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The theory and practice of knowledge management and transfer: The case of the Olympic Games
Abstract
The purpose of this paper was to examine the theory and practice of knowledge management processes, using the Olympic Games as the empirical setting and the Olympic Games Organizing Committee and its stakeholders as participants. The case study of the 2010 Vancouver Olympic Winter Games was inductively and deductively content analyzed, resulting in the development of a knowledge management and transfer process model for Olympic Games organizing committees and their stakeholders. Moreover, we found that the information and knowledge concepts should be placed on a continuum from explicit to tacit (with experience); practitioners do not distinguish between knowledge management activities as researchers do; socialization, externalization, combination, and internalization mechanisms can be found when tailoring knowledge for a stakeholder; and knowledge sources, reasons, organizational culture, and especially individuals are important when implementing knowledge management/transfer processes.
... On the one hand, sport mega-events represent massive resource input and unprecedented challenges. Given the usual one-off nature of sport mega-events, recurring costly mistakes can and do occur (1). Many countries or cities lack the experience to host sport mega-events. ...
... The systematic review showed that there are many stakeholders involved in the KM process because of the complexity of sport mega-events. They are divided into internal (such as staff of organizing committees) and external stakeholders (such as the host government, media, and local community), and each stakeholder group has its own needs and wants (1,15,23). ...
... (1). These VANOC intranet/extranet combined with the OGKM extranet housed the information and knowledge produced, such as technical manuals, meeting minutes, policy documents, daily reports, and final reports (1). VANOC also actively fulfilled the requirements of OGKM programme for the OGs, such as hosting secondees and observers from Sochi (the next Winter Games host) before and during the Games, conducting a debrief post-Games, and submitting material for the OGKM extranet for future hosts to examine (1). ...
Introduction
The aim of this study was to conduct a systematic review to describe and explore the current state-of-the-art of sport mega-event knowledge management research.
Methods
Following the PRISMA protocol, the authors conducted a systematic search of academic and gray literature in sport, social sciences, and humanities databases. From the initial 1,751 studies reviewed, 16 met the inclusion criteria.
Findings
In these studies, knowledge management in sport mega-events was mainly researched in the context of the Olympic Games. Compared with other events, the Olympic Games built a more formal knowledge management programme, which may explain why it attracted more attention.
Discussion
Most of the studies highlighted the importance of tacit knowledge and individuals, as well as the needs of different stakeholder groups. Findings showed that social, cultural, political, and historical differences between hosts weaken the effect of knowledge management. Many of the published empirical studies are descriptive investigations and lack support of related theories or conceptual frameworks. The impacts of knowledge management process on the host regions and knowledge transfer between events and local stakeholders have been little explored.
... A literatura apresenta várias abordagens conceptuais usadas no estudo dos eventos de desporto. Das quais se destacam: -Os aspetos de celebração dos eventos e na comunidade (por exemplo, Ziakas & Costa, 2010;O'Brien & Chalip, 2008) e a teoria do reforço à comunidade (Onyx & Bullen, 2000); -A abordagem centrada nos impactos económicos dos eventos na cidade/região/país (Groothuis & Rotthoff, 2016, Preuss, 2005, na economia social e do bem-estar (Solberg & Preuss, 2007;Charrier & Jourdan, 2009); -Os padrões espaciais e temporais, as necessidades de recursos, e o impacto do evento no meio ambiente (Ferbrache, 2013;Giulianotti & Klauser, 2010;Collins, Jones, Munday, 2009); -A evolução, os ciclos de vida e no desenvolvimento do evento como um processo (por exemplo, Koenigstorfer et al., 2019;Bridges, 2011;McCartney & Osti, 2007); -As questões associadas ao marketing e patrocínios, a marca e o marketing de emboscada, licenciamentos e direitos de transmissão (por exemplo: Biscaia et al., 2013;Byers, Slack & Parent, 2012;Macintosh et al., 2012;Xing & Chalip, 2009); -As políticas de acolhimento, "soft power" e licitação dos eventos (por exemplo, Brannagan & Giulianotti, 2015;Grix et al. 2017;Bason & Grix, 2018); -As motivações dos espetadores para participarem no evento, através das teorias da identidade social (Heere et al., 2013;Green, 2001) e do rendimento psíquico (Kim & Walker, 2012); -O foco na sociologia das pequenas sociedades, grupos de parceiros e na comunidade local, com base na teoria das trocas sociais, do prospeto, das representações sociais e do capital social (por exemplo: Ribeiro & Almeida, 2020, 2021bInoue & Havard, 2014;Karakadis & Kaplanidou, 2012;Tomlinson, 2000;Putman, 1995); -A abordagem da gestão, que inclui as teorias organizacionais e o estudo comportamental, gestão estratégica, a liderança, a gestão de recursos humanos, a tomada de decisão, a estrutura organizacional, a gestão de parceiros e a gestão de problemas (por exemplo: Ribeiro et al. 2021;Parent et al., 2014;Parent, Rouillard & Leopkey, 2011;Chase, 1984). ...
... -Por fim, os processos de gestão e transferência do conhecimento (Parent et al., 2014) estão associados, por exemplo, à teoria emergente (Spender, 2002). ...
... Neste sentido, cabe ao gestor do evento desenvolver um processo de gestão do conhecimento acerca dos eventos que promove na sua organização. Segundo Parent et al. (2014) Compartilhar o conhecimento adquirido: divulgar as aprendizagens anteriores para criar melhores práticas dentro da organização do evento, para treinar novos membros e transferir essas informações para a próxima pessoa que ocupar a sua posição na estrutura organizacional. ...
O Livro “Gestão de Eventos de Desporto: Um Guia para a Gestão” é uma introdução aos princípios e às áreas funcionais que sustentam e acolhem os eventos de desporto, desde a sua conceção até ao seu encerramento. Ele comporta um vasto número de planos operacionais, discutindo as principais funções e desafios a desempenhar pelo gestor de eventos. No final, numa visão ampla da gestão, são elencadas e analisadas as diferentes fases que compõem a organização de um evento, perspetivando novos cenários e mitigando potenciais problemas.
O livro baseia-se nos referenciais teóricos mais recentes e nas experiências práticas dos autores da gestão do desporto, considerando como o padrão-principal da organização de eventos nacionais. Este livro envolve áreas-chave do processo de gestão de
eventos, onde pode encontrar:
Conceção, candidatura e planeamento
Áreas funcionais do evento
Implementação e monitorização
Avaliação e feedback.
Cada capítulo contém uma combinação da teoria, exercícios práticos, fotografias e questões de reflexão, sobre eventos de desporto de todo o mundo, ajudando estudantes e gestores a entender e preparar eventos sustentáveis à escala nacional e internacional. Gestão de Eventos de Desporto: Um Guia para a Gestão é um livro essencial para
qualquer curso sobre gestão de eventos de desporto e um recurso inestimável para todos os académicos e profissionais de gestão do desporto.
... However, KM in NPSOs is an under-explored area in the sport management field, with only a small number of studies (e.g. Girginov et al., 2015a;Girginov et al., 2015b;Halbwirth & Toohey, 2001;O'Reilly & Knight, 2007;Parent et al., 2014;Tuan, 2020;Werner & Dickson, 2018;Willem et al., 2019). Girginov et al. (2015b) called for research drawing on KM and innovation to advance our understanding of the management of sport organizations. ...
... Although a few studies regarding KM have been conducted in sport organizations (e.g. O' Reilly & Knight, 2007;Parent et al., 2014), investigating the influence of KM processes on innovation has been given little attention. Findings from our study add to the emerging line of research on innovation in NPSOs (e.g. by showing that they need to acquire knowledge from external entities and apply KM to succeed in managing the knowledge sources at their organizational level. ...
... Findings from our study add to the emerging line of research on innovation in NPSOs (e.g. by showing that they need to acquire knowledge from external entities and apply KM to succeed in managing the knowledge sources at their organizational level. This finding supports the significance of internal and external knowledge to effective KM processes (Parent et al., 2014;Schenk et al., 2015) that enhance NPSOs' innovativeness. ...
ABSTRACT
Research question: In this study we examine whether knowledge management (KM), along with innovation concepts (attitude toward innovation, open innovation, and innovativeness), evokes direct and indirect influences on organizational performance of nonprofit sports clubs.
Research methods: A total of 266 valid questionnaires were collected online from board members of nonprofit sports clubs in Iran. Structural equation modeling was used to investigate the relationships between variables.
Results and findings: The results indicate that KM has a positive effect on organizational performance via two different sequential mediators: attitude toward innovation and innovativeness, and open innovation and innovativeness. KM has a direct positive effect on sport clubs’ innovativeness and organizational performance.
Implications: Nonprofit sports clubs should take advantage of promoting KM processes such as facilitating the development and sharing of new knowledge through relying on internal and external knowledge sources. By doing so, sports clubs can enhance capabilities to exploit external knowledge and foster a positive attitude towards newness and innovation which can help them to innovate more and perform better. The study provides theoretical and managerial implications that help sports clubs innovate and increase multiple aspects of their organizational performance.
KEYWORDS: Knowledge management processes innovation concepts attitude performance multidimensional perspective
... Since KM is a key tool to leverage organizational performance and provide competitive advantages to organizations (Birasnav, 2014), including NPSOs (O'Reilly & Knight, 2007, it is easily assumed that community sport clubs (CSCs) would increase their organizational performance by implementing KM at the organizational level. However, KM has been underexplored in the NPSO context with only a few studies published in sport management journals (Girginov, Toohey, & Willem, 2015;Halbwirth & Toohey, 2001;O'Reilly & Knight, 2007;Parent, MacDonald, & Goulet, 2014;Tuan, 2019;Werner & Dickson, 2018). ...
... This finding confirms the need to put more efforts in building NPSOs' capacity in knowledge sharing (Allameh et al., 2014) and knowledge acquisition (Wemmer et al., 2016) to improve their organizational performance. This result supports previous studies in sport domains by confirming the significance of internal and external knowledge to effective KM processes (Parent et al., 2014;Schenk, Parent, MacDonald, & Proulx Therrien, 2015), which enhance perceptions of CSCs' performance. Accordingly, KM could be an important tool in NPSOs where influential CSC managers need to (a) manage their financial stability and positive membership development (Maxwell, Foley, Taylor, & Burton, 2013;, (b) improve their strategic objectives (e.g., human resource qualifications and the functioning of the club), (c) enhance planning and development capabilities and learning processes (Misener & Doherty, 2009), and (d) achieve their overall organizational objectives (e.g., grassroots and elite sport development). ...
... Although a few empirical studies regarding KM have been conducted in sport organizations (e.g., O'Reilly & Knight, 2007;Parent et al., 2014), investigating the influence of KM processes on performance has been given little attention. By confirming the direct positive effect of KM on organizational performance of CSCs, this study echoes the arguments of prior studies in NPSOs (Girginov et al., 2015b;Halbwirth & Toohey, 2001) and provides an empirical evidence to connect this relationship. ...
The authors examined the effect of unlearning context on organizational performance of community sport clubs (CSCs) via knowledge management. The board of directors of CSCs in Iran were invited to participate in this study. The research employed the multidimensional constructs of unlearning context, knowledge management, and organizational performance. The findings indicated that unlearning context had positive effects on knowledge management and organizational performance. Knowledge management played a role of partial mediator in the relationship between unlearning context and organizational performance. Non-profit sport organizations need to take advantage of promoting unlearning context to facilitate acquisition, creation, sharing, storage, and application of new knowledge among members, which in turn, could help them perform better. The study provides both theoretical and managerial implications that promote sport clubs to apply unlearning context and knowledge management processes to increase both financial and non-financial aspects of their organizational performance.
