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A review of survey research in knowledge management: 1997-2001
Abstract
Among the tools that knowledge management (KM) now deploys to assess its state of development are those surveys which determine current practice, establish benchmarks and offer a quantitative/qualitative description of what occurs “in reality”. The premise of this paper is that a competent analysis of survey research in any domain opens a window on the thinking that the field has on itself. Reports a research program which identified surveys that have been conducted in KM between 1997-2001, analyzes these surveys for the themes that form their conceptual foundations, and determines through thematic deconstruction the topics that appear to be major and minor preoccupations in KM. This developed a framework of six bipolar dimensions that account for all the organizing logics employed in the group of surveys. Presses this framework against previous research in which Despres and Chauvel identified the structuring devices used in conceptual models of KM. Concludes by making projections for future thinking in KM given the view it appears to be taking on itself.
... The knowledge and KM processes/capabilities/activities cluster, taken from Alavi andLeidner (2001) andFteimi (2015), involve the keywords knowledge sharing, knowledge creation, knowledge transfer, KM process, KM capabilities to name a few. The critical success factors taken from Heisig (2009) andFteimi (2015) and results are taken from Chauvel and Despres (2002) holds keywords such as organisational aspects of KM, performance, organisational learning, organisational culture, leadership and KM strategy. The KMS and the role of the IT cluster were named accordingly from Ragab and Arisha (2013) contains the keywords technology diffusion, IS alignment, IS implementation, and socio-technical change. ...
... The framework, in this study, covers different topics and insights in KM discipline rather than referring a single special KM topic (e.g., theories, models and environment) or a single KM perspective. The KM framework gives a summary of research design, method and data analysis (based on Fteimi, 2015; Kör and Mutlutürk, 2017), KM activities/ processes/capabilities (based on Mishra and Uday Bhaskar, 2011;Sandhawalia and Dalcher, 2011;Seleim and Khalil, 2011;Kör and Mutlutürk, 2017), KM results/outcomes (based on Chauvel and Despres, 2002;Fteimi, 2015;Kör and Mutlutürk, 2017), theories applied in KM publications (Tzortzaki and Mihiotis, 2014;Fteimi, 2015;Kör and Mutlutürk, 2017), and KM reference disciplines (based on Fteimi, 2015; Kör and Mutlutürk, 2017). In addition, this study introduces a KM framework drawing upon Linstone's (1984Linstone's ( , 1999 multiple-perspectives approach integrating the technical, organisational and personal perspectives and KM users (based on Fteimi, 2015; Pawlowski and Bick, 2015;Serenko, 2013) which form the heart of the framework. ...
... Data collection using online survey method is flexible, versatile, efficient and inexpensive, however, there is the risk of participants not responding (Al-Emadi, 2006). Chauvel and Despres, (2002) stated that questionnaire covered the vast coverage of participants in the sample of the study and provides clear information for conveying the present work. ...
... Moreover, survey sampling approach allows the generalisation of the results to larger populations (Rowley, 2014). Furthermore, survey results can be statistically analysed, and therefore, meaningful conclusions can be drawn (Chauvel and Despres, 2002). ...
Purpose
The purpose of this paper is to develop a framework that illustrates the role of Lean Six Sigma (LSS) in creating organisational innovation climate by investigating the relationship between LSS’s intangible impacts and organisational innovation climate factors.
Design/methodology/approach
A self-administrated survey questionnaire was distributed among 145 public sector officials to get their opinions on the relationship between various observable elements of LSS’s intangible impacts and organisational innovation climate factors, where a response rate of 73.8% was achieved. The collected data were demographically, descriptively and statistically analysed. Accordingly, a house-of-pillars-based framework that illustrates the role of LSS’s intangible impacts in creating innovation climate in an organisation was developed.
Findings
Results from this study indicated that LSS’s intangible impacts on organisational structure and hierarchy, culture, change adaptability, utilisation of staff and staff’s behavioural aspects are positively related to many of organisational innovation climate factors such as trust and openness, challenge and involvement, support for ideas and freedom and autonomy.
Research limitations/implications
The findings of this study are based on the data collected from public sector organisations in the UAE and are supported by relevant literature. However, this study can provide useful guidance for further research for the generalisation of the results to wider scopes in terms of sectors and geographical domains.
Practical implications
The findings of this study will provide UAE public sector officials with a clear roadmap on how to use LSS for promoting innovation and fostering its implementation in practice. This study will also encourage professionals in public sectors to integrate LSS into their innovation strategies to enhance organisational innovativeness and improve service quality.
Originality/value
It is one of the first studies that explores LSS’s intangible impacts and assesses their relationship with organisational innovation climate factors. Hence, this study offers valuable insights for both academics and practitioners and is expected to lay a foundation for a better understanding of how LSS’s intangible impacts can be used in creating organisational innovation climate.
... Usually a small number of employees speak about knowledge management and fewer know exactly what you can do with your current affairs regarding knowledge-based issues. There are different approaches for knowledge management, which can increase the ability to innovate, accountability and consistency to promote the traditional organization to knowledge-based organization [5,6]. ...
