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Showing papers in "Journal of Knowledge Management in 2018"


Journal ArticleDOI
TL;DR: The study findings support the idea that innovation can be developed in an ambidextrous manner within a single SME as long as the firm is capable of creating a suitable organizational context and giving a prompt response to changes in the business environment.
Abstract: Purpose The purpose of this study is to assess the effect of technological, organizational and environmental factors on innovation ambidexterity and its influence on the performance of manufacturing small- and medium-sized enterprises (SMEs) as well as the moderating effect environmental dynamism on this relationship Design/methodology/approach Drawing on the Technology–Organization–Environment theory and the Knowledge-Based View, this paper develops an integrative research model, which analyzes the network of relations using covariance-based structural equation modeling on a data set of 429 Spanish SMEs Findings The results show that information technology capability, knowledge management capability and environmental dynamism are positively associated with innovation ambidexterity In addition, environmental dynamism is found to strengthen the positive effect of innovation ambidexterity on firm performance Practical implications The study findings support the idea that innovation can be developed in an ambidextrous manner within a single SME as long as the firm is capable of creating a suitable organizational context and giving a prompt response to changes in the business environment Originality/value Although many studies have highlighted that being ambidextrous is more challenging for SMEs than for their larger counterparts, the vast majority of studies has been conducted in large companies This paper extends prior literature by analyzing antecedents and outcomes of innovation ambidexterity in manufacturing SMEs

255 citations


Journal ArticleDOI
TL;DR: The results indicate that knowledge acquisition positively affects innovation performance and that HRM moderates the relationship between knowledge acquisition and innovation performance.
Abstract: Purpose This paper aims to study the effects of knowledge acquisition on innovation performance and the moderating effects of human resource management (HRM), in terms of employee retention and HRM practices, on the above-mentioned relationship Design/methodology/approach A sample of 129 firms operating in a wide array of sectors has been used to gather data through a standardized questionnaire for testing the hypotheses through ordinary least squares (OLS) regression models Findings The results indicate that knowledge acquisition positively affects innovation performance and that HRM moderates the relationship between knowledge acquisition and innovation performance Originality/value With the increasing proclivity towards engaging in open innovation, firms are likely to face some tensions and opportunities leading to a shift in the management of human resources This starts from the assumption that the knowledge base of the firm resides in the people who work for the firm and that some HRM factors can influence innovation within firms Despite this, there is a lack of research investigating the link between knowledge acquisition, HRM and innovation performance under the open innovation lens This paper intends to fill this gap and nurture future research by assessing whether knowledge acquisition influences innovation performance and whether HRM moderates such a relationship

241 citations


Journal ArticleDOI
TL;DR: An exclusive bibliometric analysis of its publications until 2016 is presented and its main trends are identified, which shows a positive evolution in the number of publications and a growing interest in publishing in JKM.
Abstract: In 2017, the Journal of Knowledge Management (JKM) celebrates its 20th anniversary. This study aims to show an updated analysis of their publications to provide a general overview of the journal, focusing on a bibliometric analysis of its publications between 1997 and 2016.,The methodology involves two procedures: a performance analysis and a science mapping analysis of JKM. The performance analysis uses a series of bibliometric indicators such as h-index, productivity and citations. This analysis considers different dimensions, including papers, authors, universities and countries. VOSviewer software is used to carry out the mapping of science of JKM, which, based on the concurrence of key words and co-citation points of view, seeks to graphically analyze the structure of the references of this journal.,There is a positive evolution in the number of publications (although with certain oscillations), which shows a growing interest in publishing in JKM. The USA and the UK lead the publications in this journal, although at a regional level, Europe is the most productive. The low participation of emerging economies in JKM is also observed.,The paper will identify the leading trends in the journal in terms of papers, authors, institutions, countries, journals and keywords. This study is useful for obtaining a quick snapshot of what is happening in the journal.,From the historical record of JKM publications, this study presents an exclusive bibliometric analysis of its publications until 2016 and identifies its main trends.

186 citations


Journal ArticleDOI
TL;DR: The paper highlights important reasons why people hide knowledge at work (because of experienced time pressure) as well as identifies two interlinked potential remedies (prosocial motivation and perspective taking) to reduce knowledge hiding.
Abstract: The belief that knowledge actually expands when it is shared has been deeply rooted in the mainstream knowledge management literature. Although many organizations and managers expect employees to share their knowledge with their colleagues, this does not always occur. This study aims to use the conservation of resources theory to explain why employees who experience greater time pressure are more likely to engage in knowledge hiding; it further considers how this behavior may be moderated by these employees’ prosocial motivation and perspective taking.,The paper uses quantitative multi-study research design as a combination of two-wave field study among 313 employees at an insurance company and a lab experimental study.,In the field study (Study 1), the authors find that perceived time pressure is positively related to knowledge hiding. Furthermore, this relationship is moderated by prosocial motivation: employees who perceive greater time pressure hide knowledge only when they are low in prosocial motivation. An experiment (Study 2) replicates these findings, and finds that perspective taking mediates the moderating effect of prosocial motivation on the relationship between time pressure and knowledge hiding.,Despite its many contributions, the present research is also not without limitations. Study 1 was a cross-lagged sectional field study with self-reported data (although the two-wave design does help alleviate common-method-bias concerns). Causality concerns were further alleviated by using additional experimental study.,The paper highlights important reasons why people hide knowledge at work (because of experienced time pressure) as well as identifies two interlinked potential remedies (prosocial motivation and perspective taking) to reduce knowledge hiding.,This paper contributes to expanding nomological network of knowledge hiding construct by extending the set of known antecedents and contingencies.

