Showing papers in "Knowledge and Process Management in 2010"

The effect of organizational culture on knowledge management practices and innovation

Abstract: In this paper we analyze the relationships between certain knowledge management (KM) practices, organizational culture, and the technological results of companies. In the last few years, KM literature has highlighted the important role of cultural values on the way KM processes are developed and applied in organizations. From this viewpoint, and focusing on a set of knowledge storage and transfer practices, we try to empirically analyze the existence of a multiplier effect of the knowledge-centered organizational culture on the relationship between these kinds of knowledge practices and the technological performance of firms. The results of the empirical study show the existence of a significant moderating effect, although the consequences on the innovative performance in terms of product or process technologies are found to be different, depending on the practice (storage or transfer) which is considered. Copyright # 2010 John Wiley & Sons, Ltd.

The dynamics of relational and contractual governance mechanisms in knowledge sharing of collaborative R&D projects

Abstract: The purpose of this paper is to explore the dynamics of relational and contractual governance mechanisms in vertical buyer–supplier R&D projects requiring both knowledge sharing and protection. Prior literature has recognised the mutual impact of relational and contractual governance on knowledge sharing, but treats the linkages in a rather static way. This research introduces a more explicit process perspective, and combines four concepts: trust, relational norms, contracts and intellectual property rights (IPRs). The paper concentrates on the roles and interplay of both types of mechanisms in the different project phases. We collected qualitative interview data from four buyer–supplier R&D collaboration projects, each pair serving as a unit of analysis. Our findings indicate that both contractual and relational governance mechanisms play a role in buyer–supplier R&D collaboration but their relative importance varies according to the collaboration phase. Whereas in the exploration phase trust may even substitute contractual governance, both mechanisms support each other in the development phase. Contractual mechanisms are emphasised in the finalisation phase, although relational mechanisms also play a role. The lesson for management understanding is that both types of mechanisms should be considered simultaneously throughout the collaboration process. Copyright © 2010 John Wiley & Sons, Ltd.

Knowledge strategy: Its relationship to environmental dynamism and complexity in product development

Abstract: Focusing on product development, this study extends the understanding of the environment-strategy framework and investigates the relative effect of two environmental variables, dynamism and complexity, on the product development knowledge strategy. Adopting a knowledge-based view, and assuming that the strategy's locus is knowledge creation (exploration) and knowledge application (exploitation), the study suggests that the development of a knowledge strategy is a managerial strategic choice that is related to the environment. The results of a survey on product development managers generally indicate that exploration and exploitation must be combined according to environmental factors by generating the alternative knowledge strategies of ambidexterity or punctuated equilibrium. Particularly, the study finds that in environments characterized by high levels of both dynamism and complexity product development efforts pursue and reinforce both explorative and exploitative activities through a knowledge strategy of ambidexterity. Though not perfectly supported, punctuated equilibrium seems to be a more plausible knowledge strategy in environmental contexts where either dynamism or complexity prevails. Copyright © 2010 John Wiley & Sons, Ltd.

The use of knowledge transfer mechanisms in franchising

Abstract: In this paper, we try to explain the use of knowledge transfer mechanisms in franchising firms by applying the knowledge-based view of the firm that integrates results from the information richness theory. Starting from the information richness theory we argue that the degree of tacitness of system-specific knowledge determines the information richness of the knowledge transfer mechanisms of franchising firms. We examine the following hypotheses: (1) the franchisor uses more knowledge transfer mechanisms with a lower degree of information richness (such as email, intra- and internet), if the tacitness of system-specific knowledge is low, and (2) the franchisor uses more knowledge transfer mechanisms with a higher degree of information richness (such as training, seminar, meetings, visits), if the tacitness of system-specific knowledge is high. We test these hypotheses by using data from 83 franchising firms in the Austrianfranchisesector.Thedataprovidepartialsupportforthehypotheses.Copyright#2010 JohnWiley & Sons, Ltd.

Culture and knowledge co‐creation in R&D collaboration between MNCs and Chinese universities

Abstract: This paper examines the role of culture in university–industry RD however, the present study argues that in the studied context more interactive types of knowledge interaction like knowledge co-creation should be of key concern. The main challenge of the R&D collaboration lies in the understanding of culture in general and Chinese guanxi (interpersonal relationship) in particular in collaborative knowledge creation, in which the dominant type of knowledge involved is most often tacit, future oriented, complex and context-specific. This is particularly important when dealing simultaneously with multi-disciplinary applied research where cultural challenges appear prominent. Copyright © 2010 John Wiley & Sons, Ltd.

Accounting for intellectual capital: On the elusive path from theory to practice

Abstract: Intellectual capital emerged approximately twenty years ago as an alternative paradigm with the ambition to identify, measure, report and manage knowledge assets. While the need for regulatory frameworks to account for knowledge assets and intangible drivers of value was pressing in the setting of the “new economy”, intellectual capital has yet to establish itself as a dominant solution for accounting theorists, corporate professionals and regulators. This paper analyzes intellectual capital as a tool to meet practical needs with respect to accounting for and managing knowledge-based, intangible wealth. Several explanations are provided on the extent of acceptance of intellectual capital as a management accounting alternative. Copyright © 2010 John Wiley & Sons, Ltd.