... The quantitative data were collected through questionnaires, which are recognized as useful instruments, capable of defining and providing detail about many characteristics of issues under study. Furthermore, the data are collected in a quantitative form that lends itself to statistical analysis [27]. The purpose of the survey was to determine what types of RK were being shared most frequently among academicians in the selected institution. ...
This paper reports the development of a model system through which academicians can exchange and share research knowledge (RK) in higher learning institutions (HLI). The underlying research to support this development adopted a mixed-method design using an exploratory sequential approach. Data were collected from academic staff in a Malaysian public university over a period of six months using questionnaires and in-person interviews. Quantitative and qualitative analyses were used to extract and describe the study’s results. The study found that the academicians share ten types of RK, including research activities, research topics, research methods, data analysis techniques, research findings, research proposals, research papers, publication procedures, research on subject areas, and research innovation. Based on the study findings, a research knowledge system model (RKSM) was developed. The study contributes to the knowledge sharing area through the identification of RK types shared in HLI, drawn from the quantitative and qualitative results. HLI administrators could benefit from the study findings and establish policies to utilize these types of knowledge.
... Sample bias seems to be a common problem in social science research because it may be difficult to generate a random sample of the full population to be surveyed (Ha, Hu, Fang, et al., 2015). A variant of this issue is that a study may have a narrow scope by design, such as by studying a phenomenon in a specified context (e.g., knowledge management practices within a geographical region: Chauvel & Despres, 2002), although the phenomenon is of more general interest. All non-probability sampling surveys risk sampling bias. ...
Questionnaires are a device to elicit human perspectives, self‐reports or knowledge. This article investigates which broad academic fields use questionnaires, whether this use is increasing, and whether it generates average citation impact. This is investigated through a nonprobability sample: articles mentioning questionnaires in their titles, abstracts, or keywords. This procedure captures a minority of research using questionnaires, with substantial biases against fields using alternative terminology, such as ‘instrument’ or ‘survey’, or that rarely explicitly mention questionnaires in titles, abstract or keywords because they play a minor role. The results suggest that the proportion of journal articles using questionnaires tripled between 1996 and 2019, and this proportion increased in all 27 broad Scopus fields. Over the same period, the citation impact of the identified research declined from above average to below average. Thus, whilst academic research seems to be increasingly using questionnaires, the quality or scholarly value of research using questionnaires may be declining. These are tentative conclusions because of the unknown sampling bias for the set of questionnaire‐based articles analysed.
... Grant (2007) examined some 60 papers from three major knowledge management journals and demonstrates that Polanyi's work on tacit knowing has been misinterpreted, especially by Nonaka and Takeuchi (1995), who just extended the personal knowledge to organizational knowledge in a corporate organisational setting. Transferability without participation of a knower is a misinterpretation of the texts of Polanyi that misguided the whole knowledge management literature and practice (Chauvel & Despres, 2002;Crane & Bontis, 2014Gourlay, 2006;Virtanen, 2013). ...
The objective of this paper is to build a model of how tacit knowing is externalised and becomes reflected external knowledge. Knowl- edge Management (Nonaka, 1991, 1994; Nonaka, Toyama, & Konno, 2000) is an important field in Business Administration. Based on the model provided by Nonaka and his colleagues (Nonaka, 1994; Nonaka & Takeuchi, 1995; Nonaka et al., 2000) researchers and practitioners have fallen into the pipe dream that employees’ tacit knowing can be coded and canned in computers (structural capital), eventually leading to the enterprise without humans. Earlier critics (Gourlay, 2002, 2006; Gourlay & Nurse, 2005, Grant, 2007; Philip- son, 2016, 2019) of the knowledge management paradigm have shown that it does not understand Polanyi’s concept tacit knowing and that it is much more complicated to “externalize” such knowing than presumed by KM. The understanding in extant management litera- ture of this process has been very problematic. Building on concepts in philosophy, psychology, pedagogics, organizational science, and engineering, a model is built and exemplified. This paper develops a theoretical framework for how tacit knowing can be externalized, what is required for such an externalization, and discusses the problems in such externalization, limiting it.
تهدف هذه الدراسة إلى الكشف عن العلاقة بين التحفيز الذي يستفيد منه عمال المنشأة الرياضية وإدارة المعرفة لديهم ، وقد استخدمنا في هذه الدراسة استمارة استبيان لقياس أثر الحوافز على تطبيق مفهوم إدارة المعرفة على عينة قوامها (30) موظف موزعين على ثلاث مركبات رياضية بمدينة الاغواط، وتوصلت الدراسة إلى النتائج أهمها: أن للحوافز المادية تأثير قوي على إدراك وتطبيق مفهوم إدارة المعرفة. تؤثر الحوافز المادية على في توفير متطلبات إدارة المعرفة. تزيد الحوافز المادية في فاعلية إدارة المعرفة لدى العاملين في المنشأة الرياضية بمدينة الأغواط.
Purpose
The authors combine institutional theory with resource-based theory to explain how emerging market firms (EMFs) manage their technological knowledge capital by venturing into international markets. The authors further explore the contingency effect of international marketing knowledge and competitive intensity in the home country in influencing technological knowledge capital and internationalization relationship.
