No full-text available
To read the full-text of this research,
you can request a copy directly from the author.
Knowledge Management and Competition in the Consulting Industry
Abstract
This article analyzes how Knowledge Management (KM) is likely to affect competition in the management consulting industry. KM represents a fundamental and qualitative change in this industry's basic production technology. Because management consultants acquire information directly from their customers, for these firms, KM technology exhibits increasing returns to scale. As such, although KM clearly represents an opportunity for some consultants to build a sustainable competitive advantage, it is likely to lead to a shake-out. Based on the industry's early experience with KM systems, this article describes a number of possible future outcomes as well as strategies that consultants can follow.
... It is easier to become an expert, experience has been accumulated more, and data storage is more effectively utilized. Therefore knowledge -often called intellectual capital [1] -has become a vital asset to any business firm [2]. Knowledge could be described as tacit and explicit. ...
... Knowledge management (KM) discovers, generates, shares, and responds to knowledge inside the processes in the given context. A sound KM system should recognize the most valuable data and information and transform it into knowledge [1], bringing advantage and competitiveness to the organization. Transforming nonused knowledge into value will bring opportunities to any organization, especially their research and development (R&D) teams concerning innovation [4]. ...
... Organizations prefer to focus on their core business activity and try to outsource other business processes. Not only to end up in low-cost expenses but also to have a better result due to the consulting organizations' experience and knowledge [1], [2], [17]. Therefore, a consulting company is a knowledge seller by nature [1], [2], [18], [19]. ...
This study aims to revise the history of knowledge management in consulting firms to propose a survey to design and implement a knowledge management model adapted to the needs of modern-day / data-driven consulting firms. First, a four-stage knowledge management activity is examined per the state-of-the-art context mentioned above. Second, a detailed adaptation of this four-stage model is explicitly proposed for consulting firms in light of Nanoka's knowledge creation model and other related research. Finally, critical success factors and issues are examined to suggest further research avenues to elaborate our knowledge management model.
... Connectivity therefore emphasised not only infrastructure enhancements, but also cultural shifts and establishments of newer norms where people's attitudes and behaviours towards sharing knowledge were key concerns (e.g. Sarvary, 1999;Zack, 1999; Davis and Meyer, 1998;Davenport, 1997;Demarest, 1997;Spender, 1996;Teece, 1992;Prahalad and Hamel, 1990) In the past two decades, many researchers have tried to resolve the ambiguities relating to the concept of organisational knowledge, and in particular to define the 'organisational knowledge base' (e.g. Hackbarth and Grover, 1999;Johanessen et al., 1999;Spender, 1996;Kim, 1993;Nelson and Winter, 1982). ...
... Some organisations operated within these constraints and tried to exploit paths on a limited basis, while other organisations challenged their realities and emphasised transforming into more flexible states that underpinned connectivity (e.g. Sarvary, 1999;Davenport and Prusak, 1998;Davenport, 1997). ...
... For example, the notion of the transfer of best practices upon which the competitive strengths of professional services firms were built during the past decade has emphasised the aspect of explicating both individual and group tacit knowledge (e.g. Sarvary, 1999;Davenport and Prusak, 1998). Another aspect was highlighted by Nonaka and Takeuchi (1995) who observed the importance of the continuous interplay between tacit and explicit knowledge in underpinning innovation, which they described as the spiral of knowledge creation. ...
p>The past decade has seen the emergence of a new paradigm in the corporate world where organisations emphasised connectivity as a means of exposing decision-makers to wider resources of information within and outside the organisation. Many organisations followed the initiatives of enhancing infrastructures, manipulating cultural shifts and emphasising managerial commitment for creating pools and networks of knowledge. However, the concept of connectivity is not merely presenting people with the data, but more importantly, to create environments where people can seek information efficiently. This paradigm has therefore caused a shift in the function of information systems in organisations. They have to be now assessed in relation to how they underpin people's information-seeking activities within the context of their organisational environment.
This research project used interpretative research methods to investigate the nature of people's information-seeking activities at two culturally contrasting organisations.
Outcomes of this research project provide insights into phenomena associated with people's information-seeking function, and show how they depend on the organisational context that is defined partly by information systems. It suggests that information-seeking is not just searching for data. The inefficiencies inherent in both people and their environments can bring opaqueness into people's data, which they need to avoid or eliminate as part of seeking information. This seems to have made information-seeking a two-tier process consisting of a primary process of searching and interpreting data and auxiliary process of avoiding and eliminating opaqueness in data. Based on this view, this research suggests that organisational information systems operate naturally as implicit dual-mechanisms to underpin the above two-tier process, and that improvements to information systems should concern maintaining the balance in these dual-mechanisms.</p
... In instances where internal knowledge is not sufficient to address clients' needs, management consulting firms seek and acquire knowledge from external sources. Sarvary (1999) [15] illustrates this concept in Figure 1, which showcases the role of external knowledge within the Knowledge Management (KM) system of management consulting firms. ...
... In instances where internal knowledge is not sufficient to address clients' needs, management consulting firms seek and acquire knowledge from external sources. Sarvary (1999) [15] illustrates this concept in Figure 1, which showcases the role of external knowledge within the Knowledge Management (KM) system of management consulting firms. ...
Bridging a significant gap in knowledge broker research, this study addresses the challenges and difficulties in demystifying the roles and components of Knowledge Brokers (KBs) within the management consulting context. Despite their recognized importance, the specific functions, and components of KBs in this specific sector context, known for its intensive use of knowledge, have been unexplored. This study aims to narrow the research gap by identifying key components of KB that enable the knowledge brokerage process in management consulting. Utilizing a mixed methods approach with Structural Equation Modeling (SEM) and data collection from various geographies from global perspectives, the research offers an in-depth understanding of KBs in management consulting. The research findings confirm Interpersonal Skills and Cognitive Ability, along with sub-components like Interactive Skill, Motivational Skill, Hybrid & Anomalous, Neutrality, Professional Competence and Experiential Knowledge, as critical to KBs. The findings offer original contributions to theoretical implications by narrowing the research gaps within this specific context. On the practical front, this study provides strategic insights for organizations to significantly enhance sustainable innovation by integrating external knowledge into organizational decision-making processes, which could be extendable to other industries. Furthermore, it suggests the potential to evolve traditional knowledge brokerage into technology-driven platforms and enhance the innovation ecosystem. Finally, the research findings offer the foundations for future studies on similar professional and knowledge-intensive settings, contextual influences of KBs, and the interrelationships among KB components. Doi: 10.28991/ESJ-2024-08-03-014 Full Text: PDF
... Knowledge is a key to value creation in almost all industries and organisations and is a key aspect of consulting firms (Sarvary, 1999;Fincham, 1999) because they rely on knowledge as a resource and as a product offering to their clients. During the emergence of the knowledge economy in the 1990s, most international consulting companies placed knowledge management at the core of their strategic agenda (Dunford, 2000;Hansen, Nohria and Tierney, 1999;Lowendahl, Revang and Fosstenlokken, 2001;Sarvary, 1999;Werr and Stjernberg, 2003;Haas and Hansen, 2005). ...
... Knowledge is a key to value creation in almost all industries and organisations and is a key aspect of consulting firms (Sarvary, 1999;Fincham, 1999) because they rely on knowledge as a resource and as a product offering to their clients. During the emergence of the knowledge economy in the 1990s, most international consulting companies placed knowledge management at the core of their strategic agenda (Dunford, 2000;Hansen, Nohria and Tierney, 1999;Lowendahl, Revang and Fosstenlokken, 2001;Sarvary, 1999;Werr and Stjernberg, 2003;Haas and Hansen, 2005). Consultants are the most important asset of their companies and are considered the main resource, as the company's competitive advantage lies in the consultant's ability and creativity to solve problems and provide solutions for clients (Lowendahl, Revang and Fosstenlokken, 2001). ...
