Bio: Nina Evans is an academic researcher from University of South Australia. The author has contributed to research in topics: Knowledge sharing & Competitive advantage. The author has an hindex of 15, co-authored 63 publications receiving 701 citations. Previous affiliations of Nina Evans include University of South Africa & Tshwane University of Technology.
Papers published on a yearly basis
TL;DR: This research focuses on factors influencing employees’ decision to use ESN in their work role and draws on case studies of two multinational professional service firms based in Australia to illustrate that the likelihood of ESN use is significantly influenced by technological, organizational, social and individual factors.
Abstract: Organizations are increasingly implementing enterprise social networks (ESNs) for improved communication and collaboration, as well as enhanced knowledge sharing and innovation among employees. However, the paradoxical relationship between ESN implementation and the promised benefits has been attributed to employees’ underutilization. Our research focuses on factors influencing employees’ decision to use ESN in their work role and draws on case studies of two multinational professional service firms (PSFs) based in Australia. Qualitative data were collected during ten semi-structured interviews with employees from both organizations, to determine their perceptions of ESN usage and capture the factors that influence their use behavior. The findings illustrate that the likelihood of ESN use is significantly influenced by technological, organizational, social and individual factors. A successful ESN use within an organization involves the nexus between these four factors and recommendations are made,...
TL;DR: The pharmaceutical industry is extensively regulated and its excessive competitiveness is cultivating organisational reticence towards the development of a knowledge-sharing culture.
Abstract: Purpose – This study aims to explore deterrents to knowledge-sharing in pharmaceutical manufacturing. Effective knowledge-sharing is fundamental to stimulation of the process of knowledge absorption. The limited proximal communication between the employees in the pharmaceutical industry stifles their knowledge-sharing behaviour significantly. Design/methodology/approach – A cross-sectional case study, consisting of semi-structured interviews with managers and scientists, was conducted in a multinational pharmaceutical company in Australia. Respondents were asked to answer questions regarding their current knowledge-sharing practices and to identify organisational deterrents to knowledge-sharing. The data were condensed into themes according to the thematic analysis method. Findings – The pharmaceutical industry is extensively regulated and its excessive competitiveness is cultivating organisational reticence towards the development of a knowledge-sharing culture. Nine categories of deterrents to intra- (w...
TL;DR: A framework consisting of enablers and a process map was developed to help organizations identify the opportunities and successfully execute projects that are oriented toward the deployment and adoption of the analytical ML tools in digital marketing.
Abstract: Exponential technological expansion creates opportunities for competitive advantage by applying new data-oriented approaches to digital marketing practices. Machine learning (ML) can predict future developments and support decision-making by extracting insights from large amounts of generated data. This functionality greatly impacts and streamlines the strategic decision-making process of organizations. The research gap analysis revealed that a little is known about marketers’ attitude toward, and knowledge about, ML tools and their adoption and utilization to support strategic and operational management. The research presented here focuses on the selection and adoption of the ML-driven analytical tools by three distinct groups: marketing agencies, media companies, and advertisers. Qualitative and quantitative research was conducted on a sample of these organizations operating in Slovakia. The findings highlight: 1) the important role of intelligent analytical tools in the creation and deployment of marketing strategies; 2) the lack of knowledge about emerging technologies, such as ML and artificial intelligence (AI); 3) the potential application of the ML tools in marketing, and; 4) the low level of adoption and utilization of the ML-driven analytical tools in marketing management. A framework consisting of enablers and a process map was developed to help organizations identify the opportunities and successfully execute projects that are oriented toward the deployment and adoption of the analytical ML tools in digital marketing.
TL;DR: In this article, the authors report on the key CSR strategies, activities and attitudes of small business owners in a South Australian regional area with regard to the key stakeholders, towards developing socially and environmentally responsible small businesses.
Abstract: Purpose – This paper aims to report on the key CSR strategies, activities and attitudes of small business owners in a South Australian regional area with regard to the key stakeholders, towards developing socially and environmentally responsible small businesses.Design/methodology/approach – The investigation was conducted collaboratively between the University of South Australia's Centre for Regional Engagement (CRE) and the Whyalla Economic Development Board (WEDB), using an interview‐driven, qualitative design.Findings – It was found that the small business owners in Whyalla were supportive of their stakeholders, especially the local community, because it was the right thing to do and was generally beneficial to their business.Research limitations/implications – It is acknowledged that this type of research design limits the degree to which the results can be generalised, as the sample was limited and questions on environmental issues can be misunderstood and misinterpreted.Practical implications – The...
TL;DR: The analysis of search logs uncovered the characteristics of research tasks and the corresponding search strategies in academic users' searching behaviors as they interacted with information retrieval (IR) systems.
Abstract: This project investigated how academic users search for information on their real-life research tasks. This article presents the findings of the first of two studies. The study data were collected in the Queensland University of Technology (QUT) in Brisbane, Australia. Eleven PhD students' searching behaviors on personal research topics were observed as they interacted with information retrieval (IR) systems. The analysis of search logs uncovered the characteristics of research tasks and the corresponding search strategies.
01 Jan 1995
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
Abstract: 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.
TL;DR: The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales, which identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies.
Abstract: MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics
01 Jan 2008
TL;DR: Nonaka and Takeuchi as discussed by the authors argue that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy.
Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.
01 Oct 1996
29 Nov 2005