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JournalISSN: 0305-5728

Vine 

Emerald Publishing Limited
About: Vine is an academic journal. The journal publishes majorly in the area(s): Personal knowledge management & Information system. It has an ISSN identifier of 0305-5728. Over the lifetime, 725 publications have been published receiving 8979 citations. The journal is also known as: climber & vine.


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Journal ArticleDOI
19 Jun 2009-Vine
TL;DR: In this paper, the authors examined the factors and barriers that contribute to successful knowledge sharing among the university teaching staff and identified measures of knowledge sharing, such as nature of knowledge, working culture, staff attitudes, motivation to share and opportunities to share.
Abstract: Purpose – This paper seeks to examine the factors and barriers that contribute to successful knowledge sharing among the university teaching staff.Design/methodology/approach – Based on an extensive review of literature, measures of knowledge sharing are identified. These include such factors as nature of knowledge, working culture, staff attitudes, motivation to share and opportunities to share. A model is developed for the study and hypotheses are formulated. Primary data were collected through a survey from a sample of teaching staff from both public and private universities in Malaysia.Findings – Based on empirical research, the study shows some contrasting findings. As for the sample drawn from teaching staff belonging to public universities, there is a significant relationship between knowledge sharing and the independent factors mentioned earlier. Results from the sample from staff teaching in private universities do not show such relationships.Research limitations/implications – The sample size it...

228 citations

Journal ArticleDOI
09 Feb 2015-Vine
TL;DR: In this paper, the role of organizational cultural and structure on knowledge-sharing processes in MNCs, with the moderating effect of technology infrastructure, was examined, and it was shown that learning and development, top management support and centralization are positively related to knowledge sharing, using technology infrastructure as a moderator.
Abstract: Purpose – This paper aims to examine how organizational culture, structure and technology infrastructure influence knowledge sharing. Design/methodology/approach – This study is based on quantitative research, administered on 90 managerial staff in multinational corporations (MNCs) based in Malaysia. Findings – The paper explains the role of organizational cultural and structure on knowledge-sharing processes in MNCs, with the moderating effect of technology infrastructure. Learning and development, top management support and centralization are positively related to knowledge sharing, using technology infrastructure as a moderator. Research limitations/implications – The findings will help MNCs to create an appropriate environment of knowledge sharing. However, the research is limited to MNC’s in Penang, Malaysia, only. Furthermore, similar research can be extended to MNCs in other Asian countries with a larger sample which may bring more statistical power and, thereby, increases generalizability. Practic...

151 citations

Journal ArticleDOI
24 Oct 2008-Vine
TL;DR: In this paper, the authors investigate the business justifications and requirements for incorporating business intelligence (BI) in organizations because many organizations that already have systems in place to collect data and gather information, often find themselves in a situation where they have no tools or roadmaps to put their vast data and information into use for strategic decision making.
Abstract: Purpose – The paper intends to find out the business justifications and requirements for incorporating business intelligence (BI) in organizations because many organizations that already have systems in place to collect data and gather information, often find themselves in a situation where they have no tools or roadmaps to put their vast data and information into use for strategic decision making.Design/methodology/approach – In this paper BI and the growing potential for implementing BI is explained. The paper also explains a checklist for implementing BI.Findings – During the last ten years, the approach to business management in the entire globe has deeply changed. Firms have understood the importance of enforcing achievement of the goals defined by their strategy through metrics‐driven management. Firms are evolving into new forms based on knowledge and networks in response to an environment characterized by indistinct organizational boundaries and fast‐paced change. New and complex changes are emerg...

141 citations

Journal ArticleDOI
11 May 2012-Vine
TL;DR: In this paper, the authors investigate the effect of interpersonal trust, team leader support, rewards, and knowledge sharing mechanisms on voluntary knowledge sharing in software development project teams in Sri Lanka.
Abstract: Purpose – The purpose of this paper is to investigate the effect of interpersonal trust, team leader support, rewards, and knowledge sharing mechanisms on voluntary knowledge sharing in software development project teams in Sri Lanka.Design/methodology/approach – Survey methodology was used and 150 software developers who were directly involved in developing and maintaining a software product from project teams responded. Regression analysis was used for data analysis.Findings – Interpersonal trust and rewards have significant positive effects on knowledge sharing. Although it was anticipated that the team leader support would be a significant predictor of knowledge sharing, the results did not provide evidence for a positive and significant relationship. “Work‐group communications” and “Personal interactions” had significant positive effects on knowledge sharing.Originality/value – It is expected that the findings of this study will provide useful information to better understand the predictors of the ex...

138 citations

Journal ArticleDOI
19 Jun 2009-Vine
TL;DR: The proposed definition of KM success provides practitioners with four dimensions that can be used to construct organization‐specific measures for indicating when their KM initiative is successful as the literature does not provide a definition of when KM can be considered successful.
Abstract: – The purpose of this paper is to propose a definition of KMS success., – The paper uses a consensus‐building approach to derive the definition. An expert panel was used to generate a list of possible KM success definitions. A survey was used to identify a likely definition from this list. A second survey was used to further refine the proposed KM success definition. Finally, analysis of the survey comments was used to finalize the proposed definition., – KM success is a multidimensional concept. It is defined by capturing the right knowledge, getting the right knowledge to the right user, and using this knowledge to improve organizational and/or individual performance. KM success is measured by means of the dimensions: impact on business processes, impact on strategy, leadership, and knowledge content., – An additional survey should be performed that tests the constructs of the proposed KM success definition. Additionally, future research should focus on identifying a set of measures that can be used to measure KM success and determining whether KM and KM System (KMS), success are the same or different constructs., – The proposed definition of KM success provides practitioners with four dimensions that can be used to construct organization‐specific measures for indicating when their KM initiative is successful., – This is important, as the literature, while providing much support for identifying KM critical success factors, does not provide a definition of when KM can be considered successful. Knowing when a KM initiative is successful is important for organizations and practitioners.

120 citations

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Performance
Metrics
No. of papers from the Journal in previous years
YearPapers
20191
20181
201737
201628
201527
201428