Knowledge is a core product of management consultancies. Consulting firms consider knowledge management to be a core capability for achieving competitive advantage. Knowledge management, especially in project management, faces a lot of challenges that are crucial for the efficiency of work and as a result the success of the projects. According to ISO 30401, there are some knowledge management enablers like human capital, knowledge processes, technology and infrastructure, governance and knowledge sharing culture. Among them are corporate sharing culture, technology and the structure of knowledge which is the most important for companies. The challenges of knowledge management in a consulting business, for example, time saving and efficiency can be solved within the creation of a structured and target-oriented knowledge framework which enables the reuse of knowledge in the whole consulting company. Qualitative methods were used to conceive, design, and to implement the knowledge framework. The approach has involved workshops that included associates, managers, senior consultants, and project directors. This approach enabled the author to record internal requirements and pain points in the current knowledge management base approach, conduct analysis, set priorities, and conceive a new knowledge framework that was able to solve the pain points of consultants and project managers and support them in their daily business. The new framework includes the following components: a flexible structure that adopts itself to defined tagging structure, the storage of knowledge according to the allocation of the content format, and automatically generated statistics to newly upload and download as well as most used files and documents. The results of conducted feedback workshops and interviews showed that the alignment of the new knowledge framework information architecture to the company’s service portfolio and user-friendly design enabled a quick and target-oriented search for the documents and awareness of relevant and important information and knowledge and as a result lead to the increased efficiency of project work in the consulting company.
... Knowledge is a key to value creation in almost all industries and organisations and is a key aspect of consulting firms (Sarvary, 1999;Fincham, 1999) because they rely on knowledge as a resource and as a product offering to their clients. During the emergence of the knowledge economy in the 1990s, most international consulting companies placed knowledge management at the core of their strategic agenda (Dunford, 2000;Hansen, Nohria and Tierney, 1999;Lowendahl, Revang and Fosstenlokken, 2001;Sarvary, 1999;Werr and Stjernberg, 2003;Haas and Hansen, 2005). ...
... Knowledge is a key to value creation in almost all industries and organisations and is a key aspect of consulting firms (Sarvary, 1999;Fincham, 1999) because they rely on knowledge as a resource and as a product offering to their clients. During the emergence of the knowledge economy in the 1990s, most international consulting companies placed knowledge management at the core of their strategic agenda (Dunford, 2000;Hansen, Nohria and Tierney, 1999;Lowendahl, Revang and Fosstenlokken, 2001;Sarvary, 1999;Werr and Stjernberg, 2003;Haas and Hansen, 2005). Consultants are the most important asset of their companies and are considered the main resource, as the company's competitive advantage lies in the consultant's ability and creativity to solve problems and provide solutions for clients (Lowendahl, Revang and Fosstenlokken, 2001). ...
Knowledge is a core product of management consultancies. Consulting firms consider knowledge management to be a core capability for achieving competitive advantage. Knowledge management, especially in project management, faces a lot of challenges that are crucial for the efficiency of work and as a result the success of the projects. According to ISO 30401, there are some knowledge management enablers like human capital, knowledge processes, technology and infrastructure, governance and knowledge sharing culture. Among them are corporate sharing culture, technology and the structure of knowledge which is the most important for companies. The challenges of knowledge management in a consulting business, for example, time saving and efficiency can be solved within the creation of a structured and target-oriented knowledge framework which enables the reuse of knowledge in the whole consulting company. Qualitative methods were used to conceive, design, and to implement the knowledge framework. The approach has involved workshops that included associates, managers, senior consultants, and project directors. This approach enabled the author to record internal requirements and pain points in the current knowledge management base approach, conduct analysis, set priorities, and conceive a new knowledge framework that was able to solve the pain points of consultants and project managers and support them in their daily business. The new framework includes the following components: a flexible structure that adopts itself to defined tagging structure, the storage of knowledge according to the allocation of the content format, and automatically generated statistics to newly upload and download as well as most used files and documents. The results of conducted feedback workshops and interviews showed that the alignment of the new knowledge framework information architecture to the company’s service portfolio and user-friendly design enabled a quick and target-oriented search for the documents and awareness of relevant and important information and knowledge and as a result lead to the increased efficiency of project work in the consulting company.
... Historically, organizations have engaged in KM informally for product and service development. However, modern KM is marked by a systematic and deliberate approach to managing both tacit and explicit knowledge (Sarvary, 1999). Davenport and Prusak (1998) describe it as the structured management of knowledge to gain competitive advantage, emphasizing the importance of technology, culture, and human interaction. ...
Knowledge is a key strategic resource for competitive advantage, and its management is essential for organizational success. This study explores knowledge management practices in the Oromia National Regional State (ONRS) in some public sectors, focusing on knowledge sustainability. Data from primary and secondary sources indicate that despite ONRS’s efforts, knowledge management remains underdeveloped, requiring improved systems for effective management and sharing. The study recommends implementing enterprise resource planning and highlights those younger, first and second-degree holders, are more active in knowledge management and sharing, pointing to the need for incentives to promote knowledge sharing across all staff levels.
... It is common knowledge that the management consulting firm is the archetype of a knowledge-intensive firm (Werr, 2002), to the point where consultants are aware that their core product is knowledge itself [9,10,11,12]. In general, management consulting is defined as an independent professional advisory service that assists managers and organizations in achieving organizational purposes and objectives through the resolution of management and business problems, the identification and seizing of new opportunities, the enhancement of learning, and the implementation of organizational changes [7]. ...
The purpose of this article is to conceptualize how the profound changes in society and business determined by the restrictions of the Covid-19 pandemic pose particularly deep challenges to marketing practices of management consulting firms. The restrictions aimed at limiting the spread of the pandemic brought a number of disruptions, from a deep global recession to an unprecedented acceleration in the adoption of digital practices across life and business. This work suggests that two streams of research are required to develop a "new marketing normal" framework for consulting firms: how digitally mediated interactions affect "embedded" marketing in the consulting interactions, and how "dedicated" marketing activities need to evolve from current practices to be way more digitally enhanced to fully capture the opportunities of digitally prone customers. Introduction The recent global pandemic affected the world's economy in practically every aspect. The restrictions and lockdowns to prevent the spread of the pandemic have strongly affected the quantity and quality of business and market exchanges, as well as customers in virtually all aspects of personal and consumption habits. The deep recession, followed by a strong rise, has left profound changes and shocks in the economy, from the supply of raw materials to nature and amount of interaction between businesses and customers.
... It is common knowledge that the management consulting firm is the archetype of a knowledge-intensive firm (Werr, 2002), to the point where consultants are aware that their core product is knowledge itself [9,10,11,12]. In general, management consulting is defined as an independent professional advisory service that assists managers and organizations in achieving organizational purposes and objectives through the resolution of management and business problems, the identification and seizing of new opportunities, the enhancement of learning, and the implementation of organizational changes [7]. ...
... Knowledge management plays a vital role in developing human resources to be competitive by promoting continuous learning on the job and facilitating knowledge sharing among employees. This helps organizations improve operational efficiency and enhance organizational sustainability (Wongmajarapinya et al., 2023;Sarvary, 1999). Entrepreneurial actions have a direct impact on business outcomes, driving economic development within organizations (Low & MacMillan, 1988). ...
The online food delivery market has grown rapidly, especially during the COVID-19 pandemic, which forced many restaurants to rely on online delivery to keep their businesses running. This research aims to study the influence of entrepreneurship, knowledge management, innovation capabilities, organizational agility, and competitive advantage on the performance of online food delivery restaurants in Chongqing, China.This study employs a quantitative. The sample group consisted of 440 entrepreneurs of online food delivery restaurants in Chongqing, China, with data collected via a questionnaire and analyzed using Structural Equation Modeling (SEM). The findings reveal that 1) the levels of entrepreneurship, innovation capabilities, and organizational agility were at the Agree level, while knowledge management, competitive advantage, and performance of online food delivery restaurants in Chongqing, China were at the Strongly Agree level. 2) Entrepreneurship, knowledge management, innovation capabilities, organizational agility, and competitive advantage had a positive direct influence on the performance of online food delivery restaurants in Chongqing, China, with statistical significance at 0.05, with influence coefficients (β) of 0.63, 0.41, 0.56, 0.55, and 0.68, respectively. These factors collectively predict 85% of the variance in Performance (R2 = 0.85).3) The strategy developed by the researcher, named the “EKIOC Model,” highlights entrepreneurship, knowledge management, innovation capabilities, organizational agility, and competitive advantage as key factors influencing the performance of online food delivery restaurants in Chongqing, China. Effective management of these factors allows businesses to grow and compete sustainably and securely in the market.
... In today's rapidly evolving landscape of technology and the internet, the pace of learning has accelerated, and competencies hold unprecedented value for companies, particularly in the context of knowledgeintensive processes and organizations, such as design teams and consulting firms, with their inherent knowledge-driven approach. The pivotal asset for design teams and consulting firms lies in the expertise and knowledge of their consultants (Sarvary, 1999). When a consultant embarks on a mission, the consulting firm relies exclusively on that individual's knowledge to navigate challenges and build trust within the client's office. ...
This study explores the application of competency mapping models, incorporating in knowledge management for consulting firms. It evaluates 15 different models, focusing on their suitability for consulting contexts based on data collection, advantages, risks, and limitations. The findings indicate that AI and ML-enhanced competency mapping models are particularly more effective in consulting firms. Finally, the article proposes three key applications of these models for improving knowledge management in consulting firms via empowering communities and collaboration.
... Being intrinsically connected with organizational performance, KM creates a demand to answer questions concerning the design, implementation, and evaluation of key performance indicator (KPI) metrics as relevant measures of tangible outcomes and methods for the successful design of business roadmaps, guidelines, and strategies, as well as the management of individuals and technological resources. Aligned with that perspective, Sarvary (1999) advocates that: "It is important to realize that there is much more to knowledge management than technology alone. Knowledge management is a business process. ...
This book chapter, “Strategic Information Governance: Optimizing Business Operations, Business Intelligence, and Data Management,” explores the dynamic intersection of information governance and organizational functionality. Grounded in an exhaustive literature review, it guides businesses in enhancing operations, fortifying business intelligence, and refining data management. From principles to practical applications, the chapter emphasizes the symbiotic relationship between information governance and business operations. It provides actionable insights, empowering businesses to strategically leverage information governance for optimized processes. Addressing the evolving data landscape, it offers proven strategies for aligning governance with efficient data practices, ensuring compliance, security, and accessibility. This chapter is an indispensable resource for decision-makers, providing a comprehensive guide for organizations navigating the complexities of strategic information governance in today's dynamic business environment.
... Zarządzanie wiedzą jest procesem biznesowym, na który składają się takie elementy jak organizacyjne uczenie się, produkcja wiedzy oraz jej rozpowszechnianie pomiędzy członkami przedsiębiorstwa (Sarvary 1999). Wyróżnia się trzy podejścia w zarządzaniu wiedzą -podejście japońskie, procesowe i zasobowe (Strojny 2000, Kozioł 2010). ...
... They will further attract the talents from the surrounding provinces and cities through the siphon effect, leading to a serious phenomenon of collective talent outflow in the less developed areas, especially the core management talents and professional talents. As a result, many KIBS enterprises in the underdeveloped areas are trapped in a vicious circle of "brain drain, talent gain and training drain" [21][22][23]. ...
Knowledge-intensive service industry has become an important part of social economy, which not only promotes the innovation of modern service industry, but also promotes the upgrading and transformation of manufacturing industry. The agglomeration of knowledge-intensive service industry is not only the inevitable result of economic growth, but also the premise of sustained economic growth. Moreover, China's national economy is transforming from an industrialized economy to a service-oriented and knowledge-based economy, and the importance of knowledge-intensive service industry is increasing day by day. This paper constructs a theoretical framework of the influence of population agglomeration on the economic development of urban agglomerations. The article holds that population agglomeration promotes the economic development of urban agglomerations through the upgrading of industrial structure and the promotion of human capital. In the future, we need to focus on the similarities and differences between population agglomeration and economic development of urban agglomerations in central China, explore the factors of economic development of urban agglomerations, and provide reasonable suggestions for the government to formulate relevant economic policies. This paper, from an innovative research perspective, based on the perspective of population agglomeration, studies the path of its role in regional economic development, which can make up for this defect to some extent. Moreover, the research object has been innovated and the research method has been improved. On the basis of the above, the panel data of the Yangtze River Delta from 2012 to 2021 is selected as the research sample, the location entropy index is taken as the explanatory variable, the regional gross domestic product (GDP) is taken as the explanatory variable, and the rationality of economic theory and the significance of econometric test are considered. Finally, the data are analyzed and tested by regression. The empirical analysis of the Yangtze River Delta urban agglomeration proves the importance of knowledge-intensive service industry agglomeration to regional economic development. Finally, based on the contribution of knowledge-intensive service industry agglomeration to regional economy, the development of knowledge-intensive service industry and the promotion of industrial agglomeration are studied.
... However, it remains unclear how specific KM inputs produce certain outcomes that lead to viability, which is critical on the backdrop of the knowledge economy (Bell, 1976;Drucker, 2011;Stark, 2011). In order to mitigate this issue, in this work, we aim to elucidate the linkage between KM inputs and performance as well as contribute to the limited empirical research in this field by using the VSM as a theoretical lens through which to examine KM in a particular case of a consultancy, for which KM is especially important because knowledge is its core product (Sarvary, 1999;Lahti and Beyerlein, 2000). As such, our research is in line with recent calls for pursuing KM research across different models and contexts . ...
Purpose
Based on an exploratory case-based approach, the purpose of this paper is to open the KM black box and examine the relationships that link knowledge management (KM) inputs (i.e. knowledge resources and KM practices) via knowledge processes to KM performance. This paper aims to identify the underlying mechanisms and explain how KM performance is enabled.
Design/methodology/approach
This in-depth case study conducted at a medium-sized consultancy in the supply chain management industry empirically examines knowledge flows to uncover the relationships between KM inputs, knowledge processes and KM performance. We adopt the viable system model (VSM) as a theoretical lens to identify KM mechanisms.
Findings
By identifying six KM mechanisms, we contribute to the theoretical understanding of how KM inputs are interconnected and lead to KM performance via knowledge processes.
Originality/value
Based on the insights gained, we provide propositions that organizations should consider in designing viable KM. Our findings help organizations in understanding their KM with the help of knowledge flow analysis and identifying how critical KM elements are interconnected.
... In centralised management, the initiative is on the side of management, IT solutions are intensively used, and a large emphasis is placed on the codification of knowledge. In decentralised management, there is a focus on personalised knowledge and on giving it a more practical form that is easier to use [86]. ...
