Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

Qualitative Interviewing: The Art of Hearing Data

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Impact of COVID-19 pandemic on information management research and practice: Transforming education, work and life

Structural equation modelling (SEM) has been defined as the combination of latent variables and structural relationships. The partial least squares SEM (PLS-SEM) is used to estimate complex cause-effect relationship models with latent variables as the most salient research methods across a variety of disciplines, including knowledge management (KM). Following the path initiated by different domains in business research, this paper aims to examine how PLS-SEM has been applied in KM research, also providing some new guidelines how to improve PLS-SEM report analysis.,To ensure an objective way to analyse relevant works in the field of KM, this study conducted a systematic literature review of 63 publications in three SSCI-indexed and specific KM journals between 2015 and 2017.,Our results show that over the past three years, a significant amount of KM works has empirically used PLS-SEM. The findings also suggest that in light of recent developments of PLS-SEM reporting, some common misconceptions among KM researchers occurred mainly related to the reasons for using PLS-SEM, the purposes of PLS-SEM analysis, data characteristics, model characteristics and the evaluation of the structural models.,This study contributes to that vast KM literature by documenting the PLS-SEM-related problems and misconceptions. Therefore, it will shed light for better reports in PLS-SEM studies in the KM field.

Tips to use partial least squares structural equation modelling (PLS-SEM) in knowledge management

Purpose: Despite the keen interest in radical and incremental innovation, few studies have tested the varying impact of firm-level factors in service sectors. This paper analyses how collaboration with existing and prospective users, and investments in knowledge management (KM) practices can be adapted to maximise the outputs of radical and incremental process innovation in a Knowledge-Intensive Business Service (KIBS) industry. Methodology: Original survey data from 166 Information Technology Service (ITS) firms and interviews with 13 executives provide the empirical evidence. PLS-SEM is used to analyse the data. Findings: Collaboration with different types of users, and investments in KM practices affect radical versus incremental process innovation differently. Collaboration with existing users influences incremental process innovation directly, but not radical innovation; and prospective user collaboration matters for radical, but not incremental innovation. Furthermore, for radical innovation, investments in KM practices mediate the impact of prospective user collaboration on innovation. Implications: While collaboration with existing users for incremental process innovations does not appear to generate significant managerial challenges, to pursue radical innovations firms must engage in intensive collaboration with prospective users. Higher involvement with prospective users requires higher investment in KM practices to promote efficient intra- and inter-firm knowledge flows. Originality: This study is based on a large-scale survey, together with management interviews. Radical and incremental innovations require engagements with different kinds of users in the service industry, and knowledge management tools.

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How do collaboration and investments in knowledge management affect process innovation in services

This paper focuses on how to improve process innovation in service sectors. To do so, we analyse how the interplay of external knowledge sources (specifically, the intensity of end-user collaboration and the breadth of external collaboration) and the firm's internal resources impact process innovation at the firm level. Survey data from 166 Information Technology Services firms provide the empirical data, which is tested using the partial least squares structural equation model. Our results demonstrate that benefits from collaboration are not automatic, as the firm's commitment of internal resources fully mediates the impact of the intensity of end-user collaboration and breadth of external collaboration on process innovation. Thus, internal resources become critical to make effective use of the knowledge residing both internally and externally, and key managerial practices that enable a firm to extract benefits from external collaboration are identified. Keywords: end-user collaboration; external knowledge sources; internal resources; process innovation; service industry

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End-user collaboration for process innovation in services: The role of internal resources

Ethical framework for Artificial Intelligence and Digital technologies

Value co-destruction: Exploring the role of actors’ opportunism in the B2B context

Purpose: Knowledge management (KM) is associated with higher performance and innovative culture; KM can help public sector to be fiscally lean and meet diverse stakeholders’ needs. However, hierarchical structures, bureaucratic culture and rigid processes inhibit KM adoption and generate inertia. This study explores the nature and causes of this inertia within the context of UAE public sector.

Methodology/approach: Using an in-depth case study of a UAE public sector organisation, this study explores how organisational inertia can be countered to enable knowledge management adoption. Semi-structured interviews are conducted with 17 top- and middle-level managers from
operational, management and strategic levels. Interview data is triangulated with content analysis from multiple sources, including the UAE government and case organisation documents.

Findings: The results show transformation leadership, external factors, and organisational culture mediate the negative effect of inertia on KM practices adoption. We find that information technology plays a key role in enabling knowledge creation, access, adoption and sharing. Furthermore, we uncover a virtuous cycle between organisational culture and KM practices adoption in public sector. In addition, we develop a new model (relationship between KM practices, organisational inertia, organisational culture, transformational leadership traits and 4 external factors), and four propositions for empirical testing by future researchers. We also present a cross-case comparison of our results with six private/quasi-private sector cases who have
implemented KM practices.

Originality/value: Inertia in public section is a result of bureaucracy and authority bounded by
the rules and regulations. Adopting a qualitative methodology and case study method, the research explores the phenomena of how inertia impacts KM adoption in public sector environments. Our findings reveal the underlying mechanisms of how internal and external
organisational factors impact inertia. Internally, supportive organisational culture and transformational leadership traits positively effect KM adoption, which in turn has a positive effect on organisational culture to counter organisational inertia. Externally, a progressive
national culture, strategy, and policy can support a knowledge-based organisation that embraces change. This study develops a new model (interactions between internal and external factors impacting KM practices in public sector), four propositions and a new two-stage process model for KM adoption in public sector. We present a case-comparison of how the constructs interact in
a public sector as compared to six private/quasi-private sector cases from literature

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Mona Ashok

Papers

How do collaboration and investments in knowledge management affect process innovation in services

End-user collaboration for process innovation in services: The role of internal resources

Ethical framework for Artificial Intelligence and Digital technologies

Value co-destruction: Exploring the role of actors’ opportunism in the B2B context

How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations