Abstract

Purpose – This paper reviews the current literature of KMS studies in organizations. The authors systematically review according to the principle of innovation studies approach i.e. variance and process approaches. The purpose of the interview is to identify the current state of KMS studies in organizations. By doing this, the way is paved for the authors to find the research gaps, which would facilatively suggest the direction for future research. The authors hope that this review shall be regarded as a source for those who share mutual interests in KMS research and could stimulate further for conducting researches in the area with different approaches in the future.

Design/methodology/approach – Journal articles published within the period of 2003-2013 were collected. The articles were sourced mainly from Emerald, Science Direct, IEEE, MIS Quarterly, as well as some other academic databases. The search was conducted using the keywords such as “knowledge management system” “knowledge repository” “knowledge management tools” “system for knowledge management” and “knowledge-based system”.

Findings – The review of this paper found that the majority of KMS studies are primarily pertaining to adoption, diffusion, usage, and implementation, which are fundamentally based on variance approach. The studies based on process approach are, however, found scarce and still lacking. The authors highlighted the findings and provide critical review of current approach as well as commented on the traditional theories that had been applied, unified, and modified for the studies of KMS in organizations. The authors also suggested some appropriate approach to study KMS in organizations and future direction for further research in this field.

Research limitations/implications – The paper has produced a certain result of review studies from the existing literature during the period of 2003-2013. However, the review mainly focused on the different approaches that looked into the classification of study schemes and theories being applied for the research while not focusing on other aspects that may be relevant to the area of studies.

Originality/value – The result of this review highlights some gaps in the literature in terms of their findings and critical observation on to the theoretical and methodological approaches to the research of KMS studies in organizations. The direction of future research is then suggested as a closing remark.
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Knowledge Management Systems Implementation: Lessons from the Silicon Valley (Chandos Knowledge Management Series) :: Amazon This book gathers the results of several years of analysis of knowledge management system (KMS) implementations and the experiences of leadi

The post The Review of Approaches to Knowledge Management System Studies appeared first on InnovationAfrica.

Abstract

Purpose – Researchers debate whether tacit knowledge sharing through Information Technology (IT) is actually possible. However, with the advent of social web tools, it has been argued that most shortcomings of tacit knowledge sharing are likely to disappear. This paper has two purposes: firstly, to demonstrate the existing debates in the literature regarding tacit knowledge sharing using IT, and secondly, to identify key research gaps that lay the foundations for future research into tacit knowledge sharing using social web.

Design/methodology/approach – This paper reviews current literature on IT-mediated tacit knowledge sharing and opens a discussion on tacit knowledge sharing through the use of social web.

Findings – First, the existing schools of thoughts in regards to IT ability for tacit knowledge sharing are introduced. Next, difficulties of sharing tacit knowledge through the use of IT are discussed. Then, potentials and pitfalls of social web tools are presented. Finally, the paper concludes that whilst there are significant theoretical arguments supporting that the social web facilitates tacit knowledge sharing there is a lack of empirical evidence to support these arguments and further work is required.

Research limitations/implications – The limitations of the review includes: covering only papers that were published in English, issues of access to full texts of some resources, possibility of missing some resources due to search strings used or limited coverage of databases searched. Originality/value – The paper contributes to the fast growing literature on the intersection of KM and IT particularly by focusing on tacit knowledge sharing in social media space. The paper highlights the need for further studies in this area by discussing the current situation in the literature and disclosing the emerging questions and gaps for future studies.
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The post Towards Tacit Knowledge Sharing over Social Web Tools appeared first on InnovationAfrica.

Abstract

Purpose – The purpose of this study is to investigate the factors that affect knowledge sharing in a public sector organization. Design/methodology/approach – The paper is based on quantitative research. The data were gathered through questionnaires and analyzed using multiple regression.

Findings – Three motivators, community related considerations, normative considerations, and personal benefits, were found to have a unique contribution to the variance in knowledge sharing. The following enablers had a significant main effect on knowledge sharing: social interaction, rewards, and organizational support. Two barriers, degree of courage and degree of empathy, which measured organizational climate, were found to have a significant main effect on knowledge sharing. The interaction of (a) normative consideration with social interaction, (b) personal benefit with organizational support, and (c) normative considerations with degree of courage had a moderating effect on the relationship between motivating factors and knowledge sharing.

