this research centered on a single company in the pharmaceutical industry, future research should attempt to confirm the validity of this framework in other industries.
Practical implications
Changes in organizational characteristics, such as structure and relationship in particular, rather than adjustments in the composition of employees' nationalities, will have a stronger impact on the resulting knowledge management.
Originality/value
This framework linking organizational characteristics and national culture to knowledge management had received a first justification using a case study approach with a qualitative comparative method and has now been confirmed with a quantitative approach. Among the predictors of knowledge management beyond the realm of deliberate measures within the firm, the data show that organizational characteristics exert a stronger influence than national culture.
More and more people from around the world have become accustomed to buying and selling across the Internet. E-Commerce has become an important interaction channel with customers and partners. Today's enterprises cannot afford being left behind. This is very true from a competitive perspective. This study investigates e-commerce adoption patterns in Palestine. There are commonalities across countries of the Middle East and North Africa (MENA) region. The similarities span across culture, language, economic situation…etc. Therefore, outcomes of this study may be extrapolated to the MENA region to some extent. The study explores the relevant criteria local enterprises consider when deciding to adopt e-commerce. In particular, we assess the relevancy of (18) different parameters from the perspective of decision makers. The study involved a relatively large sample of (3006) enterprises from the West Bank and Gaza Strip. Optimal Data Analysis (ODA) was used for analysis. ODA identifies non-parametric model that maximizes weighted classification accuracy for the tested variables. Bivariate discrimination of enterprises which "do" versus "don't" practice e-commerce was evaluated for each parameter. The results revealed that both technological and organizational attributes are more influential than external or environmental ones. The availability of technology, ICT competencies, enterprise size, and the availability of financial resources are found to have effective impact in pushing towards adopting e-commerce. Environmental attributes like culture, cost, nature of product, etc. have failed to have significant persuading power on adopting e-commerce Copyright©2018, Khalid S. Rabayah and Dr. Abdelbaset M. Rabaiah. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Empresas capazes de configurar recursos e capacidades, distintivamente, deverão fornecer aos clientes mais valor do que os competidores (TEECE et al., 1997). O objetivo da pesquisa foi descrever a percepção dos gestores quanto às práticas de retenção de talentos em uma empresa de Logística e Distribuição. Esta pesquisa é descritiva e qualitativa (SILVA; MENEZES, 2001). Coletaram-se os dados primários em maio de 2013. Buscou-se a entrevista como enfoque direto do estudo (YIN, 2005). Utilizou-se o software Atlas/ti 6.0 para associar dados. Como resultados, nota-se que a retenção de talentos tem várias acepções, por exemplo, desafios, desempenho, trabalho em equipe.
This paper explores value-congruence. A case study research design was applied. Data was collected through semi-structured interviews. The sample comprised five multi-cultural employees in differing capacities and functional areas. The setting was a Japanese Automotive Manufacturer within South Africa. In-depth data analysis was based on grounded theory principles using Atlas.ti software. Seven core themes emerged and key findings demonstrate a multiplicity of contextual and organisational determinants such as behaviour modification, multiculturalism, individual cultures, learned predispositions and attitudes, which underscore the complexities and subtleties of the person-organisation value alignment process. It seems that embedding espoused organisational values in the behaviour of multi-cultural employees in multinational organisations are more of a myth which require management attention. If unmanaged, unaligned employee behaviour will adversely affect return on intangibles, impact the bottom-line and destroy organisational culture. Study limitations relate to the small sample size and the difficulty of grasping the value construct. Future research is recommended.
The objective of this chapter is to increase understanding and management of knowledge management in public sector organizations. In this chapter the knowledge management-based assessment and development process of organizational renewal capability is presented, and it is demonstrated in one large municipal (city) organization. The chapter thereby contributes to the discussion of the importance of organizational renewal capability and knowledge management for public organization renewal and for the performance excellence of public sector organizations in general. The development process of organizational renewal capability provides an approach and methods on how organizations can identify the current state of their renewal enabling factors and the related knowledge processes in order to initiate sustained renewal. Thereby, they can learn to utilize and manage their key knowledge processes by viewing their organization as a developing knowledge system.