Design/methodology/approach
The study employs multiple linear regression analysis using a dataset consisting of 326 Bombay Stock Exchange-listed A and B category stocks for a six-year period (2010–2016).
Findings
The study finds that with an increase in technological knowledge capital, the internationalization of Indian firms increases. Furthermore, international marketing knowledge and competitive intensity positively moderate this relationship.
Research limitations/implications
The study finds that with an increase in technological knowledge capital, the internationalization of Indian firms increases. Furthermore, international marketing knowledge and competitive intensity positively moderate this relationship.
Practical implications
The authors’ findings increase international marketing managers' awareness of how internationalization acts as a knowledge management tool for EMFs under the contingency effect of international marketing knowledge and competitive intensity.
Originality/value
The study provides novel insights into the technological knowledge capital management strategy by EMFs through internationalization and the role of international marketing knowledge and competitive intensity in increasing firms' ability to even better manage technological knowledge capital.
Knowledge Management (KM) initiatives are expanding across all types of organizations
worldwide. The competitive benefits of KM efforts have been demonstrated and documented in
industry, government and in the academic world for the past six years. However, recent global
analyses of such initiatives highlight the fact that not all of them are necessarily successful. One
of the main success barriers relates to organizational culture. After having primarily focused
efforts on information technology (IT), practitioners are now realizing the importance of the
“soft” aspect of KM initiatives. A knowledge-friendly organizational culture must be present or
nurtured in order to succeed in KM.
The purpose of this research is to explore relationships between the successful implementation of
knowledge management initiatives and specific organizational cultural orientations and
attributes. Organizational culture is assessed through organizational trust and organizational
solidarity variables. Depending on a company’s degree of integration of these two cultural
factors, we demonstrated that specific KM initiatives (codification or personalization) are more
or less likely to succeed.
The research findings were accomplished through a validated questionnaire that surveyed 58
organizations involved in KM. Organizations that participated were predominantly large
organizations in the consulting and IT - telecommunication field as well as agencies in the
Federal Government. Respondents were mainly service-oriented offering both standardized and
customized products/services and were predominantly located in the Washington, DC area.
v
The contribution of this study may help companies and their units seeking to launch a KM
initiative to choose which KM initiative to employ in order to maximize their chance of success.
Though limited in terms of sample size, this study has the potential to assist other researchers in
refining and modifying such approaches to maximize knowledge and insight in this field that is
still deficient in theory, tools, models and frameworks.
Purpose
The objective of this paper is to develop baseline data on knowledge management (KM) initiatives of business organizations in the United Arab Emirates (UAE). UAE is a rapidly growing economy in the Arabian Gulf region and it is timely to assess KM initiatives of UAE companies and the barriers and challenges they face in KM adoption and implementation.
Design/methodology/approach
A survey research design was used to collect data on KM practices of a sample of companies based in the emirates of Dubai and Abu Dhabi.
Findings
Importance of KM practices is gradually being recognized in UAE and several organizations have initiated a number of KM‐related programs. Most KM initiatives are focused on explicit knowledge, and companies are investing significant resources in building their ICT infrastructure. The study documents the importance of a companywide KM strategy, top management commitment, proactive HRM policies, and a supportive cultural environment as the critical success factors to advance KM practice and theory in UAE.
Research limitations/implications
The study employed a non‐probability sample which limits its ability to generalize findings to the larger population of UAE business organizations.
Practical implications
The study offers much‐needed baseline data on KM initiatives of UAE companies, the benefits they associate with KM and barriers they must overcome to implement KM practices. These baseline data are expected to encourage further research on KM in UAE and other Gulf countries.
Originality/value
The study represents a first systematic and comprehensive attempt at reporting baseline data on KM adoption in UAE.
This article undertakes a review of traditional performance management appraisals against 360-degree feedback applied to the sport coaching setting. The role of the coach is central to the overall performance of any team or athlete and how this performance is managed and evaluated may have significant impacts on overall sporting success. The benefits and challenges of both traditional performance appraisals and 360-degree feedback are outlined within this review and it is argued that although at potentially greater time cost to an organisation, 360-degree feedback for coaches is a superior method of managing and evaluating coaching performance therefore potentially facilitating high levels of sustainable long-term sporting success.
Scitation is the online home of leading journals and conference proceedings from AIP Publishing and AIP Member Societies
The construction industry has witnessed unprecedented levels of technological change over the last 10 years in particular, the corollary of which has required key decision makers to fundamentally re-think the way they: (a) have undertaken business in the past; (b) are currently doing business at the moment; and, (c) will need to change their business practices in order to compete in the future. This research attempts to understand this trichotomy, with a specific emphasis on understanding key decision makers' perception of e-readiness within the context of the construction industry. Research findings highlighted the importance of People, Process and Technology, along with five core enablers that are deemed priority areas for operationalisation. The rubrics for managing these dependences are also discussed in the context of future leveraging opportunities. This research reports the significant importance of ICT to capture, store and reuse knowledge in the organisational and demonstrates the need for the organisation to be e-ready.