Sustainable development is an opportunity for modern enterprises to build unique market advantages, but it is always a kind of compromise between financial benefits and activities focused on environmental protection. It also requires companies to be able to acquire and process information, the sources of which are both internal and external, and to process it into effective knowledge. Quality management processes are an important element supporting knowledge management as a consequence of similar priorities. There are direct and indirect relationships between quality management, knowledge management and sustainable development. Related issues are an important element of modern research, but there are still some knowledge gaps that need to be filled. The authors, based on the literature analysis, concluded that there are no studies defining the relationship between quality management and knowledge management in the context of sustainable development relating to the Polish metal industry. Therefore, the objective of this study is to identify patterns of company activities in the area of knowledge management relating to the improvement of manufacturing processes in companies operating in the metal industry in Poland. At the same time, it was indicated which aspects of knowledge management are at the centre of management’s concerns. The study was carried out using a survey questionnaire, with 1930 questionnaires collected from employees in 50 companies selected for the study. The study carried out discovered that in the various areas of the Japanese knowledge management model, companies distribute the emphasis differently, which manifests itself in the procedures and ways of operating. At the same time, there are significant differences between large and medium-sized enterprises, indicating that the scale of operation influences the perception of the importance of individual elements of the knowledge management system in the context of sustainable development.
... (Lavenport & Klahr, 1998) It is the process that investigates, organizes, and defines information to make the topics of interest understandable. (Sarvary, 1999) Is to build a competitive advantage from the intangible assets of a company. (Santos & Santana, 2002) It is a set of information to which an individual attributes meaning and contextualization. ...
Individual and organizational knowledge has generated an important change in the development of business and institutional processes. Knowledge Management (KM) has played an important role in the development of new methodologies and the implementation of good corporate practices. The objective of this research is to describe the concepts of knowledge management and the capacity to manage alliances according to the scientific literature as well as the guidelines of the Ministry of Science, Technology, and Innovation. A literature review in the main scientific databases, such as Scopus, Redalyc, and SciELO, among others, is used as a methodology. Concluding that it is giving way to the ability to manage strategic alliances that talk about key factors that contribute to administrative models that promote the development of the intellectual capital of individuals and organizations, as well as these issues being of vital importance for the development of business knowledge management and making better use of the talents of individuals.
... For instance, in general knowledge management, Dunford (2000) reviewed studies in knowledge management and claimed that knowledge acquisition and application processes correlate strongly with a firm's capacity to innovate. In 1999, Sarvary (1999) examined centralized and decentralized methods in service design organizations to understand KM's impact on competitiveness. Apostolou and Mentzas (1999) analyzed ten articles (about implementing KM in service design organizations) from the literature to compare the alignment of people, technologies, business strategies, and goals related to implementing a KM system. ...
This study aims at revising the history of knowledge management in service design organizations to discover what sources, technologies, tools, and users have been used and how knowledge management may thus help to improve consultants’ performance. Also, this study sheds light on the importance of decomposing knowledge (knowledge-leveling being said in this article) before tackling knowledge management. Moreover, this study provides a real case study investigation of knowledge management in a service design organization. Through this investigation, the authors propose their knowledge-leveling classification model and how knowledge management activities satisfy each class. Thus, the authors showcase the essentiality of knowledge leveling in knowledge management.
... According to Shrivastava, it is through organizational learning that basic organizational knowledge is formed and developed (Tsang, 1997). Many authors associate organizational learning with the acquisition of knowledge within an organization (Sarvary, 1999;Mikuła, 2005;Dolińska, 2005). Knowledge is neither data nor information, although it has to do with both (Davenport & Prusak, 1998). ...
Theoretical background: An efficient public administration is a prerequisite for a harmonious development of business, and for the security and prosperity of society. Its rapidity and quality are particularly important in the situation of dynamic economic, political and social changes. However, the model upon which administration is built and functions fails to meet the requirements of the present day. The subject of dysfunctional bureaucracy has been thoroughly analyzed and described in detail. Blind adherence to regulations, reluctance to introduce changes and lack of motivation to help clients are well-known vices of bureaucratic organizations throughout the world. Although countless attempts have been made to change the way these organizations function, the design and implementation of such improvements is hindered by a variety of obstacles. In this article, we shall describe barriers to the process of implementing the concept of a learning organization in a large bureaucratic organization. Purpose of the article: The purpose of the article is to discuss a number of barriers to the process of implementing the concept of a learning organization within a specific bureaucratic organization, namely the State Plant Health and Seed Inspection Service (Państwowa Inspekcja Ochrony Roślin i Nasiennictwa, PIORiN). The barriers discussed were identified in the course of research. Thus, the article adds to the existing body of knowledge about the functioning of bureaucratic organizations, their specificity and processes that take place within them. By identifying potential and actual barriers to the process of change, we can better understand organizational behavior. It also provides practical knowledge about the critical elements of the process of change. Research methods: Research was conducted within a large public institution in charge of phytosanitary controls. Three types of triangulation were used in the study: methodological, theoretical and investigator triangulation. Conclusions were drawn on the basis of a total of 51 interviews, of which 31 were conducted within the organization and 20 with external partners (clients). The basic tool used for collecting data was an open interview, always conducted by two researchers at a time. Interviews were transcribed and read on an ongoing basis with a view to carrying out a preliminary selection and category coding. Four team members participated in the coding process. Codes were subsequently analyzed and grouped into categories that served for drawing conclusions. Main findings: A number of barriers of great consequence for the process of implementing the concept of learning organization in administration have been identified; the most important are: excessive formalization, limited use of clients’ knowledge, insufficient financing, inadequate IT support, and limited cooperation with other public institutions.
... • "powiązane działania jednostek, dzięki czemu powstaje zbiorowy mózg/kolektywny umysł/intelekt" (Weick, Roberts 1993); • "proces (świadomy lub nieświadomy) rozwoju i adaptacji (...)" (Grundy 1994); • "(...) zdolność i/lub proces/fenomen systemowy wewnątrz organizacji, dzięki któremu podtrzymuje i doskonali wydajność/do przetwarzania w organizacji, utrzymania lub poprawiania wyników, korzystając z doświadczenia (...) zachodzi na poziomie systemu i pozostaje w organizacji, nawet gdy jednostki odejdą" (Nevis et al. 1995); • "proces, dzięki któremu firma zdobywa informacje i/lub wiedzę" (Sarvary 1999); • "proces skoordynowanej zmiany systemów, w który wbudowano mechanizmy stworzone dla pracowników i grup pracowniczych, pozwalające im na tworzenie i wykorzystywanie zasobów wiedzy, struktury i kultury organizacji w celu zwiększenia długoterminowych możliwości organizacji" (Armstrong 2000); • "procesy usprawniania działalności dzięki większej wiedzy i lepszemu rozeznaniu w sytuacji" ( Jashapara 2006). Organizacja ucząca się (learning organization, LO; więcej definicji -zob.: (Senge 1990;. ...
Kapitał intelektualny i kapitał ludzki w ewoluującej przestrzeni organizacyjnej (w optyce badawczej knowledge management)
... Important information is flowing between employees, and organizations are not realizing the importance of that knowledge (Davenport, De Long, & Beers, 1998). Sarvary (1999) wrote that a knowledge-based approach to business would be the connected economy. He added that such companies would use knowledge as their competitive asset and would create unexpected value by applying their knowledge more intelligently than their competitors. ...
... Their role directly influences the most predominant barriers identified in our findings, including the lack of understanding, the paucity of knowledge, and issues related to the transition effort. Consulting firms are also seen as technology brokers (Sarvary 1999). The analysis of some cases revealed that, depending on the information and knowledge communicated to their clients during the acculturation, education and support phases, a negative or positive pollination can be observed, which is indirectly related to the consultant's low level of blockchain-related expertise and knowledge compared to other more developed emerging technologies such as IoT or AI. ...