The purpose of the present study is to validate a scale for measuring knowledge management in the Technical and Vocational Training Organization of Tehran. The population of the study included all the staff employed in Technical and Vocational Training Organization of Tehran. The research sample comprised 226 staff who randomly selected from the whole staff. The research instrument was the Sallis and Jones's (2002) knowledge management questionnaire which consisted of 42 items with ten underlying constructs of vision and mission, strategy, organizational culture, intellectual capital, learning organization, leadership and management, teamwork and learning communities, sharing knowledge, knowledge creation and digital sophistication. The obtained Cronbach Alpha appeared to be 0.83. The results of factor analysis and principal components analysis, using a varimax rotation showed that the six underlying factors in knowledge management cover the factors of intellectual capital, digital sophistication, knowledge creation, learning organization, team work and learning communities, and vision and mission and the factor of intellectual capital had the highest contribution to the formation of the knowledge management in the Technical and Vocational Training Organization.
Over the last two decades, knowledge has attracted increased interest in academia and practice. Numerous journals have dedicated special issues to knowledge in organisations and over twenty specialised peer-reviewed journals have emerged under the label Knowledge Management (KM). Every sector from manufacturing and services to public administration has engaged in KM initiatives. The Global Knowledge Research Network conducted a global study to identify future research needs in KM. 222 KM experts (38 countries, 42 nationalities, 16 industries, government, international organisations and NGOs, 16 academic disciplines) have contributed to the study. This paper reports the overall results. Future research in KM needs to demonstrate the value contribution of KM, should focus more on human and social factors and explore KM as an essential organisational capability. The core concepts of knowledge should be re-visited to improve the understanding. Given the dominant optimistic view on KM, more critical research approaches should be employed and KM research should experiment with design science, ecological and biological models.
Knowledge creation is a dynamic activity where new ideas and meanings are created through coaction and interactive relationships. However, due to overemphasis on competitive spirit and individualistic orientation, knowledge organizations ignore the significance of people and relationships. Extending a relational perspective, this article proposes a model of servant leadership for facilitating knowledge creation through sharing leadership responsibilities with followers resulting in mutual influence and direction, and inculcating caring relationships. It ensures greater exchange of ideas, experiences, and expertise between servant leaders and followers that result in the generation of new knowledge. By constructing this model we have explained various processes with several propositions showing relationships between servant leadership and shared leadership, shared leadership and knowledge creation, servant leadership and caring relationships, and caring relationships and knowledge creation.
Knowledge Management (KM) has emerged as a strategic imperative to improve organisational competitiveness. An effective KM strategy predicts successful exploitation of organisational knowledge. This research paper explores the KM strategy planning process through a case study of an Indian organisation involved in manufacturing of watches and jewellery. The present research reveals systematic approaches adopted for creating a vision, setting objectives and evolving a KM strategy would help organisations to achieve better implementation of KM strategy. Based on the research, a set of process and content variables are proposed, along with implications for practice and directions for further research.
A common view is that good project management is necessary but not enough to ensure project success. This begs the question: Why not? This paper examines current factor-, process-, and capability-based explanations of project performance and finds gaps in their explanatory power. An alternative explanation is developed from organizational learning and capability theory that integrates drivers for project success and drivers for project failure in one model. Project performance is modeled as the contested outcome of the two opposing drivers, enabling unpredictable variations in project outcomes. A key contribution of the model is the inclusion of drivers of underperformance and failure. These comprise common learning barrier conditions that can reduce or negate the performance value of organizational capabilities applied to projects. Two types of conditions are described: liabilities of incumbency and liabilities of newness. Together, these negative drivers can offset or overwhelm the positive effects of organizational learning on capability accumulation, creating a net performance liability, leading to underperformance or failure— even in well-managed projects. The performance model is illustrated using a longitudinal case study. The model improves our understanding of project performance as well as our ability to explain industry data on project outcomes and anomalous inconsistencies in performance in successive projects. Implications of the model are discussed, including how it might be used in practice. The paper argues from an information systems project perspective, but the model also has relevance to other application domains.
This paper contributes to our understanding of how the performance of IT projects might be improved. It identifies the need for including drivers of failure and underperformance in models of project performance and proposes such a model, focusing on organizational capabilities available to apply to projects. Barriers to learning and capability development are proposed that can offset capability accumulation, reducing the organization's ability to perform well.
Purpose
The purpose of the paper is to illustrate how marketing intelligence might be improved when an organisation's learning capacity is integrated and incorporated in well‐defined organisational subsystems in a not‐for‐profit context.