183 citations


Journal ArticleDOI
TL;DR: The empirical results show that both absorptive capacity and relationship learning exert a significant positive effect on the dependent variable and that relationship learning moderates the link between absorptive Capacity and green innovation performance.
Abstract: Purpose This paper aims to explore in depth how internal and external knowledge-based drivers actually affect the firms’ green innovation performance. Subsequently, this study analyzes the relationships between absorptive capacity (internal knowledge-based driver), relationship learning (external knowledge-based driver) and green innovation performance. Design/methodology/approach This study relies on a sample of 112 firms belonging to the Spanish automotive components manufacturing sector (ACMS) and uses partial least squares path modeling to test the hypotheses proposed. Findings The empirical results show that both absorptive capacity and relationship learning exert a significant positive effect on the dependent variable and that relationship learning moderates the link between absorptive capacity and green innovation performance. Research limitations/implications This paper presents some limitations with respect to the particular sector (i.e. the ACMS) and geographical context (Spain). For this reason, researchers must be thoughtful while generalizing these results to distinct scenarios. Practical implications Managers should devote more time and resources to reinforce their absorptive capacity as an important strategic tool to generate new knowledge and hence foster green innovation performance in manufacturing industries. Social implications The paper shows the importance of encouraging decision-makers to cultivate and rely on relationship learning mechanisms with their main stakeholders and to acquire the necessary information and knowledge that might be valuable in the maturity of green innovations. Originality/value This study proposes that relationship learning plays a moderating role in the relationship between absorptive capacity and green innovation performance.

168 citations


Journal ArticleDOI
TL;DR: The paper demonstrates that SKM capability matters with only a specific constellation of IC resources and therefore suggests a novel explanation for performance variances and potentially offers a better understanding of how static intangible assets should be enabled by dynamic knowledge-based managerial activities to achieve high performance.
Abstract: Purpose The purpose of this paper is to explore the moderation effect of strategic knowledge management (SKM) on the relationship between three components of intellectual capital (IC) and firm innovation and market performance. The authors argue that specific combinations of IC components and SKM activities can lead to higher innovation and market performance. It is also trying to assist companies to capitalize on both their IC and SKM. Design/methodology/approach Survey data have been collected from 101 Serbian companies, and these have been analyzed by using structural equation modelling (SEM) and fuzzy set qualitative comparative analysis (fsQCA) techniques. Findings The SEM results show that structural capital and relational capital have a direct effect on innovation performance. Although, there is no significant direct effect of human capital on innovation performance, the relationship becomes significant when moderated by SKM. The effects of human and structural capital on innovation performance are negatively moderated by SKM activities, while SKM positively moderates the effect of relational capital on innovation performance, but remained insignificant. Moreover, the insights from fsQCA show a clear pattern of equifinality, in that there are multiple combinations of static and dynamic conditions that can lead to higher innovation and market performance. Originality/value Two separate research fields of “static” IC and “dynamic” knowledge management have been combined in one integrated framework. From a methodological perspective, symmetric and asymmetric statistical tools have been combined to better understand contingency and interactions. This approach contributes to the literature and potentially offers a better understanding of how static intangible assets should be enabled by dynamic knowledge-based managerial activities to achieve high performance. The paper demonstrates that SKM capability matters with only a specific constellation of IC resources and therefore suggests a novel explanation for performance variances.

154 citations


Journal ArticleDOI
TL;DR: This paper provides theoretical initiatives on building employee trust and improving KS in the field of knowledge management and identifies necessary factors for encouraging and promoting KS processes within an organization.
Abstract: Purpose This paper aims to investigate the influence of transformational leadership (TL) and two aspects of trust (trust in a leader and trust among members, including two versions of each: “disclosure” and “reliance”) on knowledge collecting (KC) and knowledge donating (KD). Design/methodology/approach Structural equation modelling was used to test the effects of TL and aspects of trust on knowledge sharing (KS) processes using data collected from 336 participants at 35 large service firms. Findings The results showed that reliance-based trust in a leader (LR), disclosure-based trust in a leader (LD), reliance-based trust among members (MR) and disclosure-based trust among members (MD) act as mediators in the relationship between TL and KS processes. LR and MR have more significant effects on KD, whereas LD, MD and TL have more significant effects on KC. Research limitations/implications Future research could examine how personal characteristics (e.g. education level and working experiences) moderate the relationships between TL and KS processes. Practical implications From a practical perspective, the paper provides directors/managers an increased understanding of paths to success in KC and KD. Originality/value This paper provides theoretical initiatives on building employee trust and improving KS in the field of knowledge management. From a managerial perspective, this study identifies necessary factors for encouraging and promoting KS processes within an organization.

149 citations


Journal ArticleDOI
TL;DR: In this study, ways of hiding knowledge used by employees were identified and new forms of strategies named “counter-questioning” were found.
Abstract: Knowledge is considered as a strategic asset for the organizations, especially for knowledge-intensive firms. Research and development (RD however, it prevails in the organization and has potential to influence various individual- and organizational-level outcomes. In addition, ways of hiding knowledge used by employees were identified and new forms of strategies named “counter-questioning” were found.

142 citations


Journal ArticleDOI
TL;DR: Results show that internal embeddedness directly and positively influences the degree of subsidiaries’ knowledge transfer, whereas external embeddedness does not.
Abstract: This paper aims to investigate the relationship between the level of subsidiaries’ internal and external relational embeddedness and the degree of subsidiaries’ knowledge transfer. More specifically, the aim is to explore dual embeddedness of subsidiaries involved in the knowledge transfer process within multinational corporations’ (MNCs) network.,The authors empirically analyse 165 European subsidiaries to demonstrate the crucial role of dual relational embeddedness in the transfer of knowledge within MNCs. Data were collected via a close-ended questionnaire and processed through an ordinary least squares regression model.,Results show that internal embeddedness directly and positively influences the degree of subsidiaries’ knowledge transfer, whereas external embeddedness does not. Notwithstanding, a higher level of both types of embeddedness – known as dual embeddedness – generates multiplicative and positive effects on the degree of subsidiaries’ knowledge transfer.,Best practices and relevant knowledge follow a reverse transfer of knowledge from the subsidiaries to the internal MNC network that is facilitated by the relational embeddedness of subsidiaries. This has resulted in developing a dual embeddedness, which introduces new routines and scripts, as well as more relational links.,The research emphasises the relevance of the knowledge transfer process in multiple directions, evoking the central role of dual-embedded subsidiaries.