Research limitations/implications – The study was conducted in a single public sector organization, which limits the generalizability of the findings to other settings. Another limitation is that attitudes toward knowledge sharing, and knowledge sharing behaviors vary across cultures. Finally, self-reported data are subject to response bias.

Practical implications – Identifying factors that influence knowledge sharing could help practitioners create a knowledge sharing culture that is needed to support knowledge sharing and knowledge management within public sector organizations.Originality/value – This empirical study will contribute to the theoretical knowledge on knowledge sharing in the public sector, which has been neglected in knowledge sharing research.
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The post Determinants of knowledge sharing in a public sector organization appeared first on InnovationAfrica.

Abstract

Purpose – The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership feeling over the knowledge. Therefore, this research builds and tests a theoretical model linking knowledge-based psychological ownership with knowledge hiding via territoriality.

Design/methodology/approach – Data were collected from knowledge workers in China via a web-based three-wave survey. The final sample was 190 cases. Hierarchical regression models and bootstrapping approach were used to test the hypotheses.

Findings – Results show that knowledge-based psychological ownership positively affects knowledge hiding. Territoriality fully mediates the link between knowledge-based psychological ownership and knowledge hiding. Moreover, organization-based psychological ownership moderates the positive link between territoriality and knowledge hiding. Specifically, territoriality will mediate the indirect effect of knowledge-based psychological ownership on knowledge hiding when organization-based psychological ownership is low but not when it is high.

Research limitations/implications – The research reflects that to reduce knowledge hiding, organizations should focus on practices that can decrease employees’ self-perception of possession of knowledge and territoriality, and that can strengthen employees’ psychological ownership for organizations.

Originality/value – Although many actions have been adopted to foster knowledge management in companies, knowledge hiding is still prevalent in work settings. This paper highlights the predictive power of knowledge-based psychological ownership on knowledge hiding, and the mediating role of territoriality in the link between knowledge-based psychological ownership and knowledge hiding.
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The post Why and When Do People Hide Knowledge? appeared first on InnovationAfrica.

Abstract

Purpose – Knowledge management (KM) has become a key driver of organisational performance. The existing literature suggests that many organisations fail in their attempts to align their KM strategies with knowledge processes within their organisation. Based on the management literature on alignment, there is a gap in the understanding of how an organisation’s KM strategy and KM processes in workgroups can be aligned. The purpose of this study is to illustrate that alignment in terms of KM is important and underpins the improvement of KM processes in organisations. Design/methodology/approach – A qualitative case study research approach was used to examine alignment between strategy and processes of knowledge in organisations. Three case organisations representing different industry sectors were chosen to examine how organisations align their KM strategies with workgroup knowledge processes.

Findings – This study proposes a Strategic–Workgroup Alignment Framework that explains the key alignment enablers and different alignment approaches required to align KM strategy with workgroup KM processes in organisations.

Research limitations/implications – The authors acknowledge the limitations of this paper. Although the proposed framework provides valuable insights with respect to different alignment approaches, it does not specify how each alignment approach can be assessed in terms of effectiveness and efficiency. As part of the alignment approaches, this study’s focus was between strategy and processes of knowledge: further research could bring to light new alignment options of knowledge and the associated implications.

Originality/value – This study illustrates that organisations can improve the management of knowledge through alignment between KM strategies and KM processes. Such an improvement is also possible in the absence of a KM strategy emphasis, where alignment would require a deeper examination of workgroup knowledge processes. This study also identifies specific alignment enablers to align KM strategy and KM processes.
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The post ALIGNING STRATEGIES AND PROCESSES IN KNOWLEDGE MANAGEMENT: A FRAMEWORK appeared first on InnovationAfrica.

Abstract

Purpose – This research seeks to respond to Simon’s challenge to apply “an economic calculus to knowledge”. The paper aims to develop a typology of knowledge that may be fruitful in facilitating research in a knowledge-based view of production. Design/methodology/approach – The paper reviews the enduring literature on the knowledge-based view of the firm (KBV) and gleans three classifications of organisational knowledge as distinct factors of production: tacit, codified, and encapsulated knowledge.

Findings – Differences between the tacit, codified, and encapsulated shapes of knowledge carry strategic implications for the firm along six important dimensions. Distinguishing between its three classifications sets the stage for measurement of knowledge as a factor of production.