Blockchain is one of the most promising technologies with a highly disruptive potential, yet many aspects of this innovation remain unclear in the current body of research. One of them is the whole adoption and diffusion process of blockchain technology, which needs more attention from researchers. This study has adopted a qualitative method to investigate the role of consultants in blockchain diffusion, relying on data from 14 semi-structured interviews conducted with blockchain consultants. The various roles of these key players were identified and challenges related to the technology analyzed by means of the Diffusion of Innovation Theory (DOI) and the Technology – Organization – Environment (TOE) framework. According to the results obtained, consultants’ roles range from technology brokers to quality filters. The same results also revealed that the most important barriers to blockchain adoption and diffusion include the lack of knowledge and understanding of the technology, which contributes to promoting unconscious or forced adoption. This paper sheds light on how consulting firms and blockchain-oriented start-ups operate to impact the diffusion of blockchain while dismantling barriers to adoption.
... (1) organisational learning, which entails the acquisition of information or knowledge at a firm level; (2) knowledge production, where raw information is transformed and integrated into knowledge, which subsequently can be used for problem-solving purposes; and (3) knowledge distribution, which enables an organisation's members to access and use their firm's collective knowledge (Sarvary, 1999). ...
Purpose
The purpose of this study is to shed new light on empirical and conceptual aspects related to chefs’ careers and the hospitality sector. The study examines how the future of the chef’s profession is perceived, how future generations of chefs could be developed and the main emerging trends within the chef’s scene.
Design/methodology/approach
Semi-structured, face-to-face, online and telephone interviews were conducted with 34 chefs operating in Australia and 35 in Vietnam.
Findings
The findings reveal ten dimensions that strongly adhere to knowledge management (KM) and the notions of the knowledge-based view of the firm. In addition, numerous differences in how the two groups perceived aspects of their careers transpire. Based on these findings, a conceptual framework was developed, with important theoretical and practical implications.
Practical implications
The importance of KM through talent development, mentoring, creating a learning environment and enhancing problem-solving skills is highlighted.
Originality/value
While scholarly works emphasise chefs’ value, importance and contributions, little is known about the links between their careers and KM. Furthermore, almost no study has compared chefs across geographic/cultural domains. The study addresses these research gaps and contributes to the conceptual understanding of KM within the chefs’ domain.
... The study contributes by providing new information about KM in integrated health and social care by answering the research question: How to design and promote the implementation of a new KM system (KMS) in integrated health and social care organization? The design and implementation of KM as a purposefully constructed design is a little-studied area influenced by the organization's business model, culture, and history (Robu & Lazar, 2021;Strans & Odom, 2006;Sarvary, 1999), and the few practical examples have not considered the context of integrated care in much detail (cf. Gall et al, 2021;Choy et a., 2018;Massingham et a., 2018). ...
Knowledge management is expected to contribute to the management of health and social services as the challenges of the present and future are addressed. It is expected that organizations working in the field can be developed, thereby deriving efficiency benefits as well as promoting the effectiveness of services through knowledge management. However, despite the increasing interest in knowledge management as an organizational practice, there is a lack of evidence and practices showing how an effective knowledge management system should be designed, implemented, and promoted in health and social care organization. The integration of highly specialized and professionalized organizational cultures and traditions constitutes a complex context for managing knowledge. The purpose of this article is to identify development needs related to knowledge management systems in integrated health and social care and based on a case study suggest KM initiatives for responding these needs. The found key factors for knowledge management relate to strategic orientation, careful analysis of the organization’s knowledge and expertise, and an ability to harness these in a cross-administrative, multi-professional and strategy-oriented way. The qualitative analysis is based on the strategic documentation, the results of an external evaluation of the case organization’s knowledge management practices, and notes and other documentation of internal development workshops carried out in the case organization.
... In fact, the approach of knowledge management is nothing new and organizations have employed this approach in different practices and applications to enhance its productivity and make optimal decision (Hansen et al 1999). Importantly, the new thing that differentiates new paradigm of knowledge management is the act of being conscious about the existence of a KM process (Sarvary 1999). Organizations which employ knowledge management systems without knowledge and awareness of it are often suspicious to get optimal outcome and productivity. ...
Knowledge Management is a broad area that has used since the old era. In the past few years, this term has used frequently in the interest of providing good services to the stakeholders and performance of organization. Organizational knowledge management Syetem (KMS), enhances in creation, dissemination , and application of knowledge within the organizations. Effective implementation of Knowledge Management System requires a strong foundation of previous research. This paper provides a literature review of knowledge management in the field of Public Sector Organization to identify the important areas. In this article we discuss various research issues in the field of knowledge management processes and the role in the public sector organization.
... It is the process through which firms create and use their institutional or collective knowledge. It includes three sub-processes: Organizational learning-the process through which the firm acquires information and/or knowledge Knowledge production-the process that transforms and integrates raw information into knowledge which in turn is useful to solve business problems Knowledge distribution-the process that allows members of the organization to access and use the collective knowledge of the firm'' [22]. 1999 "Knowledge management is a discipline that promotes an integrated approach to identifying, managing and sharing an organisation's information assets, including databases, policies and procedures as well as unarticulated expertise and experience resident in individual workers" [23]. ...
Knowledge Management (KM), defined as the creation and application of new knowledge, is becoming a good source of competitive advantage. Employee innovation is increased by the development and sharing of knowledge. Failure to implement a knowledge management system for the organization is a major concern for the management information system society. With the drive for necessary attention to this issue, this paper intends to provide the means of implementing knowledge management system. The success of this implementation would come from the reduction of loss of critical information and improvement of data retrieval. This paper would also guide the implementation principles and review the implementation process in a step-by-step approach. This paper investigates the knowledge management implementation system requirements in various manners. The investigation covers the ways of devising the implementation system for information sorted by definition, requirements, and implementation. The source definition and data retrieval process is also investigated. This paper would consider the cooperation of the knowledge workers as one of the important aspect of the implementation. In addition to these, the importance of centralization in storage and retrieval process for necessary information is also included in the scope of this paper. The ways of eliminating loss of knowledge when the skilled workers leave or retire is also a subject matter of this paper. The contribution of this paper goes to more clarification of knowledge management system implementation.
... The author, thus, tends to agree that technology-based KM efforts are not the solution to the problems faced by managing knowledge, as they appear to ignore the complexity involved in knowledge. Additionally, such approaches advocate an epistemology of possession, which has already been criticised extensively (B'ailey et al. 2001;Marshall et al. 2001;Sarvary 1999;Truch et al. ). The reason for the critique levelled at such epistemologies is that one needs to assume that knowledge can be possessed like any other tangible asset, for example money. ...
p> Little evidence is available that meaningfully describes how organisational members share knowledge among themselves. Informed by the literature on Knowledge Management, this research employs an ethnographic research approach to investigate if narratives may be conceptualised as a means to transfer and exchange knowledge within the context of daily operational work activities. Additionally, questions regarding the context of narrative performance and the significance of such contexts are examined. Lastly, the research analyses the knowledge content of narratives in order to inform the development of frameworks for knowledge exchange within organisations, potentially moving beyond the use of information technology.
This research is premised on an empirical investigation of two contrasting settings - one within the public sector, the other a private sector organization. The interpretive research undertaken has collected data through an ethnographic Participant Observation method in both settings. The uniqueness of this research is in its use of narrative. While narrative has been used within interpretive research frameworks before, this research does neither elicit narratives by prompting story-telling, nor does it create, or recount, a narrative out of non-storied data. This research identified and observed narratives as and when they occurred.
It is established that communication among team members takes a narrative form more often than anticipated, which may suggest that this is not necessarily coincidental. This occurrence of narrative forms in daily communication is particularly apparent in face-to-face encounters. Furthermore, the research provides evidence that narratives are replete with various types of knowledge.</p
... Being intrinsically connected with organizational performance, KM creates a demand to answer questions concerning the design, implementation, and evaluation of key performance indicator (KPI) metrics as relevant measures of tangible outcomes and methods for the successful design of business roadmaps, guidelines, and strategies, as well as the management of individuals and technological resources. Aligned with that perspective, Sarvary (1999) advocates that: "It is important to realize that there is much more to knowledge management than technology alone. Knowledge management is a business process. ...