117 citations


Journal ArticleDOI
TL;DR: It is indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning and could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector.
Abstract: The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational learning.,Data from 209 participants from a manufacturing company in Korea were analyzed using the structural equation modeling method.,The findings of the study indicated that transformational leadership directly affected the knowledge sharing climate and behavior, interpersonal trust and organizational learning of an organization. Transformational leadership also indirectly affected organizational learning through knowledge climate and behavior, and interpersonal trust. In addition, a knowledge sharing climate directly affected interpersonal trust and knowledge sharing behavior and indirectly affected organizational learning through interpersonal trust and knowledge behavior. Interpersonal trust directly affected knowledge sharing behavior and indirectly affected organizational learning through knowledge sharing behavior. Finally, knowledge sharing behavior positively affected organizational learning.,The results highlight the important role of transformational leadership to enhance the knowledge sharing climate and behavior of employees, interpersonal trust and organizational learning. This study also indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning.,The study’s findings could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector.,The study provided diverse paths indicating how transformational leadership can impact organizational learning by examining both the direct and indirect paths between transformational leadership, multiple mediators and organizational learning. It also suggested a research framework for supporting transformational leadership, knowledge sharing and organizational learning, as well as their relationships by examining the three variables in one research model.

114 citations


Journal ArticleDOI
TL;DR: The findings suggest that PBOs should invest in developing a knowledge governance system that guides and stimulates knowledge sharing within and between projects to boost the ACAP of projects and lead to superior project performance.
Abstract: Purpose This study aims to propose an integrated model to examine the impact of knowledge governance, knowledge sharing and absorptive capacity (ACAP) on project performance in the context of project-based organizations (PBOs). This study also examines the moderating role of social processes on the relationships among these variables. Design/methodology/approach To test the proposed model, cross-sectional data were collected regarding projects from 133 PBOs in Pakistan’s information technology/software industry. The data were analyzed using the partial least squares – structural equation modeling (PLS-SEM) method and PRCOESS tool. Finally, this study also uses causal asymmetry analysis to check asymmetric relationship in the key constructs. Findings The results generally support the proposed model. Knowledge governance and knowledge sharing are important antecedents for improving the ACAP of the project, which in turn significantly improves project performance. Additionally, social processes positively moderate the relationship between knowledge sharing and ACAP, as well as between ACAP and project performance. Research limitations/implications The findings suggest that PBOs should invest in developing a knowledge governance system that guides and stimulates knowledge sharing within and between projects. This would boost the ACAP of projects and lead to superior project performance. Originality/value This study addresses the important issue of knowledge management in IT/software projects. It proposes a unique model that integrates the key constructs of knowledge management and describes their effect on project performance.

Journal ArticleDOI
TL;DR: It is concluded that ESM provides a unique complement to traditional strategic knowledge management, and extended intellectual capital with three appropriate dimensions (human, social and structural capital) given the potentially disruptive nature of ESM.
Abstract: Purpose This paper aims to examine if (and how), enterprise social media (ESM) can be understood as a strategic knowledge management phenomenon to improve organizational performance. Design/methodology/approach This paper uses intellectual capital theory and its functional building blocks to organize different types of the ESM platforms, based on secondary data. It then connects these findings to the underling intellectual capital tenets to introduce a conceptual model that explicates how ESM impacts strategic knowledge management, and vice versa. Findings This paper concludes that ESM provides a unique complement to traditional strategic knowledge management. The authors argue that ESM differs substantially from other contexts in which intellectual capital has been applied, and extend intellectual capital with three appropriate dimensions (human, social and structural capital). Given the potentially disruptive nature of ESM, this framework helps firms understand the nature of the changes that are needed. Originality/value The paper provides the first review of the business needs that are served by the software functions and management processes under the ESM banner. This original contribution takes the intellectual capital and strategic knowledge management discussions from their usual high levels of abstraction and relates them to the real world of ESM, focusing on outcomes. Its unique “Intellectual Capital Framework for the Socially Oriented Enterprise” includes distinct, testable propositions that provide a practical approach to strategically planning, implementing and optimizing ESM.

Journal ArticleDOI
TL;DR: In an increasingly globalized world, the survival of business management depends on their organizational intelligence, which is the result of information and knowledge systems they have, the skills of its employees and how they relate to its stakeholders.
Abstract: The current knowledge economy requires companies to create new business structures and new concepts for the management of its resources to remain competitive. The latest approaches to strategic management (Ferreira et al., 2016) tend to consider strategic alliances (as sources of knowledge) and intellectual capital (human, structural and relational capital) as the main sources for a sustainable competitive advantage. In an increasingly globalized world, the survival of business management depends on their organizational intelligence, which is the result of information and knowledge systems they have, the skills of its employees and how they relate to its stakeholders (Durst and Edvardsson, 2012).