Research limitations/implications – Distinctions between the three shapes of knowledge may be less defined in practice than in theory. The classification in which a repository of knowledge falls is dependent on the tacit knowledge being applied by the user. Software may be encapsulated to a user, but codified to its creator.

Practical implications – Recognition of the differences between the three shapes of organisational knowledge may help managers to: determine the most economic combination of knowledge to use in production; transfer knowledge more effectively within and across organisational boundaries; determine the most economic location of firm boundaries; and ensure value is appropriated for the firm. Originality/value – The paper suggests that distinguishing and accentuating encapsulated knowledge as a distinct classification of knowledge can help advance the development of a strategic knowledge-based theory of production.
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The post Three shapes of organisational knowledge appeared first on InnovationAfrica.

Abstract

Purpose – This paper examines the issue of knowledge protection in Knowledge-Intensive Business Services (KIBS). In particular, it addresses the following research questions: a) do KIBS firms perceive the necessity to protect their knowledge? b) If so, do they protect it? c) What method (or combinations of methods) they typically use? d) What are the main factors affecting the approaches to knowledge protection that these companies adopt?

Design/methodology/approach – The paper illustrates and discusses the findings of a survey of 471 KIBS companies located in the Northeast of Italy and operating in three different sectors: IT Services, Design and Communication, Professional Services. Findings – The study: a) classifies the types of knowledge protection mechanisms; b) investigates similarities and differences in knowledge protection between KIBS operating in distinct sectors, having different size, and pursuing different knowledge management strategies.

Practical implications – The outcomes of the investigation can have some important implications from a managerial viewpoint. In particular, the study can provide food for though to both CEOs of KIBS companies regarding the mechanisms of knowledge protection, and to policy-makers about the possible public policies that may help companies to protect their competitive knowledge capital without hindering their networks of interaction.Originality/value – The issue of knowledge protection is relatively new in the literature of KIBS, and findings are quite controversial. In particular, the state-of-the-art research shows that there are some important gaps that the paper tries to fill.
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The post KNOWLEDGE PROTECTION IN KNOWLEDGE-INTENSIVE BUSINESS SERVICES appeared first on InnovationAfrica.

Abstract

Purpose – This paper aims to analyze the exchange and reciprocal mechanism behind individual knowledge transfer activities as well as their impact on the individual knowledge transfer networks.Design/methodology/approach – The authors conducted a theoretical and simulation research. Agent-based technology is employed to construct an agent dynamics agent-based model that simulates and explains how an individual initiates the evolution of a knowledge network through knowledge transfer activities.

Findings – The results demonstrate that the two mechanisms can improve the knowledge levels of the network members; the exchange mechanism is more efficient as it can improve the values of both sides. Individual knowledge transfer networks evolve from random networks to small-world networks.Research limitations/implications – The research model must include of more variables.Computer simulation research will be cross confirmed by other research methods in future studies.Practical implications – Individual Knowledge transfer networks form and subsequently evolve as a result of social interaction. Our research findings will contribute to the policy making for knowledge management in organizations.Originality/value – Little has been published about the dynamics of individual knowledge transfer networks. The authors believe that they are the first to analyze the internal mechanisms behind individual knowledge transfer activities and test them with agent-bsed technologies.
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The post Forming Mechanisms and Structures of a Knowledge Transfer Network: Theoretical and Simulation Research appeared first on InnovationAfrica.

Abstract

Purpose – Purpose: This paper examines how (and whether) members of an industry cluster share knowledge through networking as a means to improving competitive advantage and, in particular, whether trust is present in the knowledge sharing process.Design/methodology/approach – Methodology: Involved three surveys utilizing a relationship marketing orientation (RMO) which were conducted at intervals (in 2004, 2008 and 2010) in addition to interviews with key Cluster members which were also conducted over a seven year period.

Findings – Findings: Knowledge sharing and integration was found to mediate the relationship between RMO and competitive advantage in 2004 and 2010 but not in 2008. Lower mean scores for trust were also found in 2008. Research limitations/implications – Research implications/limitations: The limitations are that the respondent numbers were small. It is recommended that one more survey be conducted in 2013 to determine whether the interventions introduced, the recruitment of new Cluster staff and the continuing growth of the cluster influence the comparative results over time.Practical implications – Practical implications: Knowledge sharing and collaboration within industry clusters requires active and discerning facilitation, particularly where new members are concerned.

