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An appraisal of the knowledge management maturity level, and providing improvement plans (case study: havanaja)
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This paper accounts for the development of the academic endeavour to determine the firm-level relationship between investments in R&D and productivity. The impact of 28 highly cited publications within this line of study is investigated using a combination of bibliometric techniques and citation function analysis. We show how the attention paid to this line of research broadens and deepens in parallel to the diffusion of innovation as a research theme during 2000s. Our findings also suggest that the attraction of scholarly attention is driven by combination of broadening interest in the central research question under study and boundary-pushing methodological contributions made in the key contributions.
Structured Abstract:
Purpose: To build on Dumay and Cai’s (2014) prior research to provide a deeper analysis of the problems associated with using content analysis (CA) as a research methodology for investigating intellectual capital disclosure (ICD).
Methodology: 110 articles utilising CA as a research methodology for inquiring into ICD are analysed based on Krippendorff’s (2013) conceptual CA research framework and design logic, and tied into issues relating to CA as a research methodology for investigating ICD.
Findings: We advocate that ICD CA researchers need to go back to the drawing board and ensure that future studies rigorously apply the basic logic of CA design. In its current state, ICD CA research needs to take a few steps back, before it can move forward. If ICD CA researchers can accomplish this, then there is an opportunity to undertake rigorous research to develop reliable and valid outputs that add to new knowledge about IC.
Originality: Prior CA studies have laid the foundation for what is a popular research methodology. However, we argue that the popularity of CA as a research method for investigating ICD has become so great that at times the research methodology “drives the research questions” as opposed to the “research questions driving the methodology” Hence, this research examines reasons for CA limited contemporary contribution and recommends how this may be overcome rather than prescribing how to conduct ICD CA research.
Knowledge management came for some as the proverbial bolt from the blue. This paper traces the history of knowledge management from its modest beginnings in the early/mid eighties to its current status. It shows that knowledge management is, to a certain extent, the logical next step in a sequence of societal developments that has already been going on for a very long time. The likely future of knowledge management is explored along four perspectives: The management practices perspective, the information technology perspective, the organizational efforts perspective and the development, supply and adoption rate perspective. The conclusion is that knowledge management methods and technologies will, until the turn of the century, be provided in a ‘technology push’ manner. After that time a more ‘demand pull’ way is foreseen. For the average company the full operation period will probably be in the first quarter of the next century. And, as will happen with every new approach, it will become outdated somewhere in the second quarter of the next century.
We study 892 Italian motorcycle industry projects carried out via 184 different buyer–supplier and supplier-supplier relationships to provide evidence on the knowledge dynamics occurring in dyads and networks and to understand the underexplored but important (perhaps even dominant) leading role that some firms play in the evolution of networks and interfirm learning processes. We develop a multiphase model which, from a multilevel perspective addressing different relational subsets, suggests how firms can best organize to generate and exchange knowledge efficiently. We argue that extant theoretical perspectives can profitably draw on our findings to strengthen their dynamic components and help them explain the widely diffused ‘exploring through partner’ strategies more effectively. Copyright © 2013 John Wiley & Sons, Ltd.
This paper proposes a conceptual model for organizational knowledge creation and management, known as the 7C model. The model is based on the distinction of individual and organizational knowledge and explicit and tacit knowledge. The 7C model suggests that the seven Cs (Connection, Concurrency, Comprehension, Communication, Conceptualization, Collaboration, and Collective intelligence) play a central role in the knowledge creation process. The paper also analyzes the Web environment at technology, language and organizational contexts. On the one hand, it is suggested that previous research has focused on the technology and organizational contexts, and on the other hand it is found that some of the Web's inherent key features have not been utilized to the extent they should. The paper suggests that better support for the largely neglected language context, i.e. the most human-sensitive sub-processes of organizational knowledge creation (Comprehension and Communication), may be achieved through deeper utilization of the Web's hypertext functionality. Moreover, this approach may help organizations to improve both their core business activities and improvement capabilities as well as search for competitive advantage from business alliances.
Knowledge management (KM) plays important roles in public administration (PA). Each role serves specific constituencies and purposes and is implemented differently. Jointly, they build society’s intellectual capital (IC) to improve the effectiveness of public and private decision making and situation handling. Four public administration KM areas are considered: enhance decision making within public services; aid the public to participate effectively in public decision making; build competitive societal IC capabilities; and develop a knowledge-competitive work force. Numerous KM approaches are adopted to serve these purposes. Most efforts address specific needs. Only few pursue broad, deliberate, and systematic KM. Examples of these approaches and perspectives are discussed. The premise for KM is that, among many factors, effective and intelligent behavior depends on having appropriate understanding in addition to being informed.