... La organización de eventos deportivos, como otros negocios, necesita capturar, compartir y manejar su conocimiento corporativo para reducir la incertidumbre externa y para coordinar y facilitar la implementación de estrategias y políticas (Halbwirth & Toohey, 2001). En otro nivel Parent, MacDonald, & Goulet (2014), afirman que es existe una gran brecha de comprensión en la forma en que el conocimiento actualmente se maneja y transfiere en las organizaciones deportivas, también se desconocen muchos aspectos en el manejo de la red de partes relacionadas. La creación y la transferencia de conocimiento en las instituciones y organizaciones deportivas modernas están emergiendo progresivamente como un factor decisivo en términos de alcanzar logros (Mitrevski & Aceski, 2015). ...
... Otro de los casos investigados sobre la gestión del conocimiento en organizaciones deportivas es el expuesto por Parent et al. (2014) quienes realizaron un estudio teórico y práctico sobre el Comité Organizador de los Juegos Olímpicos. El proceso de transmitir el conocimiento en los grandes eventos olímpicos es relativamente nuevo, de hecho, formalmente solo se lo conoce desde el año 2000, cuando el Comité Organizador de los Juegos Olímpicos de Sídney realizó un proyecto de gestión del conocimiento, que fue más bien un intento de manejo de información con el propósito de dejar un legado Este proyecto fue el punto de partida para la creación y aplicación del Programa de Gestión del Conocimiento de los Juegos Olímpicos -OGKM-(por sus siglas en inglés). ...
... Fuente: Parent et al. (2014) La segunda parte del análisis de los resultados del análisis de caso se refiere a la práctica de la Gestión del Conocimiento (Tabla 4) ...
El objetivo de este artículo es identificar los beneficios
que la Gestión del Conocimiento brinda a las
organizaciones deportivas a través un acercamiento
teórico. Para la administración es un desafío encontrar
las formas y las razones por las que las organizaciones
aprenden y crecen. Los casos analizados son ejemplos
paradigmáticos de la aplicación de herramientas de la
Gestión del Conocimiento, en algunos aspectos
organizativos, que traen como consecuencia el
mejoramiento de las prácticas administrativas en la
organización deportiva.
... While knowledge management/transfer has been defined and its general process understood within the context of major sports events (e.g., Halbwirth and Toohey, 2001;Parent et al., 2014b), this has been done in relative isolation from other organisational processes (e.g., governance, accountability or human resource management), despite the usual acknowledgment by researchers that the sport event context is complex (cf. Schenk et al., 2015). ...
... Knowledge is more than information (know-what), it is also know-how and constitutes one of the most valuable organisational assets (Jasimuddin, 2012). Knowledge may be explicit (written, codified) or tacit (inarticulate, internal to a person, more experience-based), the latter being harder to manage and transfer (cf., Parent et al., 2014b;Polanyi, 1966;Winter, 1987;Zander and Kogut, 1995). ...
... From a review of 160 knowledge management frameworks, Heisig (2009) argued for six main knowledge-related activities (see also Parent et al., 2014b): ...
... The Absorptive Capacity, defined as the ability to absorb external knowledge and diffuse it within its boundary [48], is interrelated to the organizational culture and power. Former studies identified the organizations that promote and support learning new knowledge, encourage the creation of knowledge [16,52], and increase their competencies. This enabler is thus summarized as Improving the Learning Culture and Capacities. ...
... However, this still needs to address the knowledge transfer between prior and future hosts. In conclusion, the previous researchers have yet to agree on a standard framework [16] or to develop a specific model for the external knowledge transfer between OCs at international sport mega-events. ...
Gratitude: Thank you for the supervision of Professor Sakis Pappous and Professor Samuel Maria Marcora
Abstract: Sport mega-events are characterized by a high degree of organizational complexity and are where games organizers take opportunities to strengthen their competencies and forge network connections via knowledge transfer. However, there is scarce evidence that the knowledge generated is transmitted between former and future host cities. This investigation aimed at examining the state of research on knowledge transfer at international sport mega-events. It followed the PRISMA protocol to identify critical research gaps and shed light on the barriers and enablers within this subject. Applying the quality and eligibility criteria yielded a final corpus of 11 academic and 6 non-academic works. The results demonstrate that a small group of scholars conducted empirical studies applying mixed research in this area. The three significant barriers were identified as the following: the Accessibility and Availability of Knowledge; the Lack of Absorptive Capacity; and the Dilemma of Knowledge Sharing and Knowledge Protection. Three crucial enablers were diagnosed as per the following: Knowledge Identifying and Tailoring Based on Needs, the Local Context, and Culture; Improving the Learning Culture and Capacities; and Communication, Cooperation, and Strategic Approach. The controversies among different studies also revealed the possible bias and insufficient knowledge transfer related to language, database, technology, geographic location, and priority setting, etc. We suggest further research focusing on specific cases between previous and future hosts.
... Finally, the theme of KT between events of the same type or between organizers who have managed similar events even in different geographical and/or political contexts has been widely discussed as a crucial part of PM methods applied to SEs (e.g., Halbwirth & Toohey, 2001;Parent et al., 2014;Schenk et al., 2015;Toohey & Halbwirth, 2005). Using the example of the Sydney 2000 Olympic Games, the study of Halbwirth and Toohey (2001) may be considered as the starting point for KT in the context of SEs. ...
... Consequently, this part of PM is often missing. However, SE organizers should have a thorough knowledge of available PM methods and the opportunity to benefit from adequate KT and management programs (Halbwirth & Toohey, 2001;Parent et al., 2014;Parent & Smith-Swan, 2013;Schenk et al., 2015;Toohey & Halbwirth, 2005). ...
The purpose of this study was to investigate the use and importance of project management (PM) methods in organizing sports events (SEs). Furthermore, the study analyzed differences in usage and importance of PM methods in relation to the type of SE. Finally, reasons for and obstacles to the implementation of PM methods in organizing SEs were identified. To assess the research questions, a quantitative survey (n = 78) and a focus group discussion (n = 5) were carried out. The results showed that PM methods were employed for SEs with higher usage and importance rates in large compared with small SEs. Requirements by event stakeholders, knowledge transfer, confidence building, progress control, and justification as well as opportunities to save money by introducing an improved planning process were identified as the main reasons for using PM in the organization of SEs. This study is the first work to provide an overview of the usage of specific PM methods in organizing SEs.
... The divergence between the long-term national collective interests of regulators and the sport success interest of fans and media may lead to opportunistic managerial decisions about IC investments Neale (1964) Sport organisations are part of the popular culture and of the entertainment sector Sport organisations' decisions vary in relation to the cultural context in which they operate Nicoliello and Zampatti (2016) Players' wages are the most relevant expenses for sport organisations Players' trading generates core revenues After the FFP regulation, sport organisations need to achieve sport results by respecting financial stability Regulatory interventions affect sport management decisions about IC investments and reporting Parent et al. (2014) KM applies to the sporting event stakeholder network KM strategies that transform the knowledge stored in the relation capital into value creation are those related to the management of sporting events Parent et al. (2017) The interrelationship between KM strategies and good governance practices in sporting events The cultural context in which the governance structure operates potentially affects sporting events' effective exploitation of knowledge (2017) Sport organisations exhibit a trade-off between business and sport goals. They alternatively adopt win or profit maximisation business models Sport organisations' business models influence managers' decision-making about IC investments Rossi et al. (2013) Discrepancies between sport and financial performance Managerial decision can lead to four business models ...
... Examples of such KM strategies are those related to sporting events' management. These events involve stakeholders from several knowledge domains and require a complex management network covering expertise beyond technical knowledge of a particular sport, to also cover the equipment, hospitality, promotions, venue and programmes and brand merchandising (Shone and Parry, 2004, p. 81;Parent et al., 2014Parent et al., , 2017Schenk et al., 2015;Kharouf et al., 2020). Figure 4 outlines the virtuous cycle, which sport managers can activate through KM strategies by combining the knowledge stored in the IC components. ...
Purpose
This paper provides a conceptual discussion of the bidirectional relationship between knowledge management (KM) and intellectual capital (IC) in a specific subset of knowledge-based organisations, i.e. professional sport organisations. Through the review and conceptual discussion of two relevant research themes, i.e. KM strategies for IC value creation and IC codification, this paper aims to highlight research gaps useful to future research.
Design/methodology/approach
The authors apply a systematic literature review method to analyse 66 management and accounting studies on KM and IC in sport organisations. Internal and external validity tests support the methodology adopted.
Findings
The authors provide a conceptual model to explain how KM strategies about IC investments can be optimal, i.e. they create value for all the stakeholders but also suboptimal, i.e. they create value only for a group of stakeholders. Next, they provide evidence of the opportunistic use of the codification associated with IC investments that impair financial reporting information transparency and mislead managers and investors.
Practical implications
The results are informative for managers, regulators and policymakers to mitigate the inefficiencies regarding KM and IC codification and decisions.
Originality/value
This study contributes to the understanding of the bidirectional relationship between KM and IC in knowledge-based organisations by focussing on professional sport organisations in which KM and IC have played an important role for a long time. It also includes future avenues for advances in managing, measuring and reporting IC.
... To date, OL has been largely underexplored in sport management. Only a handful of studies have examined broader knowledge, knowledge management, and related processes such as knowledge creation and transfer (Girginov et al., 2015;Halbwirth & Toohey, 2001;Parent, MacDonald, & Goulet, 2014). Overall, these studies support that the survival and success of any sport organisation is based on the systematic generation of new information, knowledge, and innovation (Girginov et al., 2015). ...
... Overall, these studies support that the survival and success of any sport organisation is based on the systematic generation of new information, knowledge, and innovation (Girginov et al., 2015). While Halbwirth and Toohey (2001) noted the importance of a culture of learning, Parent et al. (2014) suggested that learning was connected to the knowledge-management process. A deeper understanding of OL could thus contribute to the existing knowledge literature, because 'effective knowledge management and transfer processes and research (…) require both organisational theory and behaviour perspectives' (Parent et al., 2014, p. 215). ...
Research question: Although the implementation of corporate social responsibility (CSR) may require changes at the strategic, organisational, and operational levels, studies fall short of investigating the role of organisational learning (OL), which is key to grasp how CSR occurs in organisations. This study fills this gap by exploring the dynamic interaction between different levels of the learning process through which sport organisations implement CSR.
Research methods: Drawing on Crossan et al.’s 4I Framework, we examine the learning sub-processes characterising CSR implementation in a sport federation. This study uses a single-case-study research design and analyses interviews (n = 18) and organisational documents (n = 20).
Results and Findings: This study reveals that OL for CSR is a critical multilevel and dynamic process that consists of learning subprocesses at the intra-organisational and inter-organisational levels. CSR requires both learning new ways of incorporating CSR practices, as well as embedding into the organisation what has already been learnt. Informal and formal groups were identified as strong repositories of learning, while external stakeholders are essential sources of learning intertwined within the organisation alongside the work of inter-organisational boundary spanners.
Implications: Theoretically, this paper extends the discussion of CSR implementation by highlighting the critical role of OL. It does so by revealing patterns of learning institutionalisation for CSR in a particular European sport federated setting. These findings highlight that the level of institutionalisation of learning influences the integration and sustainability of the CSR strategy. Practically, managers should consider these learning subprocesses as appropriate platforms on which to instil the CSR construct within their organisation.
... Minbaeva et al. (2014) view knowledge sharing as a basic tool for knowledge assertion by employees with the main aim of creating knowledge that brings value to the company. Parent et al. (2014) add that knowledge sharing can enable optimal utilization of knowledge within a company. ...