Journal ArticleDOI
TL;DR: How knowledge management and transfer within arts and crafts organizations help increase performance and enhance the value of the activity of the so-called “knowledge workers” (i.e. craftsmen), who are the real knowledge owners in the process of value creation is analyzed.
Abstract: This paper aims to provide a comprehensive academic literature review on the relationship between knowledge management, knowledge transfer and organizational performance in a specific subset of the creative industry, i.e. arts and crafts organizations. Furthermore, this paper analyzes how knowledge management and transfer within arts and crafts organizations help increase performance and enhance the value of the activity of the so-called “knowledge workers” (i.e. craftsmen), who are the real knowledge owners in the process of value creation.,The literature review follows the model suggested by Vom Brocke et al. (2009). The review follows a five-phase approach so as to be systematic, transparent and replicable. Academic contributions published over two periods are taken into consideration. The first period covers the years 1990-2000, when the concepts of creative industry and knowledge-based economy were developed. The second period covers the years 2000-2016, when scholars started to investigate how to effectively transfer knowledge (very often in the form of “tacit knowledge”) retained by master craftsmen in arts and crafts organizations and the critical role played by craftsmen in the performance of such organizations.,Three main issues have emerged: how arts and crafts organizations manage and transfer knowledge internally; the effects of these activities on organizational performance; and the prominent role of craftsmen. The literature review shows how in arts and crafts organizations there is a considerable link between the concepts of “performance" and "tacit knowledge", even though addressing such link is somehow hard to realize, for several reasons discussed in the paper. The measurement of performance in arts and crafts organizations has become an area of academic investigation only when both the role of knowledge management and transfer and the role of knowledge workers (i.e., craftsmen) have become evident for obtaining a competitive advantage.,This paper has been an attempt to organize existing studies on knowledge management and transfer and to investigate the relationship existing between knowledge and performance in arts and crafts organizations. Nevertheless, the relationship between knowledge and performance is yet to be explored, as well as the development of techniques for measuring arts and crafts organizations’ performance effectively. The present contribution calls for a systematic reflection on how the transfer of traditional craftsmen’s skills impacts organizational performances in the long run. The definition and implementation of new performance evaluations criteria tailored to enhance the tacit knowledge of craftsmen as a real source of differentiation and competitive advantage for the arts and crafts organizations is somehow still missing.,By pursuing its objectives, the present contribution aims to represent a step toward enabling arts and crafts organizations to play a vital role in the modern society in a more structured way. This would help to build awareness of the potential of arts and crafts organizations for promoting economic growth, proposing a value proposition different from the one dictated by the globalization and by the triumph of product standardization and mass production.,Analyzing the knowledge management and transfer within arts and crafts organizations with a historical perspective, it appears that the recognition in academic literature of the centrality of knowledge management and transfer within arts and crafts organizations is only recent (i.e. from 2011 onward). Indeed, for approximately 20 years (i.e. 1990-2010), knowledge has been constantly related to technological paradigms and standardized results, with very little research and debate on craftsmanship and the role of craftsmen. Nevertheless, the research shows that over the years, the focus on knowledge in arts and crafts organizations and knowledge transfer has become progressively more detailed and precise: some authors have studied the role of craftsmen in the knowledge economy according to a historical perspective, while some others have analyzed different types of knowledge more thoroughly. For example, Sveiby (1997, 1996), analyzing the concept of "knowing talent" and "tradition", outlines a more prominent role of craftsmen in the knowledge economy and explain how, in sectors with a strong traditional background, the transfer of tacit knowledge is a meaningful challenge for many organizations.

Journal ArticleDOI
TL;DR: It is demonstrated that knowledge and KC lead to performance when organizations utilize KC activities and leverage them to accumulate IC and once used effectively, IC will result in a better performance in the knowledge-intensive environments.
Abstract: Knowledge is a key success factor in achieving competitive advantage in the current fast-paced and uncertain economic environment. Several studies in the literature have analyzed the relationship between knowledge creation (KC) and organizational success; however, the mechanisms by which KC leads to accumulation of intellectual capital (IC) and thereby affects various dimensions of organizational performance are understudied. The purpose of this paper is to examine how KC and IC and their relationship influence key dimensions of organizational performance.,A research model was developed and tested based on the literature in the areas of KC, IC and organizational performance. This study uses a survey sent to companies in an intensive knowledge-based industry. The balanced scorecard (BSC) approach was used to measure the key dimensions of organizational performance.,The results from structural equation modeling (SEM) on 470 completed questionnaires received from the pharmaceutical companies in Iran reveal that KC activities lead to the accumulation of organizational IC and IC has a crucial and positive impact on the BSC. Furthermore, the results from the path analysis indicate that IC mediates the effects of KC on the BSC.,The findings of this study contribute to the extant literature on the relationship between knowledge and organizational performance by demonstrating that knowledge and KC lead to performance when organizations utilize KC activities and leverage them to accumulate IC. Once used effectively, IC will result in a better performance in the knowledge-intensive environments.,This is the first study that investigates how KC contributes to firm performance by incorporating the mediating impact of IC on the BSC. The proposed model and results will help organizations to identify the mechanisms through which KC initiatives improve organizational performance.

Journal ArticleDOI
TL;DR: Assessment of the relationship of organizational resources and strategic flexibility through KM process capability suggests that organizational resources are positively and significantly related with strategic flexibility, and KM process capabilities partially mediates these relationships.
Abstract: Strategic flexibility is largely considered a source of competitive advantage, yet strategic flexibility in relation to organizational resources and knowledge management (KM) process capability is not well studied. To address this gap, this study aims to assesses the relationship of organizational resources (technical and social resources) and strategic flexibility through KM process capability.,This paper is built on the assumptions of the resource-based view and the dynamic capability perspective of firm. Two types of organizational resources – technical and social – were identified from relevant literature. Data were collected from 23 small- and medium-sized firms (family owned firms) using a 37-item questionnaire. In addition to descriptive statistics, multiple hierarchical regressions and bootstrapping were used to test the study hypotheses.,Findings suggest that organizational resources are positively and significantly related with strategic flexibility, and KM process capability partially mediates these relationships.,The paper adds to strategic flexibility literature by exploring and assessing the linkage of organizational resources with strategic flexibility through KM process capability.,Findings of this research may help organizations and practitioners in enhancing strategic flexibility of firm.

Journal ArticleDOI
TL;DR: This study considers knowledge management strategies, a novel combination of IC components and the level of technological sophistication in the same analysis, as it considers the complementary role of structural and relational capital in renewal capital and innovation in high- and low-tech companies.
Abstract: This study aims to analyse the complementary role of structural and relational capital (as the outcomes of codification and personalisation knowledge management strategies) in renewal capital and innovation in high- and low-tech companies.,The primary data, which were collected through a structured questionnaire from 180 Spanish companies, are analysed using structural equation modelling based on partial least squares.,Overall, the study offers three fundamental findings. First, it demonstrates the outstanding role of renewal capital as an intellectual capital (IC) component; second, it provides a conceptual analysis of the connection between knowledge management strategies and IC; and third, it highlights the necessity of considering the technological level of the firm as a contingency variable affecting the IC–innovation relationship.,The study has three apparent limitations: The sample of firms is restricted to Spanish companies, data concerning the main study variables were collected from only one person at each firm, and not all of the possible components of IC were included in the research model.,Business practitioners can find useful guidelines for making efficient use of knowledge resources when boosting innovation performance, depending on the technological level of their firms.,Although many studies have tried to disentangle the IC–innovation connection, this study is unique, as it considers knowledge management strategies, a novel combination of IC components and the level of technological sophistication in the same analysis.

Journal ArticleDOI
TL;DR: A conceptual absorption of OL into KM is shown, which may enrich academic discussion and also provide some clarity to the conceptualization of these two fields, to jointly analyse the evolution of KM and OL.
Abstract: This paper aims to focus on research regarding organizational learning (OL) and knowledge management (KM), and to specifically investigate whether OL has been conceptually absorbed by KM.,This study is based on 16,185 articles from the Scopus and ISI Web of Science databases, using VantagePoint 10.0 software. The method used in this study is a systematic literature review covering KM and OL publications from the 1970s, when the OL field started to grow, up to 2016.,Nuclear processes of OL, creation and acquisition of knowledge, have been conceptually absorbed by KM literature in the past years.,Only two databases have been considered, Scopus and ISI Web of Science, because of their academic prestige. However, these databases include a large number of articles on KM and OL. Search terms used could exclude some relevant terms, although all major descriptive terms have been included.,This paper identifies thematic clusters in KM and OL, evolution of both fields, most cited authors and representative journals by topic.,This is the first paper to jointly analyse the evolution of KM and OL. This paper shows a conceptual absorption of OL into KM, which may enrich academic discussion and also provide some clarity to the conceptualization of these two fields.

Journal ArticleDOI
TL;DR: The paper provides empirical evidence that EO, IR and ACAPs are predictors of competitive strategies and EP, and validates that competitive strategy does matters for small firm managers and the development of one type of competitive advantage is also a major performance enhancer.
Abstract: With its focus on the context of small firm internationalization, this paper aims to assess the important contribution of strategic determinants that influence export performance (EP), considering the mediating effect of competitive strategy,Based on survey data from 247 Portuguese small and medium-sized enterprises (SMEs) exporting textiles, members of the Portugal’s Textile Association (ATP), this research adopted a quantitative methodological approach, conducting an exploratory and transversal empirical study,The paper finds suggest that entrepreneurial orientation (EO) has a positive and significant influence on differentiation and EP Moreover, the results also highlight the role of intangible resources (IR) in the design of both differentiation and cost leadership strategies, which drives EP Finally, absorptive capabilities (ACAPs) are highly related with EP,The paper provides empirical evidence that EO, IR and ACAPs are predictors of competitive strategies and EP Moreover, and alongside with firm’s resources, this study validates that competitive strategy does matters for small firm managers and the development of one type of competitive advantage is also a major performance enhancer,This study provides fresh insights into entrepreneurship and strategic management literature, as it considers the importance of multiple factors to SMEs business growth Moreover, this paper presents empirical evidences of the strategies that small firm managers should pursue and policy makers should support Finally, this is an original study applied to the Portuguese textile industry

Journal ArticleDOI
TL;DR: The influence of HRMP on KMC has not been widely studied in the Indian IT industry and the study may open the field for further studies on a deeper investigation of the relationships existing between human resources management (HRM), KM and organizational performance in knowledge-intensive industries in India and, more in general, in developing economies.
Abstract: Successful businesses demand high-performing human resource management practices (HRMP) and effective knowledge management capacity (KMC) to enhance the overall organizational performance Rapid growth of both local and multinational companies operating in knowledge-intensive industries has increased the global competition in the labor market, also for the developing economies Therefore, attracting valuable human capital, retaining talents and managing effectively knowledge to deliver on the latest technologies and innovative solutions and services are the biggest challenges in the modern IT industry The purpose of this paper is to examine the influence of HRMP on KMC through a cross-case analysis including four companies operating in Indian IT sector Based on the existing studies in this field, five key HRMP have been identified (ie recruitment and selection, training and development, compensation and reward, employee retention and career development), as well as two key processes supporting the KMC (ie knowledge acquisition and knowledge sharing),The paper adopts a qualitative research method based on a multiple case study, and it uses primary and secondary data collected through desk research and field interviews,Results show the existence of HRMP aiming to enhance the individual learning, motivation and retention of employees for knowledge acquisition and knowledge sharing, in the strategic perspective to improve the organizational performance,The paper presents some limitations, which may provide scope for future research First, being the study a qualitative multiple case analysis, a more extensive research is needed to generalize the results and investigate further relationships existing between HRMP and KMC Moreover, a deep investigation on the organizational performance dimensions (eg sales growth, cash turnover, financial goal achievement) is required to verify the existence of possible links Finally, a further limit consists in considering only knowledge acquisition and knowledge-sharing processes, excluding another crucial knowledge management (KM) process such as knowledge application As for the research implications, the paper contributes to investigate the role of HRMP in supporting KMC in Indian IT companies, which represents a context of research not so much investigated,From a practitioner point of view, the study can be helpful to HR and KM managers for motivating employees to undertake learning processes and enhance their performance, as well as to acquire and share knowledge resources that are useful for the organization to remain innovative and stay competitive,As the influence of HRMP on KMC has not been widely studied in the Indian IT industry, the study may open the field for further studies on a deeper investigation of the relationships existing between human resources management (HRM), KM and organizational performance in knowledge-intensive industries in India and, more in general, in developing economies

Journal ArticleDOI
TL;DR: Surprisingly, empirical analysis reveals that using ESN tends to be significantly influenced by hedonic rather than utilitarian motivations, which indicates that usingESN to share internal and external knowledge has a positive significant impact on employee productivity.
Abstract: Purpose This study aims to predict the impact of utilitarian and hedonic motivations on using enterprise social network (ESN) systems for sharing internal and external knowledge, as well as their effects on employee productivity Design/methodology/approach Responses of 115 ESN system users from a wide spectrum of firms have been validated and analysed by means of structural equation modelling using partial least squires (PLS-SEM) method Findings The results indicate that using ESN to share internal and external knowledge has a positive significant impact on employee productivity Surprisingly, empirical analysis reveals that using ESN tends to be significantly influenced by hedonic rather than utilitarian motivations Originality/value The study is an early empirical attempt that examines using ESN for knowledge sharing, emphasizing its upstream motivational influence and downstream business impact It also offers managers and ESN vendors a frame of reference to maximize the use of ESN in the workplace to boost employees’ productivity within various contexts

Journal ArticleDOI
TL;DR: The results show the importance of external knowledge from suppliers, clients, consultants and commercial laboratories in new innovation practices in firm workplace, consistent with the external search literature on technological innovation.
Abstract: Purpose This paper aims to analyse the impact of different knowledge sources used by firms to adopt organizational innovation, in relation to organization of responsibilities and decision-making in the workplace Design/methodology/approach To fulfil the proposed objective, quantitative research, based on a sample of 2,591 Portuguese firms, has been undertaken Data have been obtained from the Community Innovation Survey 2012 Findings The results show the importance of external knowledge from suppliers, clients, consultants and commercial laboratories in new innovation practices in firm workplace Knowledge from competitors, universities, the State and research institutes does not present a significant effect Practical implications Knowledge sources can stimulate the introduction of new management practices in the workplace, consistent with the external search literature on technological innovation, which argues that many of the ideas and implementation skills for organizational innovation come from outside sources Originality/value Within the innovation management literature, very few studies tried to explore organizational innovation in firm workplaces This paper is innovative and makes a novel contribution mainly to the knowledge management field by highlighting the importance of external knowledge sources in organizational innovation in firm workplaces from a knowledge-based perspective

Journal ArticleDOI
TL;DR: A mediating model is developed and hypotheses predicting that the uncontrolled sharing of knowledge leads to accidental knowledge leakage, which, in turn, hinders particularly firm’s radical innovation performance and helps in better understanding some of the downsides of too much openness and lack of judgment about knowledge sharing beyond the boundaries of the firm.
Abstract: Inter-firm collaborative innovation typically requires knowledge sharing among individuals employed by collaborating firms. However, it is also associated with considerable risks, especially if the knowledge sharing process is not handled using proper judgment. Such risks have been acknowledged in the literature, but the underlying empirical evidence remains unclear. This study aims to examine how sharing of business-critical knowledge with external collaboration partners affects firm’s innovation performance.,The authors develop a mediating model and hypotheses predicting that the uncontrolled sharing of knowledge leads to accidental knowledge leakage, which, in turn, hinders particularly firm’s radical innovation performance. The authors test the model by using a survey of 150 technology-intensive firms in Finland and a partial least squares structural equation model. The mediating model is tested with incremental and radical innovation performance, and the authors control for firm size, age, R&D intensity and industry.,The authors find strong support for the model in that uncontrolled external knowledge sharing leads to accidental knowledge leaking and to lower radical innovation performance. The same results are not found for incremental innovation, implying that uncontrolled knowledge leakage is especially detrimental to radical innovation.,These findings help in better understanding some of the downsides of too much openness and lack of judgment about knowledge sharing beyond the boundaries of the firm. Thus, firms pursuing radical innovation should carefully guide their employees with regard to what knowledge they share, to what extent they share it and with whom they share it.

Journal ArticleDOI
TL;DR: A consolidated framework for Twitter mining that aims to uncover the deficiency of the current state-of-the-art approaches to topic distillation and domain discovery and proposes a practical framework comprising significant implications for a variety of business-related applications.
Abstract: This paper aims to obtain the domain of the textual content generated by users of online social network (OSN) platforms. Understanding a users’ domain (s) of interest is a significant step towards addressing their domain-based trustworthiness through an accurate understanding of their content in their OSNs.,This study uses a Twitter mining approach for domain-based classification of users and their textual content. The proposed approach incorporates machine learning modules. The approach comprises two analysis phases: the time-aware semantic analysis of users’ historical content incorporating five commonly used machine learning classifiers. This framework classifies users into two main categories: politics-related and non-politics-related categories. In the second stage, the likelihood predictions obtained in the first phase will be used to predict the domain of future users’ tweets.,Experiments have been conducted to validate the mechanism proposed in the study framework, further supported by the excellent performance of the harnessed evaluation metrics. The experiments conducted verify the applicability of the framework to an effective domain-based classification for Twitter users and their content, as evident in the outstanding results of several performance evaluation metrics.,This study is limited to an on/off domain classification for content of OSNs. Hence, we have selected a politics domain because of Twitter’s popularity as an opulent source of political deliberations. Such data abundance facilitates data aggregation and improves the results of the data analysis. Furthermore, the currently implemented machine learning approaches assume that uncertainty and incompleteness do not affect the accuracy of the Twitter classification. In fact, data uncertainty and incompleteness may exist. In the future, the authors will formulate the data uncertainty and incompleteness into fuzzy numbers which can be used to address imprecise, uncertain and vague data.,This study proposes a practical framework comprising significant implications for a variety of business-related applications, such as the voice of customer/voice of market, recommendation systems, the discovery of domain-based influencers and opinion mining through tracking and simulation. In particular, the factual grasp of the domains of interest extracted at the user level or post level enhances the customer-to-business engagement. This contributes to an accurate analysis of customer reviews and opinions to improve brand loyalty, customer service, etc.,This paper fills a gap in the existing literature by presenting a consolidated framework for Twitter mining that aims to uncover the deficiency of the current state-of-the-art approaches to topic distillation and domain discovery. The overall approach is promising in the fortification of Twitter mining towards a better understanding of users’ domains of interest.

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TL;DR: The findings recommend that both KMC and OL as well as SCMP will contribute to improving the OP, and KMC will improve the SCMP and OL.
Abstract: The purpose of this paper is to examine the effect of knowledge management capabilities (KMCs) on organizational learning (OL) and supply chain management practices (SCMPs). In addition, to study the effect of OL, KMC and supply chain management on organizational performance (OP).,To study the relationships between KMC, OL, SCMP and OP, different techniques such as factor analysis, correlation analysis and structural equation modeling were used to verify the validity of the proposed conceptual model, and to test the suggested hypotheses, data collected from 165 companies in the Saudi food industry (representing a response rate of 64.9 per cent) were used.,According to the study’s findings, SCMP and OL are positively affected by KMC. Moreover, OP is directly affected by KMC, OL and SCMP.,Owing to the specific nature of the sample, the findings of the current research are applicable only to the food industry.,The current research introduced a conceptual model, which has been tested and verified in the Saudi food industry. The findings recommend that both KMC and OL as well as SCMP will contribute to improving the OP. In addition, KMC will improve the SCMP and OL.

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TL;DR: This is a first comprehensive systematic review on knowledge discovery and text mining through the use of a text mining technique at term level, which offers to reduce redundant research and to avoid the possibility of missing relevant publications.
Abstract: Purpose The aim of this work is to increase awareness of the potential of the technique of text mining to discover knowledge and further promote research collaboration between knowledge management and the information technology communities. Since its emergence, text mining has involved multidisciplinary studies, focused primarily on database technology, Web-based collaborative writing, text analysis, machine learning and knowledge discovery. However, owing to the large amount of research in this field, it is becoming increasingly difficult to identify existing studies and therefore suggest new topics. Design/methodology/approach This article offers a systematic review of 85 academic outputs (articles and books) focused on knowledge discovery derived from the text mining technique. The systematic review is conducted by applying “text mining at the term level, in which knowledge discovery takes place on a more focused collection of words and phrases that are extracted from and label each document” (Feldman et al., 1998, p. 1). Findings The results revealed that the keywords extracted to be associated with the main labels, id est, knowledge discovery and text mining, can be categorized in two periods: from 1998 to 2009, the term knowledge and text were always used. From 2010 to 2017 in addition to these terms, sentiment analysis, review manipulation, microblogging data and knowledgeable users were the other terms frequently used. Besides this, it is possible to notice the technical, engineering nature of each term present in the first decade. Whereas, a diverse range of fields such as business, marketing and finance emerged from 2010 to 2017 owing to a greater interest in the online environment. Originality/value This is a first comprehensive systematic review on knowledge discovery and text mining through the use of a text mining technique at term level, which offers to reduce redundant research and to avoid the possibility of missing relevant publications.

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TL;DR: The findings of this research show that the motivation for KS is indeed related to awareness by managers and developers of the benefits of KS in their professional practice, and this issue of applicability of theoretical propositions is now recognised as one of the fundamental key issues in KS.
Abstract: The purpose of this study is to identify and explain the role of individuals’ awareness and motivation in facilitating knowledge sharing (KS) in the real world of practice, as well as to establish areas of convergence between theory and practice that can be of use to both academics and practitioners involved in knowledge intensive organisations.,This study used Grounded Theory (GT) as an inductive methodology to collect, analyse and interpret data from multiple case-studies. 44 participants from Chinese software organisations were selected on the basis of their role in SW design and development and were interviewed using a semi-structured interview script. The data analysis followed a Straussian approach to coding, which consists of open coding, axial coding and selective coding. The analysis focused on the impact of individuals’ awareness and motivation to share knowledge.,The findings of this research show that the motivation for KS – a time consuming and demanding activity – is indeed related to awareness by managers and developers of the benefits of KS in their professional practice. Practitioners shared their experiences and tacit knowledge with others, partly because it was required by their companies, but also because they have a sound awareness of the need to share knowledge both inside and outside their organisations.,As a typical social science inductive study, this research is bounded by the context in which the theory proposed emerged from. Further research should be conducted into a richer variety of organisational and national contexts, as suggested by good theoretical sampling practice, which could provide further insights or contrasts.,Despite a number of theoretical propositions found in the literature, there is a clear lack of implementation strategies and models that explain the role of awareness and motivation in facilitating KS in the world of practice. This issue of applicability of theoretical propositions is now recognised as one of the fundamental key issues in KS. This study provides new and practice grounded insights in this area and is of interest to both practitioners and theoreticians as it explains and bridges the individuals’ awareness and motivation for tacit KS.

