Showing papers on "Knowledge sharing published in 2007"
TL;DR: Wang et al. as mentioned in this paper examined the influence of individual factors (enjoyment in helping others and knowledge self-efficacy), organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge sharing processes and whether more leads to superior firm innovation capability.
Abstract: Purpose – The study sets out to examine the influence of individual factors (enjoyment in helping others and knowledge self‐efficacy), organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge sharing processes and whether more leads to superior firm innovation capability. Design/methodology/approach – Based on a survey of 172 employees from 50 large organizations in Taiwan, this study applies the structural equation modeling (SEM) to investigate the research model. Findings – The results show that two individual factors (enjoyment in helping others and knowledge self‐efficacy) and one of the organizational factors (top management support) significantly influence knowledge‐sharing processes. The results also indicate that employee willingness to both donate and collect knowledge enable the firm to improve innovation capability. Research limitations/implications – Future research can examine how personal traits (such as age, level of education, and working experiences) and organizational characteristics (such as firm size and industry type) may moderate the relationships between knowledge enablers and processes. Practical implications – From a practical perspective, the relationships among knowledge‐sharing enablers, processes, and firm innovation capability may provide a clue regarding how firms can promote knowledge‐sharing culture to sustain their innovation performance. Originality/value – The findings of this study provide a theoretical basis, and simultaneously can be used to analyze relationships among knowledge‐sharing factors, including enablers, processes, and firm innovation capability. From a managerial perspective, this study identified several factors essential to successful knowledge sharing, and discussed the implications of these factors for developing organizational strategies that encourage and foster knowledge sharing.
1,407 citations
01 Feb 2007-International Journal of Human-computer Studies \/ International Journal of Man-machine Studies
TL;DR: This study proposed a social cognitive theory (SCT)-based model that includes knowledge sharing self-efficacy and outcome expectations for personal influences, and multi-dimensional trusts for environmental influences that was evaluated with structural equation modeling and confirmatory factor analysis.
Abstract: There has been a growing interest in examining the factors that support or hinder one's knowledge sharing behavior in the virtual communities. However, still very few studies examined them from both personal and environmental perspectives. In order to explore the knowledge sharing behaviors within the virtual communities of professional societies, this study proposed a social cognitive theory (SCT)-based model that includes knowledge sharing self-efficacy and outcome expectations for personal influences, and multi-dimensional trusts for environmental influences. The proposed research model was then evaluated with structural equation modeling, and confirmatory factor analysis was also applied to test if the empirical data conform to the proposed model.
1,388 citations
TL;DR: The results showed that motivational factors such as reciprocal benefits, knowledge self-efficacy, and enjoyment in helping others were significantly associated with employee knowledge sharing attitudes and intentions, but expected organizational rewards did not significantly influence employee attitudes and behavior intentions regarding knowledge sharing.
Abstract: Numerous scholars and practitioners claim that motivational factors can facilitate successful knowledge sharing. However, little empirical research has been conducted examining the different kinds of motivation (extrinsic and intrinsic) used to explain employee knowledge sharing behaviors. By integrating a motivational perspective into the theory of reasoned action (TRA), this study examines the role of both extrinsic (expected organizational rewards and reciprocal benefits) and intrinsic (knowledge self-efficacy and enjoyment in helping others) motivators in explaining employee knowledge sharing intentions. Based on a survey of 172 employees from 50 large organizations in Taiwan, this study applies the structural equation modeling approach to investigate the research model. The results showed that motivational factors such as reciprocal benefits, knowledge self-efficacy, and enjoyment in helping others were significantly associated with employee knowledge sharing attitudes and intentions. However, expected organizational rewards did not significantly influence employee attitudes and behavior intentions regarding knowledge sharing. Implications for organizations are discussed.
1,228 citations
TL;DR: An identity-based view is described to understand how the use of IT-based features in online communities is associated with online knowledge contribution, and it yields important implications for the design of the supporting IT infrastructure.