... Knowledge sharing is processed when the knowledge is accessible to other individuals in a company (Ipe 2003), especially when individuals share information, ideas, and suggestions that the organization can benefit from ( Bartol and Srivastava 2002). Knowledge sharing facilitates the transfer or delivery of knowledge from sender to receiver, and it is left to the recipient to accept, classify, and integrate the knowledge ( Parent et al. 2014). Qureshi et al. (2006) further define the broader delivery process as including the access or denial to knowledge for those employees who seek it. ...
Knowledge is an intangible asset that can bring a competitive advantage to any company when it is managed and shared amongst employees. The implementation and promotion of knowledge sharing can be challenging for managers, because it is difficult to measure the benefits. Thus, the first aim of this research was to probe into the experiences of managers in order to assess whether they are aware of the benefits of knowledge sharing and, subsequently, to categorize these benefits. The second aim was to ascertain which measures of these knowledge sharing benefits would be suggested by the managers. Data was collected via interviews with managers from Germany, the Czech Republic, Slovakia, and Japan. Following data collection, some principles of grounded theory were used for data analysis. Participants suggested that knowledge sharing can assist the company improve innovation skills, relationships within and outside of the company, source optimization, and financial performance. Furthermore, some indicators of the benefits of knowledge sharing measurement were identified. © Common Ground Research Networks, Zuzana Crhová, Jana Matošková, Drahomíra Pavelková, All Rights Reserved.
... Knowledge transfer is also defined as a process where the knowledge recites in people being captured, acquired, and processed between outsourcers and providers. Parent, Macdonald, and Goulet (2014) say knowledge may be understood as experiences; contextual comprehension, value-added information, or insights based on the frameworks of understanding that reside in the minds of individuals or groups and has to be managed by themselves in present in the form of tacit or explicit knowledge. Furthermore, knowledge transfer has been related to the other term widely used in a business environment where the term is integrated with exchanged and become knowledge Transfer and Exchange and represent the complete process of delivering and sharing knowledge among organization (Gera, 2012). ...
Today’s Economy is rapidly facing changes in globalization and Knowledge-based products and services. The survival and performance of an organization are influenced by its ability and speed in Developing knowledge-based competencies among the employees (Salina and Fadzilah,2008) According to Goh, SC. (2002), One of the major challenges an organization faces are managing its knowledge assets. Increasingly, knowledge transfer is seen as a basis for competitive advantage. Organizations always face issues with the kind of information, competencies, and expertise that are essential for it to take widespread advantage of available opportunities (Husnain et al., 2021). In addition to these competencies, an organization must possess unique features that competitors find difficult to imitate while operating in the same market and industry (Sousa and Rocha 2019; Sohail et al., 2020). This paper explores, in-depth, the role that key strategic organizational capabilities play in facilitating or preventing knowledge transfer. The paper converses knowledge transfer in an organizational context, then discusses significant organizational capabilities that trigger knowledge transfer and further discuss how these organizational capabilities influence the ability to transfer knowledge, an important area of knowledge management. Each of these key capabilities and their influence on Knowledge transfer is discussed separately and then integrated into a framework to explain how effective knowledge transfer can be managed in an organization with such capabilities. Conclusions are drawn about the complexity of knowledge transfer and the need to take a balanced approach to the process.
... A menedzsment, továbbá a folyamatok bonyolítója, lényeges eszköze a felmérésnek, módszerei segítséget nyújtanak az eljárások meghatározásában, elemzésében, további módszerek feltárásában. A tudásmenedzsment a sportban (O'Reilly, Knight 2007, Doherty 2013, Parent et al. 2014) az a részterület, amely a kutatáshoz szintén kapcsolódik, hiszen a sporttehetség koordinálása, mentorálása adja azt az alapot, amely a képesség kibontakozását, érvényesülését segíti elő a sportszocializációban. ...
A sportoló és annak társadalmi, gazdasági jelentősége a sport széleskörű fejlesztési lehetőségeiben a humán tőke részét is képezi, amely megjelenik a területi tőkében, mint versenyképesség növelő tényező. A társadalmi probléma a sportoló életútjában jelenik meg, hiszen a sportolónak a pályafutása olyan sajátosságokkal bír, amely a társadalomban két külön életpályát képvisel. A sportolói életút jelentős kockázati tényezőt rejt magában, mint a sportolói karrier hosszának bizonytalansága, a munkaerőpiacon való hátrányos megjelenés a hiányos szakmai tapasztalat okán, de a sportolói életmód egyéb kockázati tényezői is megjelennek, a sportkarrier megszakadása egy sérülés, klubváltás, edzőváltás miatt. A sportoló ebben az esetben saját akaratán kívül kényszerül céljainak módosítására. Amennyiben a sportoló felismeri ezt a problémát és tudatosan kezeli a jövőjét, akkor a civil pályára való átmenetét könnyíti meg. A tudatos életpálya alakítása erős kihívást jelent a sportolók számára, hiszen a tanulás és a magas szintű sportteljesítmény folyamatos fenntartása megterhelő feladat. Európai szinten megmutatkoztak a törekvések a sporton keresztül történő nevelés erősítésére. Az Európai irányelvek hazánkban is elindították a kettős karrier programokat, amelyek az élsportolókra terjednek ki és főként az anyagi támogatás rendszerét erősítették. A kettős karrier programok jelentősége viszont a kompetenciák fejlesztése, a tanulás elősegítéseként érvényesülne megfelelően, ebben szerepe lenne az önkormányzati szintnek, a vállalati szegmensnek és az oktatásnak is. A kettős karrier programok országos kialakításához lényeges szempont felmérni a jelenlegi adottságokat, viszonyokat, amely alapján kidolgozhatóvá válik egy hatékony stratégia.
The athlete and his social and economic importance in the broad development possibilities of sport also form part of the human capital, which appears in the territorial capital as a factor that increases competitiveness. The social problem appears in the athlete's life path, since the athlete's career has characteristics that represent two separate life paths in society. The athlete's life path contains a significant risk factor, such as the uncertainty of the length of the athlete's career, the unfavorable appearance on the labor market due to the lack of professional experience, but other risk factors of the athlete's lifestyle also appear, the interruption of the sports career due to an injury, change of club, change of coach. In this case, the athlete is forced to change his goals against his will. If the athlete recognizes this problem and consciously manages his future, he will facilitate his transition to the civilian field. Creating a conscious life path is a strong challenge for athletes, as learning and continuously maintaining a high level of sports performance is a demanding task. At the European level, efforts to strengthen education through sports were evident. The European directives also launched dual career programs in our country, which cover top athletes and mainly strengthened the system of financial support. On the other hand, the importance of dual career programs would be properly enforced as the development of competences and the promotion of learning, and the local government level, the corporate segment and education would also have a role to play in this. For the national development of dual career programs, it is essential to assess the current conditions and conditions, on the basis of which an effective strategy can be developed.
... At the same time, this question could be negligible in one-off sport events, because their OCs do not exist in the long run. The YOG has a good chance of continuing to be efficient because the highly institutionalized routines of documentation and bureaucracy are advantageous for knowledge transfer to future OCs (Parent, MacDonald, and Goulet 2014). However, the WSC, which lacked routines and regulations and was characterized by oft-changing commands and practices, has not yet established managerial tools for transferring knowledge to future event organizers. ...
This paper explores conformity processes in various sport events’ institutional contexts. More specifically, I examine how conformity evolves for young aspiring leaders in two inaugural major sport events representing different institutional contexts. My study draws upon qualitative data. Cross-comparative analyses reveal three different conformity modes: straight, reflexive, and cynical. My results show how conformity modes depend greatly upon the degree of institutionalization of practices, rules, and power structures within a given event’s organization. I identify strong institutional frameworks and expediency as key drivers. This paper contributes to a more nuanced understanding of the significance of the institutional context and consequences of control regimes in event management. Pressure towards conformity seems to be a fast-paced process. Capturing young people’s reflections is important because sport organizations will benefit from reflexive leaders and managers who can solve current and future challenges in such organizations.
... For this reason, it is of vital importance to conduct studies that promote better knowledge management 9,10 , updating not only the existing and explored knowledge, but mainly clearing the way for innovation and new opportunities that promote and enhance the importance of sports management in the sustainability of sports organizations 11,12 . The academic interest in sports management has made it possible to obtain a vast knowledge on the most diverse contexts in different countries, and it is therefore necessary and pertinent to develop mapping studies, allowing researchers to get to know other realities, compare data, identify the state of the art on a given subject, among others 13,68,69 . ...
RESUMO A investigação científica no campo da gestão do desporto e a respetiva valorização académica, tem sido apontada e reconhecida por diversos autores como o caminho a percorrer para uma melhor compreensão da sua importância no desenvolvimento global do desporto, assim como na melhoria dos curricula académicos e respetivas competências dos gestores desportivos. Este estudo tem como objetivo a análise da produção científica e académica de três universidades públicas portuguesas, sendo esta a principal fonte e origem do conhecimento gerado ao longo das últimas décadas. Metodologicamente, analisámos 193 dissertações de mestrado concluídas com sucesso entre 2008 e 2017 e disponíveis nos repositórios científicos institucionais, assim como na Biblioteca Nacional. Os resultados apontam para um crescimento do conhecimento científico em Portugal, validado pela evolução considerável do número de trabalhos finalizados em diversas linhas de investigação da gestão do desporto, principalmente no âmbito do planeamento e estratégia, recursos humanos e aspetos sociológicos, pelo que ajudam a reforçar o seu carácter multidisciplinar e diferenciador. Os dados obtidos permitem explanar parte considerável do conhecimento produzido em Portugal, contribuindo assim para o reforço de algumas áreas e futuras investigações em gestão do desporto, sendo de vital importância agregar o conhecimento existente, potenciando novos caminhos e oportunidades futuras. Concluímos que a investigação em Portugal reflete o crescimento global do conhecimento científico e o interesse cada vez maior na gestão do desporto, quer em níveis qualitativos quer quantitativos, ao mesmo tempo que segue as preocupações e tendências internacionais. Palavras-chave: Gestão do desporto; Investigação científica; Universidades públicas; Áreas científicas; Dissertações de mestrado. ABSTRACT Scientific research in the field of sports management and its respective academic improvement has been pointed out and recognised by several authors as the path to follow for a better understanding of its importance in the global development of sport, as well as in the improvement of academic curricula and skills of sports managers. This study aims to analyse the scientific and academic production of three Portuguese public universities, being this the main source and origin of the knowledge generated over the last decades. Methodologically, we analysed 193 master dissertations successfully completed between 2008 and 2017 available in institutional scientific repositories, as well as in the national library. The results point to a growth of scientific knowledge in Portugal, validated by the considerable evolution in the number of completed works in distinct areas in sports management, mainly in the scope of planning and strategy, human resources and sociological aspects, which helps to reinforce its multidisciplinary and differentiating character. The data obtained allow us to expose a considerable part of the knowledge produced in Portugal, thus contributing to the strengthening of some areas and future research in sports management, given that it is crucial to aggregate the existing knowledge by enhancing new paths and future opportunities. We conclude that research in Portugal reflects the global growth of scientific knowledge and the increasing interest in sports management, both at qualitative and quantitative levels, while also following international concerns and trends.
... At the same time, this question could be negligible in one-off sport events, because their OCs do not exist in the long run. The YOG has a good chance of continuing to be efficient because the highly institutionalized routines of documentation and bureaucracy are advantageous for knowledge transfer to future OCs(Parent, MacDonald, and Goulet 2014). However, the WSC, which lacked routines and regulations and was characterized by oft-changing commands and practices, has not yet established managerial tools for transferring knowledge to future event organizers. ...