The exponential growth of digital data generation and consumption in the past decade has ignited new discussions about the relevance and impact of knowledge management (KM) on individuals and businesses. This chapter presents a literature review examining knowledge management and systems of learning as well as some of the critical factors to be considered in the design, implementation, and evaluation of metrics for KM implementation success. It highlights the role of leadership and the importance of valuing knowledge workers for effective KM and KMS practices, and the design of knowledge metrics focused on learning and growth within the scope of the balanced scorecard framework and the possibilities of a Web 4.0 data processing environment in a competitive globalized market.
... However, the MC field is evolving rapidly as an increasing number of offerings start to encompass an element of technology. Technology indeed offers a medium to store and quickly share/produce knowledge (see Sarvary (1999) or Kenney and Zysman (2019) for recent discussions). This means that looking at growth nowadays may be best tackled through a revenue lens. ...
This PhD provides an up-to-date view of the mechanisms at play in the transformation of the professional services industry.It first explores the dynamics that have sustained and keep on sustaining the growth of the associated industry (through a mix of theoretical modelling and empirical analysis) and highlights that survival in this industrial realm is now a question of adaptation to deliver services at scale.This thesis then discusses the two key instruments available for such firms: namely labor displacement off/near-shore and labor replacement thanks to automation technology. This discussion is informed by a mix of empirical analysis (survey, regression analysis) which is latter used to propose a view of the end state of the sector (by means of a mean field game analysis).Finally, this thesis investigates the implications of such a transformation on professional services human resources practices (apprenticeship paradigm, promotion rules \& employees compensation & incentives).
... Knowledge creation and sharing are a basis for the development of the skills required of consultants. Given that knowledge is a key asset in consultancy organisations, they should put significant effort and resources into managing it effectively (Sarvary, 1999). ...
This study investigates the critical components that contribute to the success of management consulting partnerships and their role in driving client firms' competitiveness.Using a descriptive research design, this study collected survey data from 402 senior executives from client companies in India with prior experience in management consulting. Data analysis was performed using Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM) to assess the relationships between critical success factors and client outcomes. This study reveals that the successful implementation of critical success factors positively impacts firm qualities, and knowledge creation, all of which contribute to enhanced business positioning. Notably, knowledge creation followed by qualities was found to be a significant driver of competitive advantage, supporting the strategic importance of leveraging insights generated through consulting engagements. This research contributes to the literature by offering a deeper understanding of how management consulting partnerships can be leveraged for sustained competitive success.
Changes are phenomena that are permanently embedded in the scenario of how the world functions. They can appear as a result of intentional actions, i.e. deliberate human interventions, but they can also occur without their conscious participation. In such cases, we speak of their natural sources. Currently observed trends in this area allow us to assume that the frequency of changes, their speed and scope will increase significantly. To face the 21st century, we need to understand the constancy of changes and accept the uncertainty that accompanies them. This, in turn, requires mastering new rules and a new way of thinking. "Old rules" are not enough to understand the processes of a rapidly changing reality. An area of particular importance for the description of changes and the change management process are organizations. Changes in organizations are currently a phenomenon that determines their characteristics, essence, survival and development. The key element of conducting the change management process are people who change the organization. The appropriate management style, participation and involvement of organization members in the change process have become an absolute requirement. Building social commitment to change is a determinant of its positive adaptation. Change does not then become a forced and imposed evil. The aim of the study was to conduct an empirical study aimed at demonstrating that the management style when introducing changes in a medical organization has a decisive influence on its functioning. The study was conducted on a group of 100 nurses and nurses working in medical entities in Poland.
This study explores the ‘micro-contextual’ conditions (individual, situational, interpersonal) affecting the willingness of host country nationals (HCNs) to share knowledge with peers in overseas subsidiaries. Our interviews with Chinese consultants in foreign-owned multinational firms in China extend current understanding of the breadth and types of considerations HCNs weigh up. We show that both collaborative and competitive dynamics shape their willingness to share knowledge, with self-interest typically trumping organizational interests. We also draw attention to the performative nature of knowledge sharing by revealing how HCNs’ perceptions of the knowledge-sharing processes, not just the outcomes, matter. Considerations like the difficulty, the visibility, and the actors involved in the process all contribute to HCNs’ willingness to share knowledge with other subsidiaries.
تمثل اخلاقيات ادارة المعرفة أحد التطورات الفكرية المعاصرة في الفلسفة الحديثة للإدارة والأكثر انسجاماً مع التغيرات البيئية في عالم الأعمال، وللوصول إلى بناء القدرات الإبداعية ينبغي على المنظمات اعتماد أنموذج اخلاقي لإدارة معرفتها. اذ يسلط البحث الحالي الضوء على أخلاقيات المعرفة حيث يشهد العالم الكثير من أشكال وأساليب الانتهاكات في جميع مجالات المعرفة . وهدف البحث الى اعتماد نموذج لأخلاقيات ادارة المعرفة لبناء القدرات الابداعية في المنظمات المبحوثة, واختبار أنموذج الدراسة لبناء القدرات الإبداعية في المنظمات المبحوثة من الواقع الميداني العراقي. إذ تجلت مشكلة الدراسة من خلال الإجابة عن تساؤلات مفادها:•هل هناك علاقة بين اخلاقيات إدارة المعرفة وبين بناء القدرات الابداعية للمنظمات المبحوثة.؟•هل تؤثر اخلاقيات إدارة المعرفة في بناء القدرات الابداعية للمنظمات المبحوثة.؟•هل ان اعتماد أنموذج Paradice, et, al لأخلاقيات أدارة المعرفة سيسهم في بناء القدرات الإبداعية للمنظمات المبحوثة.؟وقد تم اختيار عدد من التشكيلات التابعة للجامعة التقنية الشمالية كمجتمع للبحث، وجاءت نتائج البحث لتؤكد اسهام انموذج اخلاقيات ادارة المعرفة في بناء القدرات الابداعية في المنظمات المبحوثة.
الملخص:
ضمن بيئة تسودها المنافسة الشديدة والتغير المتسارع، تسعى المؤسسات وبكل إمكانياتها إلى الخروج من حيز الحلول التقليدية إلى أنماط مبتكرة وواعية، تمكنها من البقاء، التميز والتنافسية من خلال سعيها لتبني نموذج "المنظمة المتعلمة" ميدانيا كرهان للتفوق المبني على المعرفة والتعلم التنظيمي.
وتهدف هذه الدراسة إلى الوقوف على واقع تبني وتطبيق إدارة المعرفة في المؤسسات محل الدراسة، كما تدرس مدى التبني الميداني لمفهوم "المنظمة المتعلمة" كتحدي ضروري للمؤسسات بمختلف مواقعها التنافسية، وبمختلف أنشطتها الاقتصادية وفق منظور (بيتر سانج، (Peter SENGE، ولتدارس وتباحث الأطر النظرية والتطبيقية تم اعتماد المنهج الوصفي، والذي يلخص ويصف مختلف الظواهر التنظيمية ويحللها، بالإضافة إلى اعتماد البرنامج الإحصائي Smart pls 3.