Originality/value – Originality/value: The paper adds value to the current research on industry clusters and knowledge sharing as surveys were conducted over a seven year period that tracked changes as the cluster grew. The findings highlight the necessity of focusing on member relationships/collaboration during times of growth and change
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The post Knowledge Integration and Competitiveness: A Longitudinal Study of an Industry Cluster appeared first on InnovationAfrica.

Abstract

Purpose – The purpose of this paper is to synthesize existing knowledge-based dynamic capabilities research into a single typology for managerial and academic use.Design/methodology/approach – Based on the resource-based and knowledge-based views, this study conducts a theoretically-grounded typology development exercise based on an extensive review of the existing dynamic capabilities literature.Findings – The paper identifies seven frameworks presented in the literature that showed some consistency in underlying concepts but conflict in nomenclature and application. Identifying over 80 uses of knowledge-based dynamic capabilities in the literature review, three complementary dimensions that are common amongst the frameworks are identified and integrated into a consistent typology of eight knowledge-based dynamic capabilities to encompass the extant literature.Originality/value – Addressing fragmentation in the knowledge-based dynamic capabilities discourse, the paper advances the concept of knowledge-based dynamic capabilities by organizing the existing literature and frameworks into a comprehensive and consistent typology. Moreover, this integrative typology allows managers and researchers to identify those capabilities in use and the commonalities between them. Finally, the paper identifies a new knowledge-based dynamic capability which has not yet been identified in any existing framework.
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The post Building knowledge: developing a knowledge-based dynamic capabilities typology appeared first on InnovationAfrica.

Abstract

Purpose – The purpose of this paper is to identify factors that facilitate tacit knowledge sharing in unstructured work environments, such as those found in automated production lines.Design/methodology/approach – The study is based on a qualitative approach, and it draws data from on a 4 month field study at a blown-molded glass factory. Data collection techniques included interviews, informal conversations and on site observations, and data was interpreted using content analysis.

Findings – Results indicated that tacit knowledge sharing is facilitated by an engaging environment. An engaging environment is supported by shared language and knowledge, which are developed through intense communication and a strong sense of collegiality and a social climate that is dominated by openness and trust. Other factors that contribute to the creation of an engaging environment include managerial efforts to provide appropriate work conditions and to communicate company goals HRM practices, such as the provision of formal training, on-the-job training and incentives.

Research limitations/implications – The choice for a qualitative method conducted on a single site delivered rich data and lead to useful conclusions, but limits generalization.Practical implications – This paper clarifies the scope of managerial actions that impact knowledge creation and sharing among blue-collar workers.Originality/value – Despite the acknowledgement of the importance of blue-collar workers´ knowledge, both Knowledge Management and Operations Management literatures have devoted limited attention to it. Studies related to knowledge management at unstructured working environments are also not abundant.
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The post Engaging Environments: Tacit Knowledge sharing on the shop floor appeared first on InnovationAfrica.

Abstract

Purpose – The complexity and responsibilities of public health make collaboration across multiple levels of government critical. The Centers for Disease Control and Prevention (CDC) effectively uses communities of practice (CoPs) to bring its staff together with partners to share, learn, and address public health problems.

Design/methodology/approach – This paper assessed the value of CoPs to individual members, their organizations, and their public health domains; assessed whether the CoP Program has improved CDC’s relationship with participants in various CoPs; and identified barriers to participation or success factors that could be applied to the development of new CoPs. Responses from a random sample of active CoP members were analyzed using qualitative data analysis software to identify themes and answer research questions.

Findings – Results revealed clear benefits to individual members, their organizations, and public health disciplines including daily work efficiencies, expanded infrastructure, and enhanced relationships between CDC and its public health partners.

Research limitations/implications – This qualitative research analyzed a small number of communities of practice spanning their launch through year 2; further study of a larger sample of public health CoPs, including sustainability factors, would build on this case study’s implications.

Practical implications – Public health practitioners seeking a collaborative approach to problem solving will find in this study some useful lessons learned from CDC; readers will be introduced to CDC’s CoP Resource Kit and a public health collaboration portal, phConnect.

Originality/value – Well-facilitated, member-driven, and highly-participative CoPs are valuable tools for fostering collaboration essential to improving the public health system, and should be used more broadly across public health.
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The post Communities of Practice Foster Collaboration across Public Health appeared first on InnovationAfrica.