... Ellis et al. (2016) stated that "as marketing and sponsorship related strategies are proven successful and are shared, they arguably become institutionalised, whereby they become part of the accepted norms, beliefs, and values that assist the coordination of Olympic marketing and sponsorship" (p.474). As such, the transfer of Olympic sponsorship knowledge among the Olympic marketing stakeholders may have influenced TOP and domestic sponsors (Parent et al., 2014) to employ similar on-site leveraging methods. Transfer of sponsorship knowledge in the Olympic setting may help reduce risk for short-term sponsors; however, it is possible that transfer of sponsorship knowledge suppresses potential creativity and diversity in the modes of on-site sponsorship. ...
... Ellis et al. (2016) stated that "as marketing and sponsorship related strategies are proven successful and are shared, they arguably become institutionalised, whereby they become part of the accepted norms, beliefs, and values that assist the coordination of Olympic marketing and sponsorship" (p.474). As such, the transfer of Olympic sponsorship knowledge among the Olympic marketing stakeholders may have influenced TOP and domestic sponsors (Parent et al., 2014) to employ similar on-site leveraging methods. Transfer of sponsorship knowledge in the Olympic setting may help reduce risk for short-term sponsors; however, it is possible that transfer of sponsorship knowledge suppresses potential creativity and diversity in the modes of on-site sponsorship. ...
... There are three main KE modes, respectively context-embedded KE mode (CKEM), vision-based KE mode(VKEM), and consensus-based KE mode(SKEM) (Tzu-Liang Tseng, Chun-Che H., 2008; Milena M. P., 2014) [7][8] . ...
Knowledge externalization (KE) has always been the core topic in knowledge management field. However, KE within TMT members, an issue of great practical meanings which has received much attention from the executives in recent years, has come under little attention observation among the scholars. To fill this gap, a conceptual model on the relationship between new CEO power and KE within TMT is proposed and analyzed. The analysis results show that there are mainly three naturally-matched links between different dimensions of CEO power and different kinds of KE modes, i.e. the link of 'Internal CEO & Context-Embedded KE Mode', the link of 'External CEO With Good Performance History & Vision-Based KE Mode', and the link of 'External CEO With Poor Performance History & Consensus-Based KE Mode'. In order to acquire higher KE effectiveness, confirming to each link, new CEO should focus on different special KE activities while paying relatively less attention to other KE modes, instead of treating each kind of KE behavior equally without any discrimination.
... Previous sport science research has examined knowledge transfer, though mainly knowledge reuse, within specific projects or topics such as health (Rütten & Gelius, 2012), elite sport (Rütten, 2007), gender (Hartmann-Tews & Dahmen, 2007), or sport medicine (Provvidenza & Johnston, 2009); within organizations such as sport governing bodies (O'Reilly & Knight, 2007) or professional team sport providers (Erhardt, Martin-Rios, & Harkins, 2014); and at sport events (Parent, MacDonald, & Goulet, 2014). The reuse of scientific knowledge by various sport practitioners such as policymakers (Rütten & Gelius, 2012), employees of sport governing bodies (O'Reilly & Knight, 2007), athletes (Gerbing & Thiel, 2016), and coaches (Reade, Rodgers, & Spriggs, 2008b) represents a challenge already. ...
Transferring scientific knowledge to applied practitioners presents a challenge in sport science. Knowledge transfer, conceptualized as knowledge reuse and knowledge contribution, has mainly been studied in the context of specific topics, projects, or organizations. The purposes of this study were to investigate the determinants of knowledge transfer from a publicly available website to its users and to cluster users into different groups based on their level of knowledge transfer. The website www.sportsandscience.de is dedicated to translating evidence-based knowledge that is regularly generated in scientific studies into short and digestible information through e.g. videos and blogs, and provides opportunities for knowledge reuse and contribution. A theoretical model of knowledge transfer in organizations which was adapted to this context guided the study. Data from an online survey of registered website users were employed for the empirical analysis. The regression analyses showed that knowledge reuse is positively affected by ease of knowledge access and negatively by age. Knowledge reuse, job experience, and male gender have a significant positive effect on knowledge contribution. The findings suggest that the theoretical model is generally applicable to this context, but also highlight differences to the original organizational setting. Cluster analysis yielded three clusters: Frequent users, occasional users, and frequent contributors. Analyses of variances revealed significant differences among clusters regarding computer self-efficacy, job experience, gender, age, employment, interested sports, and conditional skills, but not concerning education and formal qualifications. Implications for improving knowledge transfer of such a website are provided.
... If the activity cannot be carried out, the activity will be carried out as much as possible in the following month so that there will be no accumulation of activities at the end of achieving the baseline. Overall activities that must be The relevance of this research as has been studied by Parent, the purpose of this paper was to examine the theory and practice of knowledge management processes, using the Olympic Games as the empirical setting and the Olympic Games Organizing Committee and its stakeholders as participants [15]. The case study of the 2010 Vancouver Olympic Winter Games was inductively and deductively content analysed, resulting in the development of a knowledge management and transfer process model for Olympic Games organizing committees and their stakeholders. ...
... This is a direct result of the third assumption, but we clearly emphasize this fact here. (5) The parameters in the model are positive constant for biological feasibility. Based on the above assumptions, we can exhibit that the dissemination process is demonstrated in the following transfer diagram (see FIG.2). β α λ Figure 2. Transfer diagram for knowledge dissemination SIRI model. ...
... For instance, Werner and Dickson (2018) highlighted the positive impact of knowledge sharing on elite players' development and performance and call for future KM tactics to specifically use this untapped potential. Parent et al. (2014) indicated that hosting major sports requires organizers to learn from past events in the region as well as from past organizing committees of the same event, not to make the same mistakes which highlight the role of knowledge sharing processes. Therefore, the management of sport events based on KM is one of the most innovative methods to improve efficiency and managerial perceptions in sport organizations to organize and host various events (Wenhui and Zhen, 2011). ...
Purpose
The purpose of this study is to investigate the relationship between employee values and knowledge management (KM) in sport organizations.
Design/methodology/approach
Data (N = 234) were collected online through a structured questionnaire from employees of 33 sport organizations in Iran. To test the hypotheses, Pearson correlation test and a regression analysis was conducted.
Findings
The results from the study revealed that there were significant relationships between employee values and KM. Both instrumental and terminal values significantly influenced KM.
Research limitations/implications
One limitation of this study is related to the generalizability of the results. Therefore, the current study is required to be replicated with other sport organizations in various sectors (public or private) to improve external validity of the results.
Practical implications
Based on this study, employees of sport organizations in developing countries tend to store knowledge more than sharing and applying it. The findings can be used by human resources and KM practitioners who are interested in developing organizational knowledge through employees’ values.
Originality/value
Through this study, the positive roles of employee instrumental and terminal values, as the key drivers in determining intangible assets in organizations, were found.
... Running head: THE SAME BUT DIFFERENT 33 Examining the informal transfer of knowledge, the importance of previous event experience among organizers as a key facet of knowledge transfer has been previously discussed in the literature with respect to the Olympic Games (cf. Parent, MacDonald, & Goulet, 2014). It is suggested that this should be a consideration when coordinating a central NOC and, in a case where the event takes place in multiple locations, the various Local Organizing Committees. ...
... Furthermore, for those in the sport event industry within a country the importance of hosting capacity legacies as event building blocks could mean placing a greater emphasis on the development of a national formalized, long-term, and integrated system focusing on sport event knowledge identification, acquisition, storage, and transfer (Parent, MacDonald, & Goulet, 2014). The effectiveness of hosting capacity legacies is limited by the recognition of, and buy-in towards, their importance. ...
Purpose
The purpose of this paper is to explore how a legacy of event hosting competencies from one event can contribute to advancing the overall hosting capacity of a nation for future events. More specifically, the project focuses on determining the event hosting capacity legacies from the Men’s Under-20 2007 Fédération Internationale de Football Association (FIFA) event in Canada and how they contributed toward winning the rights for the Women’s FIFA World Cup 2015 event.
Design/methodology/approach
A qualitative case study design focusing on FIFA events held in Canada in 2007 and 2015 was used.
Findings
Four broad event hosting capacity legacies from the U-20 2007 event that potentially impacted Canada’s ability to secure the WWC 2015 were identified. These legacies included: exemplifying success, advancement of hosting concepts, staff and leadership experience and development and enhancement of sporting infrastructure.
Research limitations/implications
The findings formed the basis of a discussion on the increasing formalization of event organizing committees, the need to consider collective (i.e. multiple events) legacies in the development of hosting strategies as well as the importance of developing the trust of the local community to support future sport event bids and hosting.
Originality/value
The originality and value of this research paper lies in its use of empirical case study findings to illustrate the potential for hosting capacity legacies of sporting events as well as the level and type of event under investigation (i.e. large-scale, football/soccer).
... This research study argues that Frid's (2004) model is highly focused on the implementation and measuring the maturity of knowledge thus potentially disregarding the elements required to introduce and maintain a KM strategy through an effective measurement and feedback loop. Serenko et al. (2010) and Parent, MacDonald, and Goulet (2014) recognize the beneficial aspects of this model in understanding what components and resources are required to apply KM in an organization. However, Stankosky and Baldanza (2001) do not discuss issues on knowledge creation, capturing and distributing channels. ...
This paper presents a conceptual framework for use, by organizational researchers, knowledge management practitioners and business analysts, as a guide to building Knowledge Management (KM) models. This is accomplished through a careful selection of ten prominent KM models which have been discussed critically and used to deepen the theoretical understanding of KM implementation and development. A critical review of ten KM models offers practitioners, as well as researchers, an examination of the ontological and epistemological backgrounds and origins of existing models’ in order to highlight the required components for composing effective KM models. There is limited research supporting the utilization, adaptation or even adoption of KM models that can assist managers seeking a competitive advantage through the implementation of KM processes. Authors of existing KM models claim to provide holistic KM models but when referring back to the central meaning of knowledge and management concepts those models do not generate a thorough coverage of the required characteristics and components. This paper has critically investigated ten widely acknowledged KM models but recognizes that there is a plethora of KM models emerging which have varied foci. The conceptual review of KM models is not an empirical investigation, moreover, a critical analysis that presents a conceptual framework for KM model building. In carrying out this research study, the paper presents the shortfalls of this theoretical research approach but nevertheless, the proposed conceptual framework is envisaged as having value to both practitioners and researchers. This paper sheds light on a series of concerns related to existing KM models, their origins, constructs, and contextualization. For organizational researchers, knowledge management practitioners and business analysts this research study elaborates on issues related to validity, applicability, and generalizability of KM models and defines a set of criteria for KM model building. The paper also impacts on the science of KM presenting perspectives, scope, and contexts in which knowledge is processed.
... 91). Hosting major sports requires organizers to learn from past events in the region, as well as from past organizing committees of the same event, not to make the same mistakes that highlight the role of knowledge sharing processes (Parent et al., 2014;Parent and Smith-Swan, 2013). Wenhui and Zhen (2011) in their study concluded that management of sport events based on KM is one of the most innovative methods to improve efficiency and managerial perceptions in sport organizations to organize and host various events. ...
Purpose – The purpose of this study is to examine the influence of unlearning on knowledge management (KM) in sport organizations.
Design/methodology/approach – The research method in this study was the descriptive–correlative type. Subjects in this research included all the employees of sport and youth organizations in Iran. To analyze the research data, inferential statistics including exploratory factor analysis, confirmatory factor analysis, Kolmogorov–Smirnov test, Pearson correlation coefficient and structural equation model were used. A theoretical model was developed and tested based on the literature review. Data were analyzed via SPSS and LISREL software.
Findings – The results from the study illustrate that there were significant relationships among all dimensions of unlearning and dimensions of KM. Furthermore, the model of the influence of unlearning on KM, as well as the model of the influence of dimensions of unlearning onKM, illustrates proper finesses.
