计量经济分析 = Econometric analysis

https://spectrum.library.concordia.ca/976864/1/OkoliPawlowski2004DelphiPostprint.pdf

The Delphi method as a research tool: an example, design considerations and applications

While the study of psychology has offered little in the way of explaining the creative process, Koestler examines the idea that we are at our most creative when rational thought is suspended--for example, in dreams and trancelike states. All who read The Act of Creation will find it a compelling and illuminating book.

The Act of Creation

Knowledge is recognized as an important weapon for sustaining competitive advantage and many companies are beginning to manage organizational knowledge Researchers have investigated knowledge management factors such as enablers, processes, and performance However, most current empirical research has explored the relationships between these factors in isolation To fill this gap, this paper develops a research model that interconnects knowledge management factors The model includes seven enablers: collaboration, trust, learning, centralization, formalization, T-shaped skills, and information technology support The emphasis is on knowledge creation processes such as socialization, externalization, combination, and internalization To establish credibility between knowledge creation and performance, organizational creativity is incorporated into the model Surveys collected from 58 firms were analyzed to test the model The results confirmed the impact of trust on knowledge creation The information technology support had a positive impact on knowledge combination only Organizational creativity was found to be critical for improving performance; neglecting ideas can undermine a business The results may be used as a stepping stone for further empirical research and can help formulate robust strategies that involve trade-offs between knowledge management enablers

Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination

Extant literature has increased our understanding of specific aspects of digital transformation, however we lack a comprehensive portrait of its nature and implications. Through a review of 282 works, we inductively build a framework of digital transformation articulated across eight building blocks. Our framework foregrounds digital transformation as a process where digital technologies create disruptions triggering strategic responses from organizations that seek to alter their value creation paths while managing the structural changes and organizational barriers that affect the positive and negative outcomes of this process. Building on this framework, we elaborate a research agenda that proposes [1] examining the role of dynamic capabilities, and [2] accounting for ethical issues as important avenues for future strategic IS research on digital transformation.

Understanding digital transformation: A review and a research agenda

Modern organizations are increasingly seen as knowledge-based enterprises in which proactive knowledge management is important for competitiveness. This paper introduces a descriptive framework for understanding factors that influence the success of knowledge management (KM) initiatives in an organization. It identifies three main classes of influencing factors (managerial, resource, and environmental) and characterizes the individual factors in each class. A Delphi process was used to develop and assess the framework. The Delphi panel was comprised of 31 recognized researchers and practitioners in the KM field. The resultant framework can be used by researchers for KM issue and hypothesis generation, by practitioners for benchmarking KM practices, and by educators for helping organize the study of KM.

/pdf/an-investigation-of-factors-that-influence-the-management-of-4orp99ejc1.pdf

An investigation of factors that influence the management of knowledge in organizations

Creating a general ontology characterizing the conduct of knowledge management.

A collaborative approach to ontology design

We theoretically and empirically investigate the relationship between information technology (IT) and firm innovation. Invoking absorptive capacity (ACAP) theory, we introduce and develop the concepts of three types of IT-enabled knowledge capabilities. Firm innovation is examined through two observable innovation outcomes: patents, and new product and service introductions. These innovation outcomes are often labeled as competitive actions aggressively undertaken by firms to gain market share or to achieve profitability. We use secondary data about IT-enabled knowledge capabilities and innovation outcomes of 110 firms. Our data results provide strong support for our main assertion that knowledge capabilities that are enhanced through the use of IT contribute to firm innovation. The study's findings suggest that the three types of IT-enabled knowledge capabilities have differential effects on firm innovation. This study substantially contributes to the information systems (IS) research, methodology, and practice in multiple ways.

Changing the Competitive Landscape: Continuous Innovation Through IT-Enabled Knowledge Capabilities

Decision-making episodes are knowledge intensive processes, operating on and adding to organizational knowledge resources. Decision support systems (DSS) perform some of the knowledge management (KM) that is integral to these episodes. Interest in the field of KM, among both practitioners and researchers has mushroomed in the late 1990s. Initiatives that aim to deliberately, explicitly manage organizations' knowledge resources have become commonplace. A basic prerequisite for fully understanding how an organization can, could, or should conduct KM is an appreciation of the kinds of knowledge resources it has. In this paper, a framework of knowledge resources is introduced, focusing on identifying and organizing basic classes of knowledge resources, and supplemented by the identification of attribute dimensions for characterizing knowledge across these classes. Developed via a Delphi methodology involving an international panel of practitioners and researchers, this framework is assessed as being relatively successful in terms of completeness, accuracy, clarity, and conciseness criteria. The result is a basis for investigating effects of alternative knowledge resource portfolios, and for studying how an organization does, could, or should conduct its KM — including its decision-making episodes.

Organizational knowledge resources

It is widely claimed by a number of business and academic gurus that in order for organizations to have a lasting competitive advantage they will have to be knowledge driven. If knowledge is viewed as a resource that is critical to an organization's survival and success in the global market, then like any other resource it demands good management. However, the bulk of organizations still have not approached knowledge management (KM) activity formally or deliberately. The cause for this inattention could be that most organizations are still struggling to comprehend the KM concept. To ease the struggle, the fundamental issue of identifying salient characteristics of KM phenomena needs to be addressed. This article helps address this need by introducing a threefold descriptive framework that identifies and characterizes the main elements of KM phenomena and their relationships. The first component provides a generic description of an organization's knowledge resources. A second component introduces elemental...

/pdf/knowledge-management-a-threefold-framework-3lxa5lzy1q.pdf

Kshiti D. Joshi

Papers

An investigation of factors that influence the management of knowledge in organizations

A collaborative approach to ontology design

Changing the Competitive Landscape: Continuous Innovation Through IT-Enabled Knowledge Capabilities

Organizational knowledge resources

Knowledge management: A threefold framework