Abstract

Purpose – This research responds to Simon’s (1999) challenge to apply “an economic calculus to knowledge”. The paper develops a typology of knowledge that may be fruitful in facilitating research in a knowledge-based view of production.

Design/methodology/approach – This paper reviews the enduring literature on the knowledge-based view of the firm (KBV) and gleans three classifications of organizational knowledge as distinct factors of production: tacit, codified, and encapsulated knowledge.Findings – Differences between the tacit, codified, and encapsulated shapes of knowledge carry strategic implications for the firm along six important dimensions. Distinguishing between its three classifications sets the stage for measurement of knowledge as a factor of production.

Research limitations/implications – Distinctions between the three shapes of knowledge may be less defined in practice than in theory. The classification in which a repository of knowledge falls is dependent on the tacit knowledge being applied by the user. Software may be encapsulated to a user, but codified to its creator.

Practical implications – Recognition of the differences between the three shapes of organizational knowledge may help managers a) determine the most economic combination of knowledge to use in production, b) transfer knowledge more effectively within and across organizational boundaries, c) determine the most economic location of firm boundaries, and d) ensure value is appropriated for the firm.

Originality/value – The research suggests that distinguishing and accentuating encapsulated knowledge as a distinct classification of knowledge can help advance the development of a strategic knowledge-based theory of production.
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	Strategic Capabilities And Knowledge Transfer Within And Between Organizations: New Perspectives from Acquisitions, Networks, Learning And Evolution :: Amazon This volume is the imaginative outcome of several international strategy scholars who have cultivated original research on the broad relatio

The post Three Shapes of Organizational Knowledge appeared first on InnovationAfrica.

Abstract

Purpose – The purpose of this paper is to provide an example of how an apparently incongruent combination of organizational variables can have a positive effect on innovation through knowledge creation. Design/methodology/approach – Based on previous theory, four original hypotheses were developed and later tested with empirical data collected from 125 research and development organizations in Japan, using analysis of variance and regression analysis.

Findings – Managerial influences and resources can significantly interact to generate a combined impact on the knowledge creation capability of organizations, which in turn is positively associated with their innovation performance. In particular, long-term managerial influences were found to have a greater impact on knowledge creation when combined with knowledge-exploitation resources. Synthesizing short-term managerial influences with knowledge-exploitation resources is not better than combining them with exploration resources. This holds true especially for organizations of small and medium size.

Research limitations/implications – This study only evaluates one case of many possibilities of seemingly antithetical combinations that can also have a beneficial impact in organizations. A larger and diverse sample, together with enhanced dimensions of managerial influences and organizational resources can make this study’s implications much more universal.

Practical implications – An ingenious and purposeful synthesis of organizational variables conventionally seen as incompatible and contradictory can in reality benefit organizational goals related to knowledge creation and innovation. Originality/value – This study puts forward a unique framework and perspective highlighting the importance of combinatory effects and the management of duality in organizations.
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The post Synthesizing seeming incompatibilities to foster knowledge creation and innovation appeared first on InnovationAfrica.

Abstract

Purpose – After identifying two kinds of internal knowledge transfer strategies, the purpose of this paper is to examine their effectiveness and whether they induce knowledge spillovers among firms. Design/methodology/approach – This study collected data in China and 219 questionnaires were achieved. Then, structure equation model by LISREL was used for hypotheses testing. Findings – The empirical results suggest that both codification and rich-media strategies have positive effects on internal knowledge transfer. Moreover, codification strategy has a negative effect on knowledge spillovers while rich-media strategy does not influence knowledge spillovers significantly. Thus, codification and rich-media strategies are not double-edged swords.

Practical implications – This study provides firms with two strategies, codification and rich-media, to promote internal knowledge transfer. Moreover, these strategies do not accelerate knowledge spillovers, and codification strategy even reduces knowledge spillovers. Firms can use these strategies to construct and sustain competitive advantages.

Originality/value – While many knowledge creation, storage and protection strategies are studied, little is known about internal knowledge transfer strategies. This study suggests two internal knowledge transfer strategies and confirms their effectiveness. Moreover, because the relationship between internal knowledge transfer strategies and knowledge spillovers has been puzzling for a long time, this study clarifies the relationship and finds that these strategies do not accelerate knowledge spillovers and some even restrain knowledge spillovers.
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