Originality/value – Through this study, the positive fundamental role of considering the processes of managing unlearning and avoiding bad habits as two coordinator tools to achieve tangible assesses in organizations is revealed and the significance of considering such studies is specified for researchers. This study supported the members of sport organizations to understand how to improve knowledge and experience of the employees through unlearning.
Keywords Knowledge management, Unlearning, Sport organizations, Avoiding bad habits, Managing unlearning
Rationale/purpose
The purpose of the study is to construct a model of sport/leisure employee growth within the framework of positive deviance. The model is meant to provide scholars and practitioners with innovative strategies to improve the performance and experiences of participants, consumers, and employees.
Design/methodology/approach
The study is conceptual and relies on the tenets of positive organizational scholarship to frame the innerworkings of the model and their ramifications for sport/leisure organizations.
Findings
The model’s antecedents include job design, job crafting, and attitudes toward innovation and development from organizational leaders. The antecedents provide applications from different levels of sport/leisure organizations, and the spiral structure of the model consists of a renewable process that includes meaningful work, knowledge acquisition, and innovativeness. Outcomes of the spiral process are proposed for three different constituencies within sport/leisure organizations: employees (psychological well-being), consumers/participants (subjective well-being), and the overall organization (performance).
Practical implications
The model provides an employee-based framework to enable improved experiences and functionality within sport/leisure organizations.
Research contribution
A positive deviance perspective is applied to the managerial elements of sport and leisure. The model can be used to enable virtuousness among sport/leisure employees which is proposed to have a cascading effect throughout the organization.
Skills and knowledge gaps between senior and junior staff is prevalent in engineering projects. This study aimed to identify the factors that affect knowledge transfer and methods to retain transferred knowledge between senior and junior staff in the South African engineering environment. Although several studies have examined the factors that influence knowledge transfer, very few have studied the factors affecting knowledge transfer between senior and junior staff in engineering projects. This study found that knowledge transfer is not made a priority in projects, and that there is a lack of knowledge transfer platforms and structures in projects. Incentivising knowledge transfer by making it a work outcome would improve knowledge transfer in projects. Keywords Knowledge Transfer; Engineering Projects
Knowledge has become increasingly complex and important for organizations. Despite the growing recognition of the factors that enable knowledge management in organizations, our understanding about the unique cross-cultural challenges is rather limited. In particular, how cultural differences influence people’s participation in knowledge management activities still remains unclear.
By conducting qualitative case studies and analytic hierarchical process (AHP) with multinational firms in Brazil and China, this book addresses the broader issue of cultural influences on knowledge management. Specific emphasis has been put on their indigenous cultural norms, including guanxi, face and jeitinho and the impacts they have on knowledge sharing. Drawing on an integrative knowledge management model, the results from AHP analysis reveal how some cultural-specific factors related to people, process and knowledge can affect the effectiveness of socialization, externalization and internalization processes in a production context.
The book will be useful to both management academics and business practitioners. While academics will gain insight into the intricacies of knowledge sharing activities in production organizations, managers will find some useful conceptual tools to resolve the challenges of knowledge management in a cross-cultural context.
An “East Asian Era” is unfolding in the hosting of the Olympic and Paralympic Games and other sports, and nonsports, mega-events. In addition to three editions of the Olympics and Paralympics, several other not as large mega-events have been or are set to be staged in East Asia over the next 5 years. How long the interest in hosting sports mega-events will continue and, if it does, who will be involved in the production of these events are the questions explored in this article. The article consists of five sections. First, we outline the context in which the growth of sports mega-events in the past four decades has occurred. Second, we sketch the theoretical and methodological approaches we use drawing on mobilities research and actor–network theory. Third, studies of knowledge management and policy transfer and mobilities associated with sports mega-events are discussed as a way of understanding the development of mobile mega-event expertise. Fourth, we examine career mobilities, networks, and the extent to which an East Asian “Mega-Event Caravan” could be said to exist or be in formation. Finally, we draw preliminary conclusions and indicate where further research is required.
In the concept of circular economy, paradigm of garbage as something that has a meaning (material recovery) so as to lower production costs and save natural resources that are not renewable and maintain the environment. By using circular economy principle, where the value of products and materials are maintained and utilized for as long as possible, so that landfill can be limited as small as possible. In Indonesia itself, there are several ways of collecting electronic waste from community sources, such as channeled through dropbox and Waste Bank for recycling. In unraveling the problem of waste, there must be social and economic institutions that cooperate with each other in their activities, for the sustainability of the movement in the community, both social movements and social engineers in changing the paradikma of waste management in the community. Because household electronic waste from waste banks is almost always present in every weighing. The knowledge of workers in lapak is very minimal to ascertain whether the goods can still function if repaired or must be channeled for recycling. Therefore, SampahQu intends to set up a small workshop in lapaknya for the management of electronic waste from households, which will try to invite teenagers in their villages and participants of the SampahQu network, to participate in this activity, in the hope as one way to foster environmental concern to them. The solution offered by the PKM team to SampahQu Bp Posma is to make an approach to the participants to build their internal motivation first, that garbage has a high value if it can be managed correctly, while supporting the Reuse and Recovery program, by transferring knowledge of the value of junk goods. This activity is realized in the form of a workshop class program SampahQuABSTRAK:Dalam konsep circular economy, paradigma sampah sebagai sesuatu yang mempunyai arti (material recovery) sehingga mampu menurunkan biaya produksi dan menyelamatkan sumber daya alam yang tidak terbarukan serta menjaga lingkungan. Dengan menggunakan prinsip circular economy, dimana nilai produk dan material dijaga dan dimanfaatkan selama mungkin, sehingga timbunan sampah dapat dibatasi sekecil mungkin. Di Indonesia sendiri, ada beberapa cara pengumpulan sampah elektronik dari sumber masyarakat, seperti disalurkan melalui dropbox dan Bank Sampah untuk di daur ulang. Dalam mengurai masalah sampah harus ada lembaga sosial dan ekonomi yang saling bekerjasama dalam kegiatannya, demi keberlanjutan gerakannya di masyarakat, baik gerakan sosial ataupun perekayasa sosial dalam mengubah paradikma kelola sampah di masyarakat. Dikarenakan sampah elektronik rumah tangga dari bank sampah hampir selalu ada di setiap penimbangan. Pengetahuan pekerja di lapak sangatlah minim untuk memastikan apakah barang – barang rongsok itu masih bisa berfungsi jika diperbaiki ataukah harus disalurkan untuk didaur ulang. Oleh karena itu, SampahQu bermaksud mendirikan bengkel kecil di lapaknya untuk pengelolaan sampah elektronik dari rumah tangga, yang dimana akan mencoba mengajak orang muda di sekitar lapak dan partisipan jejaring SampahQu, untuk ikut dalam aktivitas ini, dengan harapan sebagai salah satu cara untuk menumbuhkan kepedulian lingkungan kepada mereka. Solusi yang ditawarkan tim PKM kepada SampahQu Bp Posma adalah membuat suatu kegiatan pendekatan kepada para partisipan untuk membangun motivasi internal mereka lebih dulu, bahwa sampah punya nilai yang tinggi kalau bisa dikelola dengan benar, sekaligus mendukung program reuse dan recovery, dengan melakukan transfer knowledge nilai barang rongsokan. Kegiatan ini direalisasikan dalam bentuk program kelas bengkel SampahQu.
The Olympic and Paralympic Games is a megaproject that involves huge investment and time effort from public and private entities to take place, which has been facing issues to find host candidate cities recently. This paper focus on the private side of the megaproject and discuss the Organizing Committee for Olympic Games (OCOG) project governance and structure taking advantage of Rio2016 case to detail project phases, reporting and governance structures. The paper presents the OCOG as a single purpose entity (SPE) and uses Rio2016 as a case study. A multi-method qualitative research was conducted to understand OCOG project environment and particularities. The role and participation of International Olympic Committee (IOC) in OCOG daily life could be improved to support the pressure for Games cost reduction, as well as, to increase the Games hosting attractiveness. This work contributes for the Olympic Games project environment understanding by future OCOGs
O conhecimento no ambiente corporativo tem se apresentado como um dos aspectos relevantes em organizações de diferentes setores, com impacto na maximização de seus recursos. Apesar do reconhecimento do tema no mercado organizacional, ele ainda é incipiente e pouco explorado na gestão de entidades esportivas. O objetivo desta pesquisa foi identificar quais fontes de informações são utilizadas durante o processo de criação do conhecimento pelas federações olímpicas do estado de São Paulo e com quais agentes externos elas interagem para obter conhecimento. A pesquisa se caracteriza como aplicada, descritiva e de abordagem quantitativa, sendo realizada com base no método Survey. Percebe-se uma relação interorganizacional entre as federações e organizações homogêneas. Conclui-se que as federações necessitam criar, por meio de políticas e elaboração de instrumentos e estrutura, alianças com organizações heterógenas, entre elas, o setor público.
Este estudo teve como objetivo avaliar o legado educacional do programa transforma segundo a perceção dos professores e outros membros da comunidade escolar que participaram no programa. Neste sentido, realizou-se um estudo empírico, com base nas dimensões do legado educacional: experiência, desenvolvimento pessoal, conhecimento, pesquisa, capacidade e processos de governança. Os dados foram recolhidos após a implememtação do programa Transforma, durante a decorrencia dos Jogos Olímpicos de 2016. A nossa amostra foi composta pelos professores e outros membros da comunidade escolar. Para cumprir dos objetivos propostos foram aplicados questionários online e foi utilizado para a análise estatística: IBM SPSS Statistics e AMOS. O estudo descreveu o uso de análise descritiva e gráfica, e a qualidade do modelo de medida foi efetuado através da análise fatorial exploratória. Os resultados indicam que existem duas dimensões que determinam o comportamento das variáveis em estudo: a aquisição de novas experiências e a qualidade do ensino. A oportunidade de adquirir novas experiências, vivenciar os valores olímpicos e paralímpicos, e a aquisição de novos conceitos (como o olimpismo, esporte olímpico, etc.) contribuiu para um legado educacional positivo nas escolas onde decorreu o programa Transforma. Com a presente pesquisa espera-se contribuir para o sucesso educacional aumentando a eficiência do programa transforma nas suas próximas edições.
O conhecimento no ambiente corporativo tem se apresentado como um dos aspectos relevantes em organizações de diferentes setores, com impacto na maximização de seus recursos. Apesar do reconhecimento do tema no mercado organizacional, ele ainda é incipiente e pouco explorado na gestão de entidades esportivas. O objetivo desta pesquisa foi identificar quais fontes de informações são utilizadas durante o processo de criação do conhecimento pelas federações olímpicas do estado de São Paulo e com quais agentes externos elas interagem para obter conhecimento. A pesquisa se caracteriza como aplicada, descritiva e de abordagem quantitativa, sendo realizada com base no método Survey. Percebe-se uma relação interorganizacional entre as federações e organizações homogêneas. Conclui-se que as federações necessitam criar, por meio de políticas e elaboração de instrumentos e estrutura, alianças com organizações heterógenas, entre elas, o setor público.
The Knowledge in the corporate environment has been presented as one of the relevant aspects in organizations from different sectors, with an impact on the maximization of their resources. Despite the recognition of the theme by the organizations, it is still incipient and little explored in the management of sports entities. The objective of this research was to identify which sources of information are used during the process of knowledge creation by the Olympic federations of the State of São Paulo and with which external agents they interact to obtain knowledge. The research is characterized as applied, descriptive, and with quantitative approach, being carried out based by the Survey method. An interorganizational relationship between federations and homogeneous organizations is perceived. It is concluded that federations need to create, through policies, the elaboration of instruments and structure, alliances with heterogeneous organizations, among them, the public organizations.