توصلت الدراسة بعد تطبيقها ميدانيا على مجموعة من المؤسسات الاقتصادية بولاية المسيلة إلى أن مستوى اهتمام وتطبيق إدارة المعرفة كآلية معالجة لمختلف المعارف المطلوبة والموجهة لتحقيق الأغراض التنظيمية مقبولة، والوعي بمفهوم "المنظمة المتعلمة" ضعيف تماما بذات المؤسسات محل الدراسة، أثبتت الدراسة كذلك بعدم بوجود علاقة (تفاعل) بين عمليات ومتطلبات إدارة المعرفة بالمؤسسات محل الدراسة، فقد اوصت الدراسة بضرورة إعداد خطط وبرامج مؤسساتية واضحة تحدد كيفية تنشيط وتفعيل ادوار كل من ادارة المعرفة والتعلم التنظيمي بالمؤسسات محل الدراسة في سبيل تعزيز التوجه المستمر لتحقيق مفهوم المنظمة المتعلمة بها.
الكلمات المفتاحية: المعرفة، إدارة المعرفة، عمليات إدارة المعرفة، متطلبات إدارة المعرفة، التعلم التنظيمي، المنظمة المتعلمة، نموذج (Peter SENGE).
El conocimiento y aprendizaje son importantes impulsores para el éxito empresarial y la competitividad,en especial en las organizaciones intensivas en conocimiento (KIO’s) cuyo negocio principal es crear y vender conocimiento (por ejemplo, organizaciones educativas, centros de I+D, empresas consultoras, entre otras). Investigaciones previas indican que unos de los factores críticos de éxito (CSF) de las prácticas de Gestión del Conocimiento (KM) es el liderazgo, pero poco de ellos lo analizan de manera cuantitativa. Este artículo tiene como objetivo exploar y explicar la realación entre el liderazgo y el éxito de la KM. Los resultados muestran una relación positiva entre la dimensión estratégica del liderazgo y el éxito de las prácticas de KM. Este modelo está testado utilizando modelos de ecuaciones estructurales (SEM). Con este estudio se contribuye al reconocimiento de la importancia del liderazgo para mejorar la creación y diseminación del conocimiento en las KIO’s. En este sentido, los resultados ayudarán a los directivos y profesores para incrementar la efectividad del aprendizaje.
El conocimiento se concibe como un recurso estratégico fundamental y su gestión se convierte en una capacidad dinámica que implica un conjunto de procesos (creación o captación, estructuración, transferencia y aplicaciones sucesivas) que permiten utilizarlo para añadir y generar valor. La Gestión del Conocimiento (GC) supone un cambio sin precedentes en la concepción de la dirección de la empresa, que obliga al replanteamiento de una serie de aspectos teóricos y prácticos relacionados con la organización y dirección de empresas, y sobre todo, la dirección de recursos humanos, el liderazgo y la cultura corporativa. Esto se explica por el hecho de que la ventaja competitiva en un entorno en el que los productos y la tecnología cambian rápidamente, sólo puede surgir de la capacidad de la organización y de las personas que la componen, para crear nuevos conocimientos, transmitirlos ampliamente a toda la empresa y aplicarlos en nuevas tecnologías y productos (Nonaka, 1991; 96). Con este trabajo se trata de cumplir un objetivo que es el análisis de las implicaciones de la implantación de una estrategia de GC para la dirección de recursos humanos. Para ello, se expone en primer lugar la importancia del conocimiento como recurso estratégico en el marco de la Teoría de Recursos y Capacidades. Tras ello, se explican las distintas fases que componen el ciclo a través del cual se implanta una estrategia de GC. Finalmente, se analizan las implicaciones de la GC para algunos aspectos concretos de la dirección de recursos humanos.
El conocimiento que se encuentra dentro de las organizaciones, además de ser un recurso, se está convirtiendo en un importante activo estratégico para ellas. La Gestión del Conocimiento se desarrolla en el marco de la llamada “Economía del conocimiento”, en la que académicos y empresarios reconocen la importancia del conocimiento para lograr ymantener la ventaja competitiva de las organizaciones, elemento fundamental para su éxito y sostenibilidad. En Cuba, la utilización intensiva del conocimiento se ha centrado en algunos sectoresmás que en otros, a pesar del alto nivel de formación de los recursos humanos y lanecesidad de impulsar la economía cubana con eficiencia. Las empresas cubanas reconocen la importancia de gestionar el conocimiento, pero no desarrollan a cabalidad la metodología debido a barreras internas y externas.
The Abu Dhabi Municipality strives to achieve institutional excellence by providing high-quality e-services to its citizens and stakeholders. However, the success of this goal is dependent on various factors. This study aims to examine the relationship between employee motivation, internal knowledge sharing, and collaborative e-culture and their impact on institutional excellence in the Abu Dhabi Municipality. Furthermore, this study explores the mediation effect of e-service quality on the relationships towards institutional excellence, and the moderation effect of quality policy enforcement on the relationship between e-service quality and institutional excellence. The proposed conceptual framework is designed to explain the variance of institutional excellence based on the above variables in a mediation-moderation relationships. The relationships are supported from activity theory, service quality theory, and excellence theory. The research is quantitative research that based on primary data. The population are the employees of the ADM within the main city of the Abu Dhabi Emirate (2500). The distributed questionnaires reached 469 employees but the final data set has 336 replies, which account for 71.6%. The results revealed that the variance in the institutional excellence explained by a percentage of 59.8%. The three independent variables show a significant impact on the institutional excellence and the e-service quality. In addition, the three mediating effects have significant partial mediation. The precedence of the mediations based on the indirect effect are the following: collaborative e-culture (0.121), internal knowledge sharing (0.114), then employee motivation (0.083). Finally, the moderating effect of quality policy enforcement is not significant. The finding contributes to academic knowledge by proposing a refined model of institutional excellence besides to the examination of e-service quality. For practitioners in public sector, collaborative e-culture and internal knowledge sharing are the best influences; therefore, encouraging social media communication between employees could be an excellent practice to reach institutional excellence. Future studies can replicate the proposed model in different contexts and can refine the design by testing additional mediating variables such as satisfaction and commitment.
We describe the professional community which for many firms is the best response to the disruptions of today.
The purpose of this study is to identify the relationships between knowledge creation capability and innovation performance in multinational consulting organizations. We introduce two important but conceptually distinct, intellectual attribute constructs—human and social capital—as mechanisms that moderate the relationship. Survey data from 172 professional consultants in subsidiaries of multinational management consulting firms was empirically analyzed. This study confirms the importance of tacit knowledge creation capability for innovation and finds that explicit knowledge creation does not have substantial effects on innovation performance. Human capital has negative moderating effects on how tacit knowledge creation influences innovation performance, but it has a positive moderating effect on the relationship between explicit knowledge creation and innovation. The negative moderating effect of human capital appears stronger in the senior consultant groups. On the other hand, social capital has no moderating effects on knowledge creation capability and innovation. These results provide managerial implications for global subsidiaries' knowledge‐creating capabilities as drivers of successful, innovative change.
The main focus of this study is twofold. Firstly, the thesis attempts to examine
the direct relationship between individual (individual attitude, organizational
commitment, and knowledge self-efficacy), organizational (organizational
climate, management support, reward system and organizational structure), and
interpersonal (interpersonal trust and social network) factors, and tacit knowledge
sharing. Secondly, it is to examine the mediating effect of information and
communication technology (ICT) usage on the relationship between individual,
organizational and interpersonal factors, and tacit knowledge sharing. A total of
400 questionnaires were distributed to the technical staff of ICT sector in Jordan.