Progressive managers consider intellectual capital management (ICM) and knowledge management (KM) to be vital for sustained viability. Recent practices support this notion and have provided important approaches and tools. IC focuses on renewing and maximising the enterprise—wide value of intellectual assets. KM supports ICM by focusing on detailed systematic, explicit processes and overlap and synergy between ICM and KM, and advanced enterprises pursue deliberate strategies to coordinate and exploit them. From ICM perspectives, they create balanced intellectual capital portfolios that they implement with KM approaches and tools.
This paper reviews, compares, and integrates existing Knowledge Management Maturity Models (KMMM) to propose a General KMMM (G-KMMM), which focuses on assessing the maturity of people, process and technology aspects of KM development in organizations. An accompanying assessment tool is also developed to facilitate practical application. The utility of G-KMMM is explored in a case study of a large public university’s KM efforts. Findings indicate that KM maturity modeling can serve as a useful tool that describes and guides KM implementation effort by providing a clear description of the current status and indications of the way forward. Avenues for further research and practice are discussed.
In a study of thirty-one knowledge management projects in twenty-four companies, the authors examine the differences and similarities of the projects, from which they develop a typology. All the projects had someone responsible for the initiative, a commitment of human and capital resources, and four similar kinds of objectives: (1) they created repositories by storing knowledge and making it easily available to users; (2) they provided access to knowledge and facilitated its transfer, (3) they established an environment that encourages the creation, transfer and use of knowledge, and (4) they managed knowledge as an asset on the balance sheet. The authors identify eight factors that seem to characterize a successful project: 1. The project involves money saved or earned, such as the Dow Chemical project that better managed company patents. 2. The project uses a broad infrastructure of both technology and organization. A technology infrastructure includes common technologies for desktop computing and communications. an organizational infrastructure establishes roles for people and groups to serve as resources for particular projects. 3. The project has a balanced structure that, while flexible and evolutionary, still makes knowledge easy to access. 4. Within the organization, people are positive about creating, using, and sharing knowledge. 5. The purpose of the project is clear, and the language that knowledge managers use in describing it is framed in terms common to the company's culture. 6. The project motivates people to create, share, and use knowledge (for example, giving awards to the top "knowledge sharers"). 7. There are many ways to transfer knowledge, such as the Internet, lotus Notes, and global communications systems, but also including face-to-face communication. 8. The project has senior managers' support and commitment. An organization's knowledge-oriented culture, senior managers committed to the "knowledge business," a sense of how the customer will use the knowledge, and the human factors involved in creating knowledge are most important to effective knowledge management.
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.
How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.
United Nations agencies mandated to address the needs of children around the developing (Majority) world, routinely create large global data sets mostly for purposes of surveillance and strategic planning of development aid. UNICEF's Multiple Indicator Cluster Surveys (MICS) have produced one of the largest sources of internationally comparable data on women and children. This monograph creatively and elegantly harnesses MICS data on 41 low- and middle-income countries to shed light on risk and protective factors associated with growing up a boy or girl in the developing world. In this commentary, I assess the monograph's contribution to the progress that our field must make toward greater geo-ecological and cultural inclusiveness of its knowledge base. I do so in the context of scholarship that is increasingly and justifiably questioning the relevance of mainstream developmental science outside the Euro-American world. I conclude that notwithstanding the limitations inherent in the data set, Bornstein, Putnick, Lansford, Deater-Deckard, and Bradley have done our field a great service by moving us further on a trajectory toward a more global science.
Dyehouse management systems from Gaston County Dyeing Machine Co. of the USA are described, with particular reference to the SuperTex + SQL system. The system uses the Structure Query Language (SQL), an industry standard, for its interface. It allows performance data to be captured, distributed and presented for a wide variety of management uses.
Insightful companies mix rich customer data with their understanding of the people behind the transaction.
Purpose
– The purpose of this study is to examine knowledge-sharing phenomena from the perspective of recipients’ characteristics. Specifically, this study examines the influence of knowledge recipients’ competence, learning attitude and personal relationship with knowledge sharer on knowledge sharers’ willingness to share.
Design/methodology/approach
– The authors conducted two studies, a scenario experimental study and a field survey study to test their hypotheses about the effects of recipients’ characteristics on knowledge sharers’ willingness to share.
Findings
– The results revealed that recipients’ characteristics play different roles in different situations (responsive and proactive knowledge sharing) in triggering the knowledge sharers’ motivation to share. In responsive knowledge sharing, a recipient’s learning attitude and personal relationship with the knowledge sharer affected the sharer’s willingness to share. In proactive knowledge sharing, a recipient’s professional ability and personal relationship with the sharer significantly affected the sharer’s willingness to share.