Abstract: This paper aims to design measurement of knowledge management (KM) for the higher education sector. This is because there are practical benefits for universities focused on developing knowledge. This study depends on brainstorming, focus group, and individual interviews as the main tools for data collection. The sample consisted of 23 individuals (six participants for brainstorming, 11 in the focus group session, and six individual interviews).
Three key themes and seven sub-themes of knowledge management were explored: 1) knowledge creation (combination, socialisation, internalisation, and externalisation); 2) knowledge transfer (personalisation knowledge transfer and codification knowledge transfer); 3) knowledge sharing (sharing information). The proposed model is severely designed and comprehensively conceptualised utilising innovative, informational, and technological concepts underlining knowledge management within Australian higher education. However, there is a need to assess a designed measurement by considering existing quantitative techniques for the development of scales, such as validity and reliability analysis.
The purpose of this study is to extend previous research on organisational issues of sport mega-events through the development of a framework for the Olympic Games. A three-step approach was taken. Firstly, a systematic literature review was conducted based on journal articles, academic books and official reports published by the International Olympic Committee (IOC) and Olympic Games Organising Committees (OGOC). Secondly, the issues identified within the media regarding the 2016 Olympic Games were analysed. Lastly, semi-structured interviews were conducted with ten stakeholders to further examine the organisational issues of the 2016 Rio Olympic Games. A new extended conceptual framework of organisational issues associated with the Olympic Games is then proposed. Issue categories faced by the organising committee include politics, marketing, media and visibility, financial, planning, negotiation and ethics, operations, infrastructure, human resources, social, environmental and legacy. These 12 dimensions of organisational issues account for a total of 76 specific issues. The paper provides critical information to aid the IOC and OGOCs in understanding organisational issues that may arise in future of Olympic Games.
This paper aims to design a measurement of knowledge management (KM) for the higher education sector. This is because there are practical benefits for universities focused on developing knowledge. This study depends on brainstorming, focus group, and individual interviews as the main tools for data collection. The sample consisted of 23 individuals (six participants for brainstorming, 11 in the focus group session, and six individual interviews). Three key themes and seven sub-themes of knowledge management were explored: 1) knowledge creation (combination, socialisation, internalisation, and externalisation); 2) knowledge transfer (personalisation knowledge transfer and codification knowledge transfer); 3) knowledge sharing (sharing information). The proposed model is severely designed and comprehensively conceptualised utilising innovative, informational, and technological concepts underlining knowledge management within Australian higher education. However, there is a need to assess a designed measurement by considering existing quantitative techniques for the development of scales, such as validity and reliability analysis.
Despite a general assumption that knowledge sharing among employees is vital for achieving a competitive advantage, only limited evidence has been provided to support it. This article examines the relation between knowledge sharing and three dimensions of organizational performance: innovativeness, financial performance and the use of human recourses. The study uses data from a sample of 112 employees from the Czech Republic. The findings provide evidence that knowledge sharing is significantly related to organizational innovativeness, employees' engagement, and the perceived benefits of knowledge sharing. However, there was no statistically significant correlation between knowledge sharing and financial performance. The results highlight that if a competitive advantage is built on innovativeness, then bilateral communication between supervisors and their subordinates, including the communication of the top management's intentions and employees' ideas, is essential because it facilitates knowledge sharing among employees.
Local resistance often cancels Olympic bids. Boston’s infamous bid failure was one of the first that demonstrated how local resistance can diminish boosters’ aspirations. As an insider to the bidding process, I trace the adjustment strategies of Boston’s bidding committee, B2024, to bid opposition over the course of Boston’s 2024 Olympic bid (2014–2015). I analyze the institutional learning that occurred and find B2024 learned through Olympic networks that won Olympic bids. These Olympic networks failed to learn amidst changing local circumstances and applied old solutions to new problems. While facing four crises, B2024 staff learned the complexities of Olympic bidding in a high-pressure learning environment that did not allow for trial and error. Against anti-Olympic movements, B2024 responded with fire-extinguishing techniques rather than plotting an organized strategy. While bidding, city governments must learn from failed bids to attain Olympic wisdom, which requires mastery of Olympic, counter-Olympic, and local knowledge. Using B2024’s learning process, I draw lessons for policy on learning and organizing complex projects with tight timelines and high uncertainty.
Past studies have often voiced concern that important megaprojects have repeatedly failed due to extensive overruns, misunderstanding of expectations, or both. In this article, we contend that this pattern may not be inevitable. In retrospect, despite painful delays, some megaprojects eventually achieved their longer-term objectives. In this study, rather than asking why megaprojects fail, we asked whether these notable (and rare) accomplishments have anything in common. We found that successful megaprojects are distinguished by three major elements: clear strategic vision, total alignment, and adapting to complexity.
Social marketing organizations are embracing sponsorship as part of their external communications strategy. Like commercial sponsorships, these relationships may terminate early. We develop a case study of drink driving transgressions by professional footballers that underpinned the termination of their team's sponsorship with a road safety organization. The ensuing model links corporate credibility, reputational interdependence, and exchange theory to sponsorship. Accordingly, we assert these social marketing sponsorships are susceptible to player behaviors that contradict the key messages of the social marketing organization. Through an explicit analogy development and mapping process, we show this process is analogous to at least one form of ambush marketing. The validity of the model and ambush marketing analogy is confirmed by an international sample of practitioners and academics.
The purpose of this article is to develop a framework of how organizing committees operationally evolve and the types of issues with which they and their stakeholders must deal. Based on a combination of stakeholder theory and issues management, a case study of the 1999 Pan American Games held in Winnipeg, Canada, was built using archival material and interviews. Three major organizing-committee operational modes emerged: planning, implementation, and wrap-up. Issue categories faced by the organizing committee and its stakeholders included politics, visibility, financial, organizing, relationships, operations, sport, infrastructure, human resources, media, interdependence, participation, and legacy. Issue-category prominence depended on the operational mode and organizing-committee member hierarchical level, such that issues became less strategic and broad as one moved through operational modes or down the hierarchy. Issue categories also differed within stakeholder groups, whereas stakeholder interests (material, political, affiliative, informational, and symbolic) differed between stakeholder groups. ABSTRACT FROM AUTHOR
The purpose of this article was to examine how the decision-making process changes as a major sport event's organizing committee moves from the planning to the implementation to the wrap-up modes. A case study of the 1999 Pan American Games, its organizing committee, and its stakeholders was built by means of interviews and archival material. Velocity impacted decision making in different ways. First, the importance of the time, context, and resources parameters changed, as did the model of decision making (from administrative to garbage can to rational). As well, four drivers of decision making (structural dimensions, stakeholder interactions, information management, and personal characteristics) were found. A key strategy for decision makers faced with an increasing velocity environment was planning for the need to react (come Games time) through risk assessments and contingency plans. ABSTRACT FROM AUTHOR
Purpose
This paper aims to review the concepts and constructs of some common models and frameworks advocated for knowledge management (KM) and organisational learning (OL) in literature. It sets forth a critical enquiry towards the integration of KM and OL practices and their relationship with the concepts of the learning organisation (LO) and chaordic organisation/enterprise (CO/CE).
Design/methodology/approach
A literature search of KM and OL was conducted through the use of multiple ProQuest databases spanning the period from 1996 to 2009. This paper reviews 18 studies, focusing on recognition of major KM and OL approaches and contributions adopted in industry. Besides, a host of 14 KM and OL models and frameworks is used to identify various important considerations in practice.
Findings
Many researchers and practitioners have been attempting to integrate the theories of KM and OL into organisational practice. A considerable number of them are concerned largely with information systems and technology. Conceptual knowledge transfer, knowledge acquisition and creation, and learning models underlie much of the work being done in the field. Some studies have forwarded the call for systems integration and organisational effectiveness. Systems approaches, culture, and the LO and CO/CE concepts are among the most popularly cited factors for the development of a holistic model.
Research limitations/implications
A close relationship between KM and OL has emerged during the past 14 years, with applications related to LO and CO/CE emerging slowly in the past decade. Further research is needed to expand the integrative relationship through the development of explicitly stated theories and models with empirical evidence.
Originality/value
There is a need to integrate the theories of KM and OL with the OL concepts to make them more comprehensible, better aligned and applicable to specific fields of work and to best management practice.
Purpose
Research on antecedents of organizational learning generally ignores the fact that organizational learning is at least a two‐dimensional construct and that its dimensions may be conflicting. This research often fails to investigate the simultaneous effects of antecedents on these dimensions. To address this gap in the literature, this paper aims to discuss the effects of empowerment and knowledge conversion, two factors often considered to be important antecedents of organizational learning.
Design/methodology/approach
The approach adopted involves a review of and reflection on the pertinent literature on learning organizations, organizational learning, empowerment and knowledge conversion.
Findings
It is found that both antecedents have contradictory effects on two dimensions of organizational learning. Empowerment affects second‐order learning in a positive sense, but first‐order learning in a negative sense. Knowledge conversion is positively related to first‐order learning, but negatively to second‐order learning. Thus, it appears that efforts to improve organizational learning on one dimension may have (unintended) effects on the other, unmeasured dimension.
Originality/value
The paper connects disjointed streams of theory and research in a novel way that is of interest and importance to both the academic literature and to organizational practitioners.
The purpose of this chapter is to outline the development of the idea of "stakeholder management" as it has come to be applied in strategic management. We begin by developing a brief history of the concept. We then suggest that traditionally the stakeholder approach to strategic management has several related characteristics that serve as distinguishing features. We review recent work on stakeholder theory and suggest how stakeholder management has affected the practice of management. We end by suggesting further research questions.
In this inductive study, we explore the dynamics between Alpinista (a pseudonym), a company that designs and manufactures rock climbing and skiing gear, and the broader cultures within which the company is embedded. Our data pushed us toward the notion of “culture as toolkit,” a perspective that focuses on culture as a set of means or resources used to solve problems. By applying this perspective, we realized that Alpinista's cultural toolkit and the cultural register of the sports (the sum of the toolkits and cultural resources available for members in the environment) influence one another. To explain these dynamics, we induce a grounded model of cultural cultivation---practices that contribute to the intermingling of organizational and societal cultures---that describes cultural infusions (when the organization imports cultural materials and translates them) and cultural seeding (when the organization exports cultural materials into the environment). We describe which actors (both inside and outside of the organization) can be involved in these processes. The model that emerges from these data provides insight into the cultural dynamics present as organizational culture and broader societal cultures interact, providing insight on issues of organizational authenticity and the paradox of similarity and uniqueness.
Purpose
– The purpose of this paper is to propose a process model for knowledge transfer in using theories relating knowledge communication and knowledge translation.
Design/methodology/approach
– Most of what is put forward in this paper is based on a research project titled “Procurement for innovation and knowledge transfer (ProFIK)”. The project is funded by a UK government research council – The Engineering and Physical Sciences Research Council (EPSRC). The discussions are mainly grounded on a thorough review of literature accomplished as part of the research project.
Findings
– The process model developed in this paper has built upon the theory of knowledge transfer and the theory of communication. Knowledge transfer, per se, is not a mere transfer of knowledge. It involves different stages of knowledge transformation. Depending on the context of knowledge transfer, it can also be influenced by many factors; some positive and some negative. The developed model of knowledge transfer attempts to encapsulate all these issues in order to create a holistic framework.
Originality/value of paper
– An attempt has been made in the paper to combine some of the significant theories or findings relating to knowledge transfer together, making the paper an original and valuable one.
Purpose
The purpose of this paper is to look at how knowledge management (KM) has entered into a new phase where consolidation and harmonisation of concepts is required. Some first standards have been published in Europe and Australia in order to foster a common understanding of terms and concepts. The aim of this study was to analyse KM frameworks from research and practice regarding their model elements and try to discover differences and correspondences.