Abstract: A variety of information technology (IT) artifacts, such as those supporting reputation management and digital archives of past interactions, are commonly deployed to support online communities. Despite their ubiquity, theoretical and empirical research investigating the impact of such IT-based features on online community communication and interaction is limited. Drawing on the social psychology literature, we describe an identity-based view to understand how the use of IT-based features in online communities is associated with online knowledge contribution. Specifically, the use of four categories of IT artifacts---those supporting virtual co-presence, persistent labeling, self-presentation, and deep profiling---is proposed to enhance perceived identity verification, which thereafter promotes satisfaction and knowledge contribution. To test the theoretical model, we surveyed more than 650 members of two online communities. In addition to the positive effects of community IT artifacts on perceived identity verification, we also find that perceived identity verification is strongly linked to member satisfaction and knowledge contribution. This paper offers a new perspective on the mechanisms through which IT features facilitate computer-mediated knowledge sharing, and it yields important implications for the design of the supporting IT infrastructure.
1,131 citations
TL;DR: The research findings indicate that trust, communication, information systems, rewards and organization structure are positively related to knowledge sharing in organizations.
Abstract: Purpose – This research aims at investigating the role of certain factors in organizational culture in the success of knowledge sharing Such factors as interpersonal trust, communication between staff, information systems, rewards and organization structure play an important role in defining the relationships between staff and in turn, providing possibilities to break obstacles to knowledge sharing This research is intended to contribute in helping businesses understand the essential role of organizational culture in nourishing knowledge and spreading it in order to become leaders in utilizing their know-how and enjoying prosperity thereafter Design/methodology/approach – The conclusions of this study are based on interpreting the results of a survey and a number of interviews with staff from various organizations in Bahrain from the public and private sectors Findings – The research findings indicate that trust, communication, information systems, rewards and organization structure are positively related to knowledge sharing in organizations Research limitations/implications – The authors believe that further research is required to address governmental sector institutions, where organizational politics dominate a role in hoarding knowledge, through such methods as case studies and observation Originality/value – Previous research indicated that the Bahraini society is influenced by traditions of household, tribe, and especially religion of the Arab and Islamic world These factors define people’s beliefs and behaviours, and thus exercise strong influence in the performance of business organizations This study is motivated by the desire to explore the role of the national organizational culture on knowledge sharing, which may be different from previous studies conducted abroad
813 citations
TL;DR: A knowledge management (KM) success model that incorporates the quality of available knowledge and KM systems built to share and reuse knowledge such as determinants of users' perception of usefulness and user satisfaction is examined.
Abstract: We examine a knowledge management (KM) success model that incorporates the quality of available knowledge and KM systems built to share and reuse knowledge such as determinants of users' perception of usefulness and user satisfaction with an organization's KM practices. Perceived usefulness and user satisfaction, in turn, affect knowledge use, which in our model is a measure of how well knowledge sharing and reuse activities are internalized by an organization. Our model includes organizational support structure as a contributing factor to the success of KM system implementation. Data collected from 150 knowledge workers from a variety of organizations confirmed 10 of 13 hypothesized relationships. Notably, the organizational support factors of leadership commitment, supervisor and coworker support, as well as incentives, directly or indirectly supported shared knowledge quality and knowledge use. In line with the proposed model, the study lends support to the argument that, in addition to KM systems quality, firms must pay careful attention to championing and goal setting as well as designing adequate reward systems for the ultimate success of these efforts. This is one of the first studies that encompasses both the supply (knowledge contribution) and demand (knowledge reuse) sides of KM in the same model. It provides more than anecdotal evidence of factors that determine successful KM system implementations. Unlike earlier studies that only deal with knowledge-sharing incentives or quality of shared knowledge, we present and empirically validate an integrated model that includes knowledge sharing and knowledge quality and their links to the desired outcome-namely, knowledge reuse.
700 citations
TL;DR: This study finds that absorptive capacity is the intervening factor between knowledge sharing and innovation capability, and that a completely mediating model exhibits both model generalization and extension characteristics through multiple model comparison in different industry population samples.