Research limitations/implications
– The scenario experiment may suffer from the problem of social desirability and the external validity; this study only focuses on the simple main effect of knowledge recipients’ characteristics.
Practical implications
– First, managers should encourage employees to seek information and knowledge from other colleagues, and organizations could provide support for their interaction. Second, managers need to consider the composition of team members. Third, team managers may encourage each member to develop their own special skill or knowledge. Fourth, managers could make some efforts to develop a climate of trust among employees.
Social implications
– Some organization can also use practice like recognition of internal copyright or patent to protect employees’ new ideas or knowledge.
Originality/value
– First, this study clarifies the relationship between knowledge sharing and other working behaviors. Second, this study contributes to the understanding of how episodic factors affect working behaviors, which has been given little attention in previous research.
This publication discusses advanced knowledge management techniques based on information splitting and sharing algorithms for secret, strategic information. Information splitting techniques will be dedicated to problems of secure information storage and managing sets of strategic data. The management of strategic corporate/organisational data will provide the illustration of the discussion of knowledge management which constitutes the starting point for advanced information management processes. Advanced knowledge management techniques will be discussed using the example of applying cryptographic algorithms in processes of managing information and access to it. Restricted access to strategic corporate information means that this type of data must be stored securely and must not be disclosed to unauthorised individuals. The use of cryptographic algorithms for strategic information sharing keeps this data completely confidential and ensures no access of unauthorised people to the knowledge possessed.
This study examines a comprehensive model comprising of various relationships between transformational and transactional leadership, knowledge management (KM) process, and organizational performance. Data are collected from human resource managers and general managers working in 119 service firms. Exploratory factor analysis and hierarchical regression analysis are used to analyze the proposed hypotheses. The results indicate that transformational leadership has strong and positive effects on KM process and organizational performance after controlling for the effects of transactional leadership. Further, KM process partially mediates the relationship between transformational leadership and organizational performance after controlling for the effects of transactional leadership. Implications and directions for future research are also discussed.
One of the most effective avenues toward improvement is the process of internal benchmarking—identifying, sharing, and using the knowledge and "best practices" inside one's organization. But the process can be tricky and time consuming because of obstacles such as ignorance about resources or others' needs, a culture that values personal expertise more than knowledge sharing, and a lack of resources for implementation of best practices. This article explores how organizations conduct successful internal benchmarking, relating details ranging from requirements for successful transfer to lessons learned.
В статье производится анализ агрегированной производственной функции, вводится аппарат, позволяющий различать движение вдоль такой функции от ее сдвигов. На основании сделанных в статье предположений делаются выводы о характере технического прогресса и технологических изменений. Существенное внимание уделяется вариантам применения концепции агрегированной производственной функции.
This article introduces the Japanese concept of "Ba" to organizational theory. Ba (equivalent to "place" in English) is a shared space for emerging relationships. It can be a physical, virtual, or mental space. Knowledge, in contrast to information, cannot be separated from the context—it is embedded in ba. To support the process of knowledge creation, a foundation in ba is required. This article develops and explains four specific platforms and their relationships to knowledge creation. Each of the knowledge conversion modes is promoted by a specific ba. A self-transcending process of knowledge creation can be supported by providing ba on different organizational levels. This article presents case studies of three companies that employ ba on the team, division, and corporate level to enhance knowledge creation.
In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. Yet, few managers understand the true nature of the knowledge-creating company-let alone know how to manage it. According to this 1991 article by Japanese organizational theorist Ikujiro Nonaka, the problem is that most Western managers define knowledge-and what companies must do to exploit it-too narrowly. They believe that the only useful knowledge is "hard" (read "quantifiable") data. And they see the company as a kind of machine for information processing. Nonaka shows us another way to think about knowledge and its role in business organizations. He uses vivid examples from highly successful Japanese companies such as Honda, Canon, NEC, and Sharp. Managers at these companies recognize that creating new knowledge is not simply a matter of mechanistically processing objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and ideals of employees. The tools for making use of such knowledge are often soft"-such as slogans, metaphors, and symbols-but they are indispensable for continuous innovation. The reasons Japanese companies are especially adept at this holistic kind of knowledge creation are complex. But the key lesson for managers is quite simple: Much as manufacturers worldwide have learned from Japanese manufacturing techniques, companies that want to compete on the knowledge playing field must also learn from Japanese techniques of knowledge creation.
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