Design/methodology/approach
A total of 160 KM frameworks from science, practice, associations and standardization bodies have been collected worldwide. These frameworks have been analysed regarding the use and understanding of the term knowledge, the terms used to describe the knowledge process activities and the factors influencing the success of knowledge management. Quantitative and qualitative content analysis methods have been applied.
Findings
The result shows that despite the wide range of terms used in the KM frameworks an underlying consensus was detected regarding the basic categories used to describe the knowledge management activities and the critical success factors of KM. Nevertheless regarding the core term knowledge there is still a need to develop an improved understanding in research and practice.
Originality/value
The first quantitative and qualitative analysis of 160 KM frameworks from different origin worldwide.
Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures. To be credible, KMS research and development should preserve and build upon the significant literature that exists in different but rzelated fields. This paper provides a review and interpretation of knowledge management literatures in different fields with an eye toward identifying the important areas for research. We present a detailed process view of organizational knowledge management with a focus on the potential role of information technology in this process. Drawing upon the literature review and analysis of knowledge management processes, we discuss several important research issues surrounding the knowledge management processes and the role of IT in support of these processes.
The capabilities of a firm, or any organization, lie primarily in the organizing principles by which individual and functional expertise is structured, coordinated, and communicated. Firms are social communities which use their relational structure and shared coding schemes to enhance the transfer and communication of new skills and capabilities. To replicate new knowledge in the absence of a social community is difficult. A classic demonstration is the well-studied problem of the transfer across country borders of manufacturing capabilities that support production of new product innovations. We show in this article that the degree of codification and how easily capabilities are taught has a significant influence on the speed of transfer. What makes the question of knowledge codification particularly interesting is that firms compete not only through the creation, replication, and transfer of their own knowledge, but also through their ability to imitate the product innovations of competitors. The capacity to speed the internal transfer of a production capability to new markets (e.g., those in other countries) is, consequently, of fundamental significance in a competitive environment. In the attempt to speed the internal transfer of knowledge, the dilemma arises that capabilities which can be easily communicated within the firm are more likely to be easily imitated by competitors. This relationship is tested by analyzing the effects of the ease of codifying and communicating a manufacturing capability not only on the time to its transfer, but also on the time to imitation of the new product. ’The determinants of the time to imitation are found to be the extent to which knowledge of the manufacturing processes is “common” among competitors, and the degree of continuous recombination of capabilities leading to improvement of the product or the manufacturing process. We support this interpretation by a discussion of the results from field research. A wider implication of these findings is the proposition that the transfer and recombination of organizational capabilities are the foundation of an evolutionary theory of the firm. A critical element limiting the expansion of a firm is that the competitive value of codifying knowledge leads to the selection of organizing principles that are not functional in all competitive environments. The pressure of speed is of critical importance to understand the evolutionary advantage of nonoptimal rules of coordinated action within a social community.
This paper presents review of literature on Knowledge management (KM) characterizing the various terminologies and aims to explore the world of KM in a different way, to review the current status andanalyze the main contributions, agreements and disagreements among researchers and practitioners. It provides a high-level overview of a number of key terms, concepts, traditional definition and theoryinvolved with KM, which are critically reviewed and their features are highlighted. Approaches to KM process are considered and their connections and differences are discussed. There are a number of different approaches to the KM process such as those by Dagnfous & Kah(2006), Lee et.al.(2005), Wong & Aspinwall (2004), Bukowitz & Williams (2003), Mc Elory (1999), Meyer & Zack (1996), and Wiig(1993). By comparing and doing the critical analysis of these approaches, the major stages are identified as Knowledge capture and creation, Knowledge organization and retention, Knowledge dissemination and Knowledge utilization. At the end we have summarized the benefits of KM. The main contribution of this study is the compilation of literature on KM and to understand the basic concepts and different approaches, depending on their more descriptive perspective.
This study investigates how the Australian Olympic Committee (AOC) was involved in the formation of the Sports Commission (SSC) within the Sydney Organising Committee for the Olympic Games (SOCOG) and as a critical contributor to the staging of the Sydney 2000 Olympic Games. Using a figurational sociological framework, the intended and unintended consequences of the AOC's strategic and operational involvement are explored. The case shows how important early negotiations were in the case of the Sydney Olympics, when the host governments and Olympic Organising Committees were inexperienced in Olympic negotiations and distracted by the euphoria of securing the games. This left the more knowledgeable Olympic organisation, the AOC, well placed to leverage its prior experience and extensive Olympic figurations, in order to gain a strategic advantage over the other Australian Olympic stakeholders. The research makes a contribution to Olympic studies, specifically in relation to the role of the host National Olympic Committee (NOC) in the organising of an Olympic Games. Furthermore, the research findings have management implications for the International Olympic Committee (IOC) and future host NOC's, particularly in relation to the structuring of Olympic Organising Committee governance arrangements. Yes Yes
From the Publisher:
The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage. Drawing on their work with more than 30 knowledge-rich firms, the authors-experienced consultants with a track record of success-examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate knowledge into market value. They consider such questions as: What key cultural and behavioral issues must managers address to use knowledge effectively?; What are the best ways to incorporate technology into knowledge work?; What does a successful knowledge project look like-and how do you know when it has succeeded? In the end, say the authors, the human qualities of knowledge-experience, intuition, and beliefs-are the most valuable and the most difficult to manage. Applying the insights of Working Knowledge is every manager's first step on that rewarding road to long-term success. A Library Journal Best Business Book of the Year. "For an entire company...to have knowledge, that information must be coordinated and made accessible. Thomas H. Davenport...and Laurence Prusak... offer an elegantly simple overview of the 'knowledge market' aimed at fulfilling that goal.... Working Knowledge provides practical advice about implementing a knowledge-management system....A solid dose of common sense for any company looking to acquire -- or maintain -- a competitive edge."--Upside, June 1998
Globalisation makes our world appear smaller: it is easier to connect, communicate and do business with people all over the world. But cultural differences remain and challenge globalized knowledge communication and transfer. This book examines cross-cultural management within multinational enterprises (MNEs), focusing in particular on how cultural differences influence the transfer of knowledge between different units within individual corporations. Based on detailed empirical analysis of 267 companies in Germany and Japan, it considers the relative effectiveness of inter-cultural and intra-cultural knowledge transfer; identifies the factors that inhibit or facilitate successful knowledge transfer; and suggests how management processes of MNEs can be improved. It demonstrates that although cultural differences do not necessarily influence the selection and transmission of knowledge overseas, they do have a strong impact on how that knowledge is received, integrated and put into practice locally. The book shows how knowledge is accepted differently in Europe and Asia and which factors have the strongest impact on efficient knowledge transfer. It suggests that to improve cross-cultural management MNEs should focus less on upgrading the technology that allows knowledge transfer, and more on the capabilities and beliefs of individual employees.
Strategic Management: A Stakeholder Approach was first published in 1984 as a part of the Pitman series in Business and Public Policy. Its publication proved to be a landmark moment in the development of stakeholder theory. Widely acknowledged as a world leader in business ethics and strategic management, R. Edward Freeman’s foundational work continues to inspire scholars and students concerned with a more practical view of how business and capitalism actually work. Business can be understood as a system of how we create value for stakeholders. This worldview connects business and capitalism with ethics once and for all. On the 25th anniversary of publication, Cambridge University Press are delighted to be able to offer a new print-on-demand edition of his work to a new generation of readers.
Understanding the complexity of tactic knowledge has become increasingly important to the enhancement of organizational flow. Tacit Knowledge in Organizational Learning aims to advocate the need for "human factor" consideration from a (tactic) knowledge capital point of view. Tacit Knowledge in Organizational Learning offers academians and practitioners an illustration of the importance of tacit knowledge to an organization, presenting a means to measure and track tacit knowledge in individuals and recommendations on firm attributes and their ideal utilization of the tacit knowledge resource.
Various scholars have argued that knowledge processes in organizations are integrally linked in practice. The extant literature though treats them separately and thereby disregards the interactions and tensions between them. A result of this way of studying knowledge processes is that little is known about their relative importance and how they work together. This paper addresses this gap in the literature through a critical incident study of knowledge processes in product development projects of high-tech small firms. The paper starts off with a conceptual framework comprised of four knowledge processes—knowledge creation, knowledge application, knowledge integration, and knowledge retention—and their interactions. From the framework, three hypotheses are derived concerning the importance of these types of knowledge processes and their interactions, which in turn guide the empirical research. The hypotheses were tested in a retrospective study of 58 critical incidents in product development projects of 16 high-tech small firms in the Netherlands. Data were collected through semi-structured interviews using the critical incident interviewing technique. Interviewees were asked to “relive” and describe particular successful and unsuccessful examples of product development projects in the past. The analysis of the interview data focused upon whether there are differences between successful and unsuccessful projects in the types of knowledge processes and interactions that are performed. After coding all data into the various types of knowledge processes and interactions of the framework, t-tests were used to test for significance of differences. The findings indicate that the difference between success and failure in these projects lies primarily in the extent to which knowledge integration and integration between knowledge processes have taken place. These findings demonstrate that, of the four knowledge processes, knowledge integration had the most significant impact on product development project success. The study demonstrates furthermore that higher degrees of interactions between knowledge processes were also associated with project success. Despite the limitations of this study, these results provide empirical support for the claim that integration is a key factor in organizations in general and in innovation projects in particular. For academics, this suggests further research on knowledge integration, and integration between knowledge processes, is warranted. For practitioners, it means that integration is a key process to be considered when choosing and executing new product development projects.
Purpose
This paper seeks to propose the factors that increase or lessen an individual's tendencies to acquire knowledge from others and uncovers the difference between an expert and a novice in the knowledge domain.
Design/methodology/approach
The study adopted a survey method and examined hypotheses by applying the structural equation model method. The unit of analysis was an individual.
Findings
The research illustrates that individual knowledge acquisition is influenced by the recipient's perceived value of knowledge content and knowledge source. The influence differs between those who are experts and those who are novices in the acquired knowledge domain.
Research limitations/implications
The data were collected from organizations that were willing to participate in the study and not randomly selected; the possibility that the samples were atypical of a more general population exists. This study advances theoretical development by highlighting individual knowledge acquisition which fills the gap between two main knowledge management processes, i.e. knowledge transfer and knowledge application.
Practical implications
Management interest in enhancing knowledge exchange should pay attention to value signals both from knowledge content and knowledge source that influence acquiring knowledge by recipients.
Originality/value
By revealing the value factors associated with individual knowledge acquisition and providing empirical evidence, the study contributes to richer understanding of what should be perceived by potential knowledge recipients in order to enhance their acquiring knowledge from others.
This paper uses the context of the Sydney Organising Committee of the Olympic Games (SOCOG) as a case study. It examines how information and knowledge management (KM) were utilised through a specific knowledge project (the Sydney 2000 Games Information System) in an event‐driven organisation with a limited lifespan and increasing staff numbers. This project helped ensure that SOCOG's KM processes became aligned with the corporate objective of sharing knowledge across the organisation, rather than it remaining in the programs or divisions where it was created.
Ikujiro Nonaka e Hirotaka Takeuchi establecen una vinculación del desempeño de las empresas japonesas con su capacidad para crear conocimiento y emplearlo en la producción de productos y tecnologías exitosas en el mercado. Los autores explican que hay dos tipos de conocimiento: el explícito, contenido en manuales y procedimientos, y el tácito, aprendido mediante la experiencia y comunicado, de manera indirecta, en forma de metáforas y analogías. Mientras los administradores estadounidenses se concentran en el conocimiento explícito, los japoneses lo hacen en el tácito y la clave de su éxito estriba en que han aprendido a convertir el conocimiento tácito en explícito. Finalmente, muestran que el mejor estilo administrativo para crear conocimiento es el que ellos denominan centro-arriba-abajo, en el que los gerentes de niveles intermedios son un puente entre los ideales de la alta dirección y la realidad caótica de los niveles inferiores.
Although the literature on utilization of social science research is large and growing rapidly, the body of empirical studies on utilization is relatively small and discontinuous. A review of this literature yielded 27 empirical studies with data we considered relevant to the question of how to improve utilization of organizational research. In order to integrate and assess the results of these empirical studies, a conceptual framework of the utilization process in user systems is developed and used. Several types of use and various issues that recur are then identified and discussed within this framework. Twelve recommendations based on our analysis and synthesis of the accumulated empirical results are offered to assist interested organizational researchers in achieving greater utilization of their own and others' research and in improving research on the utilization of research.
Purpose
The topic of organizational learning is populated with many theories and models; many relate to the enduring organizational learning framework consisting of knowledge acquisition, knowledge dissemination, and knowledge use. However, most of the research either emphasizes structural knowledge acquisition and dissemination as a composite construct, or focuses solely on the structural aspect of knowledge acquisition and dissemination. The primary objective of this study is to develop and test a model of organizational learning that incorporates both structural and informal knowledge acquisition and dissemination and as separate processes. The predictors of these processes are also proposed
Design/methodology/approach
A model of organizational learning that incorporates both structural and informal knowledge acquisition and dissemination constructs, along with three predictors of these organizational learning constructs were developed and quantitatively tested.
Findings
An inference to the research questions and hypotheses suggests that informal knowledge acquisition and dissemination have significant paths to market knowledge use, whereas structural knowledge acquisition and dissemination have, at best, a weak association with market knowledge use. Although the results were based on exploratory analysis, they provide tentative quantitative evidence that informal knowledge processes are at least as important as structural knowledge processes in market‐based organizational learning.
Originality/value
While the hypothesized model did not satisfy the goodness‐of‐fit tests, data‐driven exploratory analysis helped to refine two separate structural and informal models for future testing. The statistical explanation provided and procedures used to remedy the non‐fit issues should help future researchers to deal with structural equation‐modeling issues when similar non‐fit problems arise.
The purpose of this article was to understand the government stakeholder group's coordination issues and strategies in mega-events, here, the 2010 Olympic Games. The case study was built by means of archival material, interviews, and observations. All three levels of government were included (i.e., the two host municipalities, the host province, and the federal government). Findings highlight five contextual-based issues (time, geography, funding, other resources, and the political situation) and eleven other types of issues (accountability/authority, activation/leveraging, knowledge management, legal, operational, planning, power, relationships, social issues, structure, and turnover). Eight strategies were used to address these issues: communication processes, decision-making frames, engagement, flexibility, formalized agreements, human resource management procedures/principles, strategic planning, and structural framework. The relationships between issues and from issues to strategies are discussed, as are within-group stakeholder heterogeneity and the impact the findings have on public administration theory and practice.
A working paper in the INSEAD Working Paper Series is intended as a means whereby a faculty researcher's thoughts and findings may be communicated to interested readers. The paper should be considered preliminary in nature and may require revision.
Providing a complete portal to the world of case study research, the Fourth Edition of Robert K. Yin's bestselling text Case Study Research offers comprehensive coverage of the design and use of the case study method as a valid research tool. This thoroughly revised text now covers more than 50 case studies (approximately 25% new), gives fresh attention to quantitative analyses, discusses more fully the use of mixed methods research designs, and includes new methodological insights. The book's coverage of case study research and how it is applied in practice gives readers access to exemplary case studies drawn from a wide variety of academic and applied fields.Key Features of the Fourth Edition Highlights each specific research feature through 44 boxed vignettes that feature previously published case studies Provides methodological insights to show the similarities between case studies and other social science methods Suggests a three-stage approach to help readers define the initial questions they will consider in their own case study research Covers new material on human subjects protection, the role of Institutional Review Boards, and the interplay between obtaining IRB approval and the final development of the case study protocol and conduct of a pilot case Includes an overall graphic of the entire case study research process at the beginning of the book, then highlights the steps in the process through graphics that appear at the outset of all the chapters that follow Offers in-text learning aids including 'tips' that pose key questions and answers at the beginning of each chapter, practical exercises, endnotes, and a new cross-referencing tableCase Study Research, Fourth Edition is ideal for courses in departments of Education, Business and Management, Nursing and Public Health, Public Administration, Anthropology, Sociology, and Political Science.
Purpose
This paper aims to analyze how formal, horizontal knowledge communities contribute to knowledge application. In large, complex organizations employees face multiple roles that compete for their time and may be conflicting. The paper seeks to analyze the interplay between the communities, the line organization, and the employees; specifically, to examine how the quality of management of the communities, the attitudes of line managers, and the employees' motivation for participating in the communities facilitate knowledge application.
Design/methodology/approach
The authors conducted a survey in an organization with several specialized, horizontal knowledge communities. In total, 2,517 responses were obtained from members of 131 different communities.
Findings
First, community management, line support and intrinsic motivation have a positive impact on knowledge application. Second, the effect of line support is stronger when employees are intrinsically motivated.
Research limitations/implications
The study is limited to one organization. Future research could study knowledge processes in matrix‐like organization, as well as the role of community coordinators for knowledge sharing and application.
Practical implications
To enhance knowledge sharing and knowledge application, commitment from both line managers and community coordinators is vital. In a matrix‐like organization, dialogue and communication are important in order to reconcile supplementary goals and considerations.
Originality/value
The paper presents a study that is one of the first to analyze antecedents of knowledge application in formal communities of practice.
Purpose
The purpose of this paper is to evaluate the impact of specific knowledge management resources (i.e. knowledge management enablers and processes) on organizational performance.
Design/methodology/approach
The study uses survey data from 189 managers and structural equation modeling to assess the links between specific knowledge management resources and organizational performance.
Findings
The results show that some knowledge resources (e.g. organizational structure, knowledge application) are directly related to organizational performance, while others (e.g. technology, knowledge conversion), though important preconditions for knowledge management, are not directly related to organizational performance.
Research limitations/implications
The survey findings were based on a single dataset, so the same observations may not apply to other settings. The survey also did not provide in‐depth insight into the key capabilities of individual firms and the circumstances under which some resources are directly related to organizational performance.
Practical implications
The study provides evidence linking particular knowledge resources to organizational performance. Such insights can help firms better target their investments and enhance the success of their knowledge management initiatives.
Originality/value
Prior research often utilizes composite measures when examining the knowledge management‐organizational performance link. This bundling of the dimensions of knowledge management allows managers and researchers to focus on main effects but leaves little room for understanding how particular resources relate to organizational performance. This study addresses this gap by assessing the links between specific knowledge management resources and organizational performance. The results show that some resources are directly related to organizational performance, while others are not.
Organizations often provide workers with knowledge management systems to help them obtain knowledge they need. A significant constraint on the effectiveness of such systems is that they assume workers know what knowledge they need (they know what they don't know) when, in fact, they often do not know what knowledge they need (they don't know what they don't know). A way to overcome this problem is to use visual ontologies to help users learn relevant concepts and relationships in the knowledge domain, enabling them to search the knowledge base in a more educated manner. However, no guidelines exist for designing such ontologies. To fill this gap, we draw on theories of philosophical ontology and cognition to propose guidelines for designing visual ontologies for knowledge identification. We conducted three experiments to compare the effectiveness of guided ontologies, visual ontologies that followed our guidelines, to unguided ontologies, visual ontologies that violated our guidelines. We found that subjects performed considerably better with the guided ontologies, and that subjects could perceive the benefits of using guided ontologies, at least in some circumstances. On the basis of these results, we conclude that the way visual ontologies are presented makes a difference in knowledge identification and that theories of philosophical ontology and cognition can guide the construction of more effective visual representations. Furthermore, we propose that the principles we used to create the guided visual ontologies can be generalized for other cases where visual models are used to inform users about application domains.
Is organizational culture a catalyst of competence development? This paper argues it is. The reason for this is that organizational culture fosters the process of learning and competence building and works as a glue between people and the organization they belong to. We employ a most recently developed approach belonging to market process theory, the so-called ‘competence-based theory of the firm’, to explain these causal relationships.
Full-text of this article is not available in this e-prints service. This article was originally published [following peer-review] in Journal of Information Science, published by and copyright Sage Publications Ltd. This paper revisits the data–information–knowledge–wisdom (DIKW) hierarchy by examining the articulation of the hierarchy in a number of widely read textbooks, and analysing their statements about the nature of data, information, knowledge, and wisdom. The hierarchy referred to variously as the ‘Knowledge Hierarchy’, the ‘Information Hierarchy’ and the ‘Knowledge Pyramid’ is one of the fundamental, widely recognized and ‘taken-for-granted’ models in the information and knowledge literatures. It is often quoted, or used implicitly, in definitions of data, information and knowledge in the information management, information systems and knowledge management literatures, but there has been limited direct discussion of the hierarchy. After revisiting Ackoff’s original articulation of the hierarchy, definitions of data, information, knowledge and wisdom as articulated in recent textbooks in information systems and knowledge management are reviewed and assessed, in pursuit of a consensus on definitions and transformation processes. This process brings to the surface the extent of agreement and dissent in relation to these definitions, and provides a basis for a discussion as to whether these articulations present an adequate distinction between data, information, and knowledge. Typically information is defined in terms of data, knowledge in terms of information, and wisdom in terms of knowledge, but there is less consensus in the description of the processes that transform elements lower in the hierarchy into those above them, leading to a lack of definitional clarity. In addition, there is limited reference to wisdom in these texts.
âI shall reconsider human knowledge by starting from the fact that we can know more than we can tell,â writes Michael Polanyi, whose work paved the way for the likes of Thomas Kuhn and Karl Popper. The Tacit Dimension argues that tacit knowledgeâtradition, inherited practices, implied values, and prejudgmentsâis a crucial part of scientific knowledge. Back in print for a new generation of students and scholars, this volume challenges the assumption that skepticism, rather than established belief, lies at the heart of scientific discovery. âPolanyiâs work deserves serious attention. . . . [This is a] compact presentation of some of the essentials of his thought.ââReview of Metaphysics âPolanyiâs work is still relevant today and a closer examination of this theory that all knowledge has personal and tacit elements . . . can be used to support and refute a variety of widely held approaches to knowledge management.ââElectronic Journal of Knowledge "The reissuing of this remarkable book give us a new opportunity to see how far-reachingâand foundationalâMichael Polanyi's ideas are, on some of the age-old questions in philosophy."âAmartya Sen, from the new Foreword
Libro de metodología cualitativo para investigación en las ciencias sociales. La utilización de la computadora, el uso de datos y la recolección de los mismos. Se describen detalladamente numerosos métodos de datos y análisis.
The bitter-sweet awakening: The legacy of the Sydney 2000 Olympic Games
- R Cashman
Cashman, R. (2006). The bitter-sweet awakening: The legacy of the Sydney 2000 Olympic
Games. Sydney, Australia: Walla Walla Press.
Basics of qualitative research: Grounded theory procedures and techniques Empowerment, knowledge conversion and dimensions of organizational learning. Learning Organization
- A Strauss
- J Corbin
Strauss, A., & Corbin, J. (1990). Basics of qualitative research: Grounded theory procedures and techniques. Newbury Park, CA: Sage Publications. Van Grinsven, M., & Visser, M. (2011). Empowerment, knowledge conversion and dimensions of organizational learning. Learning Organization, 18(5), 392–405.
Discovering Grounded Theory
- B Glaser
- A Strauss
Glaser, B., & Strauss, A. (1967). Discovering Grounded Theory. Chicago: Aldine.