Design/methodology/approach
First, given that market orientation is primarily concerned with gathering and desseminating marketing intelligence, the paper discusses the theoretical contributions from the learning literature related to interpreting the environment. Second, while many good ideas exist in not‐for‐profit firms, ideas are seldom linked to competencies that must be tracked and developed in the workplace. A more systematic view towards competency creation will increase the unique skills of not‐for‐profits and most likely improve their performance. Third, communities of practice are introduced as a way for not‐for‐profit firms to maximise dramatically the complex relationships that exist between various stakeholders and possible institutional investors. A number of propositions are offered that support the need for communities of practice.
Findings
In relation to P1 and P2 , the workplace of a not‐for‐profit firm needs to be transformed. Establishing a culture of learning is the first step in making this transformation. Improving and advancing a firm's individual and organisational competencies ( P3 ) suggests that individual and team training – depending on the type of not‐for‐profit activities – is needed. In relation to P4 , the authors suggest that a firm's market orientation will be significantly improved by incorporating learning systems that resemble communities of practice.
Research limitations/implications
The propositions for this paper now need to be developed into a number of research questions. This paper has not provided an empirical validation and is limited by the prepositions related to the model. Subsequent testing of the model will greatly enhance its generalised findings.
Practical implications
Actual work practices in not‐for‐profit firms will be substantially improved, if not radically transformed, through a learning organisation culture.
Originality/value
This paper is highly valuable with very little research completed to date on this topic.
A key issue facing senior executives is to what extent IT should be outsourced, if at all. By implication, this issue includes identification of the core capabilities that should be retained to provide the organization with sustainable competitive advantage. From the late 1990s, there has been increased executive focus on internal IT capabilities and where to draw the line—in light of a history of mixed outsourcing outcomes. Even more recently, with growing acceptance of the need for internal IT core capabilities, the issue has included the mechanisms for developing, nurturing, maintaining and evolving these capabilities.
We define a capability as a distinctive set of human-based skills, orientations, attitudes, motivations and behaviors that transform resources into specific business activities. Collections of capabilities, in turn, create high-level strategic competencies that positively influence business performance. The importance of such capabilities is established in three related bodies of literature. The first, grounded in microeconomic strategy, is the resource-based view of the firm (RBV), which argues that an organization's performance depends on the organization's ability to acquire, deploy and maintain a set of advantageous resources or assets (for more detail see Wernerfelt, 1984; Barney, 1991; Amit & Schoemaker, 1993). The second, which extends RBV, is the capability-based perspective, popularized through Prahalad & Hamel's landmark 1990 HBR article on core competencies, focuses on intangible resources, suggesting that an organization is a learning or ‘smart’, organization that builds and deploys assets, capabilities and skills in order to achieve strategic goals.1 Third is a related stream of research that has focused on knowledge as a key enabling organizational capability Furthermore, its relationship to competence is critical: “Knowledge defines and is embedded in the competencies of a company” (Mohrman, Finegold, & Klien, 2002).
For years pundits have predicted that information technology will obliterate the need for everything from travel to supermarkets to business organizations to social life itself. They have heralded the coming of the virtual office, digital butlers, electronic libraries, and virtual universities. Beaten down by info-glut and exasperated by computer systems with software crashes, viruses, and unintelligible error messages, individual users tend to wax less enthusiastic about technological predictions. Amid the hype and the never-narrowing gap between promise and performance, they find it hard to get a vision of the true potential of the digital revolution. John Seely Brown and Paul Duguid in their book The Social Life of Information (Boston: Harvard Business School Press, 2000) help us see through frenetic visions of the future to the real forces for change in society. Arguing elegantly for the important role that human sociability plays in the world of bits, this book, and the chapters published here in First Monday, gives us an optimistic look beyond the simplicities of information and individuals. The authors show how a better understanding of the contribution that communities, organizations, and institutions make to learning, knowledge, and judgement can lead to the richest possible use of technology in our work and everyday lives.
Virtual Teams that Work: Creating Conditions for Virtual Team Effectiveness
- A Sense-Making
- Perspective
A Sense-Making Perspective. In C. Gibson and S. Cohen, (Eds.), Virtual Teams that Work:
Creating Conditions for Virtual Team Effectiveness. San Francisco: Jossey-Bass. Forthcoming.