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TL;DR: The study’s results indicate that boundary spanners’ willingness to share their knowledge has a dual effect on innovation success, which is captured by new product development innovativeness and performance.
Abstract: Purpose This paper aims to enrich knowledge management theory and practice by investigating how boundary spanners’ willingness to share their knowledge contributes to innovation success and by examining the contingent role of market turbulence. Design/methodology/approach Cross-sectional survey data were collected from 296 top income Hungarian firms. Structural equation modelling with bootstrap procedures was used to test the hypotheses. Findings Boundary spanners’ willingness to share their knowledge has a dual effect on innovation success, which is captured by new product development innovativeness and performance. It has a direct effect on both new product development innovativeness and performance, and it has a mediated effect on new product development performance, where new product development innovativeness serves as a mediator. The study’s results indicate that these effects are robust and not contingent on the turbulence of the firm’s marketplace. Research limitations/implications This study’s respondents were managers in boundary-spanning positions charged with the task of linking the organisation with its external environment. Owing to their proximity to the external environment, their evaluation of market turbulence may be distorted. Practical implications Maintaining the willingness of managers in boundary-spanning positions to share what they know is essential to the continuous creation of superior new product development performance. Hence, firms should develop organisational cultures where employees’ knowledge-sharing willingness is presented as an important asset. While turbulent markets may be unpredictable and hostile, firms should not adjust their knowledge management practices. Originality/value Building on the research on knowledge sharing, boundary spanning theory and contingency theory, this paper increases the understanding of the salient factors that are often implicitly assumed in mechanisms involved in transforming knowledge into new product performance. This is the first empirical study to focus on boundary spanners’ knowledge behaviour and to consider the contingent role of market turbulence in knowledge management.

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TL;DR: The results found that knowledge loss has most negative impact in terms of organizational problems including low productivity (morale), strategic misalignment of the workforce (capability gaps), resource cuts, decreased work quantity and quality (inexperienced employees), work outputs not being used (customers mistrust), longer time to competence (learning cost) and slow task completion (increasing search cycle time).
Abstract: Purpose Knowledge loss caused by employee exit has become a significant corporate risk. This paper aims to explore how to measure the impact of knowledge loss. The paper is based on empirical evidence from a five-year longitudinal study. Design/methodology/approach This paper is based on a longitudinal change project for a large Australian Research Council Linkage Project grant in the period 2008-2013. The method was a single case study using a critical realism paradigm. The project was a transformational change programme which aimed to help make the partner organization a learning organization to minimize the impact of knowledge loss. The partner organization was a large Australian Government Department, which faced the threat of knowledge loss caused by its ageing workforce. The sample was 118 respondents, mainly engineering and technical workers. A total of 150 respondents were invited to participate in the study which involved an annual survey and attendance at regular training workshops and related activities, with a participation rate of 79 per cent. Findings The results found that knowledge loss has most negative impact in terms of organizational problems including low productivity (morale), strategic misalignment of the workforce (capability gaps), resource cuts (stakeholders unhappy with performance), decreased work quantity and quality (inexperienced employees), work outputs not being used (customers mistrust), longer time to competence (learning cost) and slow task completion (increased search cycle time). The second most significant impact was increased sense of risk associated with work activities and declining capacity to manage the risk. The third main impact was decreased organizational knowledge base: knowledge loss creates knowledge deficit which is unlikely to be filled over time, as shown by the knowledge accounts of surviving employees which remained stable overall. The two remaining measurement constructs – psychological contract and learning organizational capacity – improved, which suggests that the negative impact of knowledge loss may be addressed with appropriate knowledge management. Research limitations/implications The research is based on a single case study in a public sector organization. While the longitudinal nature of the study and the rich data collected offsets this issue, it also presents good opportunities for researchers and practitioners to test the ideas presented in this paper in other industry contexts. The complexity and range of the constructs, concepts and scale items is acknowledged. Tables have been used wherever possible to help the reader access the findings. Practical implications Knowledge loss is perhaps the greatest corporate risk facing organizations today. This paper provides a method to measure the impact of knowledge loss. Managers may use this to assess the significance of the risk and use this as a business case to take action to minimize the impact of knowledge loss. Originality/value Prior research has found knowledge loss has caused decreased psychological contract, lost organizational memory, inefficiency and ineffectiveness and declining capability; however, these concepts are discussed in broad terms only. This paper addresses the need for measurement concepts which helps us understand the nature of the impact of knowledge loss. Five knowledge loss concepts are developed: knowledge resources, psychological contract, learning organization capacity, risk management and organizational problems. The results are based on a large-scale longitudinal study providing empirical evidence of change over a three-year period, situated within the context of a research intervention, i.e. knowledge management programme.

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TL;DR: The results of this study indicate that external knowledge search varies across industries, with search depth being used more in industries in which the knowledge development process is cumulative and appropriable, while the external breadth search is preferred in industries with a high level of technological opportunity.
Abstract: This paper aims to analyze the extent to which the influence of external knowledge search on innovation performance is contingent on both a firm’s innovation strategy and the industry context in which it operates,The paper adopts a contingent approach that centers analysis on the influence of situational factors, either exogenous or endogenous to the organization, as determinants of the external knowledge search in promoting the firm’s innovation performance The empirical study is based on a large sample of 18,955 firms operating in 29 industries that belong to 13 European countries,This analysis reveals that a broad knowledge search is more effective for firms that innovate in new goods, while a deeper knowledge search is more effective for firms that innovate in new services The results of this study also indicate that external knowledge search varies across industries, with search depth being used more in industries in which the knowledge development process is cumulative and appropriable, while the external breadth search is preferred in industries with a high level of technological opportunity,The current approach implies recognizing that the knowledge search strategies may not always be effective, and that firms should align the search strategy to both internal and external factors Analyzing the influence of these factors can help managers to better choose the type of knowledge search (eg intensive or extensive search) that best aligns with the firm’s innovation objectives