Building a process‐based organization: The design roadmap at Superjet International

Abstract: The benefits of managing companies through a process-based approach are well recognized in the business literature and in many corporate contexts. However, there is a limited discussion on how to practically design and develop an organization based on processes. This paper aims to address this relative ‘gap’ in the literature by presenting the case of a recent international joint venture in the regional jet industry. In the following paper, we present a story of organization design based on the identification and description of the core process model of the company, with a specific focus on customer service activities. Based on interviews and direct observation at the field site, this paper shows the main steps undertaken to define the process taxonomy levels and to describe process elements, along with a discussion of the relationships with the business model components of the company. The paper provides practical value as it provides practical insights relating to the start-up of a new company driven by a process-based approach. Copyright © 2010 John Wiley & Sons, Ltd.

A relational approach to understanding knowing in communities of practice

Abstract: The typology of knowledge communities and knowledge collectivities has aimed to enhance the analytical clarity of the communities of practice concept (CoPs). This is achieved by outlining key differences in the knowing unfolding in CoPs and in less ‘homogeneous’ collectives such as multi-disciplinary project teams. This paper argues that the typology offers an account which denies any significant role to agency within CoPs. Additionally, it explicates the knowledge processes CoPs engage with, by reference to their internal constitution and in isolation from the broader contexts in which they are embedded. To address this limitation the paper employs a relational perspective of agency and context interplay. It reports data from two case studies of CoPs operating within the context of a merger in the UK brewing sector. The evidence reaffirms the significance of agency in CoPs. It also illustrates how the exercise of agency is mediated by performative expectations derived from the positioning of work practices within broader relations of production. The interplay of agency and context poses limitations to the reification of the characteristics of knowing—in terms of the types of knowledge drawn upon and the outcomes of such a process—in different groups. Copyright © 2010 John Wiley & Sons, Ltd.

Knowledge Flows in Software Projects : An Empirical Investigation

Abstract: Software projects require tacit knowledge and shared contexts for creative problem solving. Existing knowledge management frameworks focus on codifying knowledge laying an emphasis on managing explicit knowledge, typically ignoring the tacit element. This research provides a framework that mobilises and integrates both tacit and explicit knowledge, and facilitates the flow of common knowledge to address unstructured situations in software projects. The framework is developed from empirical evidence gathered while conducting an extended case study at one of the world's largest software organisations. The research has implications for the knowledge management literature by establishing knowledge as something that is made resourceful by being competently mobilised and utilised, rather than by being managed through capture and storage. Thus, the paper attempts to fill a gap in the literature on a phenomenon that is increasingly becoming more relevant in empirical settings. Copyright © 2010 John Wiley & Sons, Ltd.

Comparative supply chain performance: Measuring cross‐cultural effects. The example of the Bratislava regional automotive manufacturing cluster

Abstract: This paper examines how performance in a supply network is biased through cultural difference. Based on a benchmark study for the Bratislava automotive cluster, the review covers the specific situation of a cross border setting where top performers (high-class original equipment manufacturers, “OEMs,” like VW, Peugeot, Porsche, Kia) in a dual economy environment interact with suppliers from a highly developed country and with local logistics service enterprises. The main findings were derived from a benchmarking questionnaire and were corroborated in subsequent interviews, and they can very well be generalized: specific knowledge required for interactions between buyers and sellers cannot be built and utilized effectively if acceptance, adaptation and integration are obstructed by cultural differences. The biggest threats to fully exploiting the opportunities of cross-border supply chains, are lack of trust and of ability or willingness to cooperate and insufficient power of decision-making; lack of application skills ranks second. Copyright © 2010 John Wiley & Sons, Ltd.

Knowledge management in secondary care: a case study

Abstract: The purpose of this research is to analyse the knowledge management activities of a university hospital and to examine what impact contextual factors have on these activities. For this research, a case study approach was chosen, encompassing 22 semi-structured interviews with managers and front-line staff from different organisational levels. The findings describe how at the top management level, knowledge management activities were neglected while at departmental level, such activities were purposefully undertaken. This suggests that knowledge management activities can be effectively implemented at departmental level without having the support and strategic objective of the top management of the hospital. The findings further show that factors, such as the effective utilisation of other intangible resources, such as social capital, highly contribute to the effectiveness of knowledge management activities. The paper shows some limitations due to the qualitative nature of the research with regard to sample size and the subjectivity of the interpretations. The paper proposes that knowledge management activities can be implemented in organisations, when having the right attitude of staff who support its implementation. The paper enhances the understanding of the meaning of knowledge management in the context of healthcare organisations. The paper further provides insights into contextual factors that influence the success of knowledge management initiatives. Copyright © 2010 John Wiley & Sons, Ltd.