Out of 400, only 375 questionnaires were returned. However, only 365 were
usable for further analysis, representing a response rate of 92.75%. Hypotheses
for direct relationships were tested using multiple regression, while the mediating
effect were tested using the Preacher and Hayes analyses. Results indicated that
individual attitude, knowledge self-efficacy, organizational climate,
organizational structure, management support and interpersonal trust were
significantly related to tacit knowledge sharing. However, the mediating analysis
showed that ICT usage only partially mediated the relationship between
knowledge self-efficacy, organizational climate, organizational structure and
interpersonal trust, and tacit knowledge sharing. The current research have
several implications. Knowledge wise, it provides understanding on the factors
that affects tacit knowledge sharing. Practise wise, it suggests to managers that
they should focus on providing the right management support, organizational
structure and climate for sharing tacit knowledge. In addition, any practices that
could promote organizational commitment, knowledge self-efficacy and
interpersonal trust should also be implemented. The use of ICT should also be
enforced so as to facilitate tacit knowledge sharing. Besides that, suggestions
were also made for further research to be conducted the exploration of the
variables tested in this study on other settings, and with different sample frames,
in order to achieve a more robust finding towards a better understanding of the
role of individual, interpersonal and organizational factors on tacit knowledge
sharing.
Keywords: Tacit Knowledge Sharing, Individual Factors, Organizational
Factors. Interpersonal Factors, ICT Usage
The management of the General Company for Leather Industries faces in its work in the local market a constant state of competition; whether it is from competing companies or products imported from different countries, in addition to changes in customer tastes and the acceleration of the pace of designs and environmental variables, which requires the adoption of a green ocean strategy to help the company face those challenges, Hence, the research problem crystallizes on how the green ocean strategy that employ to achieve strategic victory by adopting stimulating Continuous innovation in the General Company for Leather Industries. The goals that it seeks to achieve indicate the objectives of the research. A questionnaire was adopted and distributed to (84) samples of employees of the General Company for Leather Industries in the city of Baghdad. To measure the results of the influence relationship. The research concluded that there is an influence relationship of the green ocean strategy on the strategic victory and a positive effect to stimulate Continuous innovation. The study recommends adopting the green ocean strategy as an approach followed by the management of the General Company for Leather Industries to increase the creative ideas that help it reach and maintain the strategic victory
Purpose – The purpose of this study is to explore the role of accountants as advisors in professional services firms (PSFs), and it examines the impact of digital transformation on the work, knowledge, and skills of accountants in their role as advisors in PSFs.
Design/methodology/approach – Data were collected using semi-structured interviews predominantly with partners in Australian PSFs, including the Big4 and directors of professional accounting bodies.
Findings – The findings show that accountants as advisors fill a critical role in PSFs as they represent substantial human capital for such firms. Accountants as advisors are a valuable strategic resource because of their unique capabilities in combining generic human capital with digital human capital and social capital resources. Some differences between the Big4 and non-Big4 were found in terms of services offered that were attributable to the respective industry foci and resource availability.
Practical implications – The findings have broader implications for both the accounting profession and the education sector in terms of providing a better, and more overt, understanding of what the future holds for the accounting profession and the relevant knowledge and skills required. Also, recruiters and managers at PSFs are likely to benefit from the findings.
Originality/value – Evidence from PSFs provides insights into an evolutionary path for the accounting profession, and the knowledge and skills accountants need to work in that increasingly competitive domain, due to digital transformation.
Financial inclusion becomes a global agenda to achieve sustainable development goals (SDGs). In Asia, many countries are engaging financial inclusion as a strategy to reach inclusive growth. Digitalization now brings digital financial inclusion. Peer-to-peer (P2P) lending and philanthropy platforms become a new face of digital financial inclusion in Asia. As the third-largest population in Asia and Southeast Asia’s biggest economy, Indonesia has remarkable untapped financial technology prospects in P2P lending and philanthropy platforms. Indonesia represents a major global economy in Asia, where financial inclusion works and the digital economy has begun to arise and has become the most generous country through Islamic philanthropy. Therefore, by using Indonesia as a case study, this chapter describes P2P lending and philanthropy platform by focusing on three issues: (1) entry barriers; (2) developing digital financial inclusion ecosystems; and (3) social and economic impacts. Overall, this chapter has a mission to invite the public to be involved in financial inclusion as a form of shared social responsibility through digital financial inclusion. The aim is not oriented for commercial financing to the people who are the target of financial inclusion, but as social financing for empowering them to reach a better living standard.
Many countries are currently making the transition from CAD modeling to BIM modeling and project management. There are considerable challenges for a society to integrate these new methodologies in an industry that is so changing, where many professional disciplines are involved, and whose economic contribution is relevant for the growth of a nation. There are different authors in the global context that have documented the advantages in the implementation of the methodology, but this does not mean that it is a simple process. In this sense, the undergraduate programs of universities play a fundamental role. This document describes the exercise that was done, on the recognition of the process that would be required to achieve the implementation of the BIM methodology in the current Civil Engineering program of the Catholic University of Colombia, in this, it reflects on the most relevant aspects to consider in the approach of BIM from the academy, particularly from Engineering.
Liikkeenjohdon konsultit ovat vuonna 2000 tärkeämpiä yhteiskunnallisia toimijoita kuin koskaan aikaisemmin. Konsultit luovat, muokkaavat ja levittävät tietoa. Konsultit ovat myös ottaneet kontolleen perinteisiä liikkeenjohtajien tehtäviä. Liikkeenjohdon konsultoinnin maailmanlaajuinen volyymi kasvoi lähes 20-kertaiseksi vuosien 1980 ja 1997 välillä. Kasvu jatkuu kiivaana uudella vuosituhannella. Mutta miten ja miksi liikkeenjohdolliset opit muuttuvat muodeiksi?
Purpose-The purpose of this paper is to accomplish a bibliometric analysis, investigate the underlying knowledge structure, founding and development, and evolution of the Journal of Knowledge Management (JKM) through its articles published between 1997 and 2020. Design/methodology/approach-A total of 1,346 research papers from JKM were selected and VantagePoint V R software was used to generate bubble maps, auto-correlation maps, and matrix maps through techniques such as principal component analysis (PCA) and natural language processing (NLP). The analysis gives insights about the foundation of knowledge structure, its evolution and the development of JKM. Findings-The systematic mapping of research illustrates topics emerging as new offshoots, global favourites, saturated and plateaued and reached academic maturity. The USA, the UK, and France have contributed the most to JKM. This paper provides a robust roadmap for future research investigation of JKM. Research limitations/implications-The authors humbly admit the possibility of overlooking some research papers while evaluating and filtering the database of JKM. The research outcome summarizes 23 years, subject to information retrieval from archival files. Practical implications-This research is a detailed bibliometric analysis explaining paradigm shifts in the body of knowledge of JKM. The bibliometric outcomes can act as beacons for future researchers and academicians to revisit the current trends that shape the domain of knowledge management, particularly for the JKM audience with a focus on contemporary topics of research interest. Originality/value-This is a unique endeavour to accomplish a systematic bibliometric analysis of the JKM for two decades, offering insights about its structural body of knowledge through an overview of the chronology of scholarly development in the field of knowledge management.
Ideological struggles over the policy and practice of literacy education continue to characterise the field. This paper explores how ‘new policy actors’, market-orientated and profit-driven players, construct the crisis of literacy and schooling in Australia to reclaim the doxa of literacy education. The concept of doxa is employed to show how recent discursive practices are contributing to orthodox and heterodox positions. A mixed-methods content analysis was performed on reports produced by business groups and their proxies, analysing how these reports construct new narratives. The findings reveal how these stakeholders adopt a stance best characterised as the old doxa revisited and (re)orientated for new economic imperatives. A defence of literacy as ‘common-sense’ basic skills, in crisis, and predominantly developed through schooling for the purpose of work, is supplemented with a discourse which updates literacy doxa to include technological (media) dimensions where digital literacy skills are the ‘new basics’ of literacy education.
We combine network and organizational memory perspectives in a process model of innovation through technology brokering. We show how a product design firm uses internal routines to exploit links to over 40 industries, creating new products for clients by combining existing, but previously unknown technologies from a range of industries.