Knowledge sharing and decision making in the peace corps

Abstract: The Peace Corps has over 7,800 volunteers serving in 70 countries. These volunteers bring a broad array of skills and experiences to their posts and they acquire valuable additional knowledge on the job—knowledge that is often lost when a volunteer retires after the customary two years of service. While the Peace Corps is aware of the value of this knowledge and attempts to create conditions in which it can be shared, a case study conducted by one of the authors found that there currently is no formal strategy to manage the flow of information and knowledge between different members of the organization. This is unfortunate since the ability to effectively capture and share information and knowledge could significantly ease the jobs of volunteers, increase their productivity, and improve morale. We develop a framework for knowledge management in a volunteer organization such as the Peace Corps where quick personnel turnover hampers traditional approaches to knowledge management. We articulate a set of computer and non-computer-based mechanisms in terms of procedures, policies, and IT tools to capture, share and transform data and information into usable knowledge. We conclude by proposing a knowledge management system based on these prescriptions that could be used in the Peace Corps or other similar, largely volunteer, organizations with a rapid turnover of personnel. Disclaimer: The Peace Corps had no connection with this project. The views in this report reflect only the personal views of the authors, and do not in any way describe or reflect the official views or position of the Peace Corps. Copyright © 2010 John Wiley & Sons, Ltd.

Studying the processes during implementation of enterprise systems

Abstract: This paper explores the processes that occur during the implementation of an enterprise system (ES). It seeks to identify the most prevalent and/or that which has the most impact on the implementation. Data was collected through a case study of a SAP implementation on the UK site of an international durables manufacturing company. The research questions focus on the method for capturing and analysing process related data, as well as on what the actual processes are. Communication was found to be the most prevalent of processes highlighted by the interviewees. The implications for research and practice are discussed and directions for further research suggested. Copyright © 2010 John Wiley & Sons, Ltd.

Knowledge management opportunity space identification strategy

Abstract: This paper proposes that in contemporary organizations it is very important to have an analysis strategy that relates people, processes, technologies, and the key Knowledge Management (KM) elements involved before a KM project is initiated. This strategy is essential to determine the enterprise KM state of the art and its key processes identifying any company weakness and supporting the opportunity space identification. Copyright © 2010 John Wiley & Sons, Ltd.

Extending the task–artifact framework with organizational learning

Abstract: Over the past decade there has been an increased focus on the importance of contextual factors in all IT disciplines. At the same time, scholars have heeded the call for investigating the creation of more effective synergies between science and design. For example, the task–artifact (TA) framework was developed to support better utilization of behavioral, cognitive, and social science in Human–Computer Interaction (HCI) design. This framework is based on the general developmental pattern of human activities and technologiesteamed with two analytical tools for design. In this paper, we extend this framework from its original focus on individual and small group HCI to the organizational level utilizing organizational learning theory. This extension will (1) integrate relevant concepts and analysis drawn from the social sciences in order to guide design more effectively; (2) incorporate organizational level analysis, when we study information artifact design and appropriation; and (3) help organizations complete their learning circle. Copyright © 2010 John Wiley & Sons, Ltd.

Defining a process for developing responsive knowledge pathways

Abstract: To identify how organizations approach the development and implementation of their core processes in a manner that focuses on continued flexibility and responsiveness to changing customer needs, and environmental impact factors through improved knowledge transfer. The research follows an empirically based multiple case study approach across six national/multi-national knowledge-based organizations. A core-complex process was identified within IBM and then tested and refined across five over national/multinational organizations. Within each organization key employees interviewed concerning the manner in which their core processes were managed and modified. Those organizations that identified their core business processes as being responsive, and flexible enough to meet changing customer expectations could be shown to follow a ‘nine-step’ process lifecycle. However, those that had less-responsive processes seemed to share similar organizational and managerial issues. The findings are based on a limited sample size of six organizations, and the nature of the findings are presented in an inductive-theory building way. Therefore, the findings are not presented as a final position, but as a starting point for further research into complex, knowledge transfer intensive business process development and design. From the findings a nine-stage process lifecycle model has been defined. Within any service-orientated organization core business processes are under pressure to manage continually changing customer requirements. Therefore, it is important not just to build efficient and effective processes, but to understand how the organization must be aligned in order ensure continued performance within a constantly changing operating environment. Copyright © 2010 John Wiley & Sons, Ltd.

New product development for a food and beverage company: A showcase of evidence-based management

Abstract: We develop a model of new product development which may inform decision-making on innovation and knowledge management in this paper. The new model combines extant theoretical framework and actual practice from a leading Food and Beverage chain in Hong Kong to illustrate how evidence-based management (EBM) can be practiced in new product development. Some salient features of the model include generating new ideas constantly, improving success rate of new ideas, and ensuring collaboration among internal functions. This paper showcases EBM by synthesizing theoretical knowledge and practical wisdom and bringing together academics and practitioners to better understand a new product development model that can be generalized to other companies and industries. Copyright © 2010 John Wiley & Sons, Ltd.