Abstract: This research investigates the relationships between knowledge sharing, absorptive capacity, and innovation capability in Taiwan's knowledge-intensive industries. We propose statistical hypotheses and a LISREL model to study these based on the data sampled from 170 Taiwanese firms, including electronic, financial insurance and medical industries, yielding 355 valid returned research samples. By testing three hypotheses, this study finds that absorptive capacity is the intervening factor between knowledge sharing and innovation capability. It also shows that knowledge sharing has a positive effect on absorptive capacity, and that a completely mediating model exhibits both model generalization and extension characteristics through multiple model comparison in different industry population samples. Finally, managerial implications are discussed and a brief conclusion is presented.
655 citations
TL;DR: It is argued that the findings constitute a useful advance in middle-range motivation (Landy and Becker 1987, Pinder 1984) theory pertaining to knowledge sharing and utilization.
Abstract: This study draws on three different, yet complementary, theories of motivation, which we combine in an interactive manner, to explain the mechanisms that underlie the exchange between knowledge providers and recipients and ultimately impact performance. More specifically, we use incentive, goal-setting-social cognitive, and social motivation theories to examine knowledge sharing within dyads and its influence on individual performance. One hundred and twenty participants functioning as interdependent manager dyads completed a strategic decision-making simulation. Hierarchical regression and random coefficient modeling techniques were used to test hypothesized relationships. Results demonstrated that the effect of group-oriented incentive systems on the knowledge provider was enhanced when more positive norms for knowledge sharing existed among dyad members. The recipient's self-efficacy had a stronger relationship with performance goals when the recipient trusted the provider. Finally, self-set goals and knowledge sharing had both direct and interactive effects on individual performance. We argue that these findings constitute a useful advance in middle-range motivation (Landy and Becker 1987, Pinder 1984) theory pertaining to knowledge sharing and utilization.
553 citations
TL;DR: A differentiated productivity model of knowledge sharing in organizations proposing that different types of knowledge have different benefits for task units is developed, and a micro-foundation for understanding why and how a firm's knowledge capabilities translate into performance of knowledge work is provided.
Abstract: We develop a differentiated productivity model of knowledge sharing in organizations proposing that different types of knowledge have different benefits for task units. In a study of 182 sales teams in a management consulting company, we find that sharing codified knowledge in the form of electronic documents saved time during the task, but did not improve work quality or signal competence to clients. In contrast, sharing personal advice improved work quality and signaled competence, but did not save time. Beyond the content of the knowledge, process costs in the form of document rework and lack of advisor effort negatively affected task outcomes. These findings dispute the claim that different types of knowledge are substitutes for each other, and provide a micro-foundation for understanding why and how a firm's knowledge capabilities translate into performance of knowledge work. Copyright © 2007 John Wiley & Sons, Ltd.
545 citations
TL;DR: In this paper, the authors explore how organizational culture with a focus on collaboration and certain types of leadership roles significantly affect knowledge sharing and reveal that there is a strong and positive relationship between a collaborative culture and the effectiveness of knowledge sharing.
411 citations
TL;DR: It is found that two types of relational assets are significantly associated with business performance---knowledge sharing with channel partners and process coupling with customers---pointing to underlying mechanisms that differentially leverage resources of different types of channel partners.
Abstract: This study examines how capabilities of information systems (IS) applications deployed in the context of interfirm relationships contribute to business performance. We propose that these capabilities augment the relational value that a firm derives from its business partners---channel partners and customer enterprises---in the context of the distribution channel. Two cospecialized relational assets are considered as key to realization of relational value---knowledge sharing and process coupling. Hypotheses linking two IS capabilities (IS flexibility and IS integration) to the relational asset dimensions, and ultimately to firm performance, are proposed. The research model is tested based on data collected through a survey of business units of enterprises embedded in customer and channel partner ties in the high-tech and financial services industries. We find that IS integration with channel partners and customers contributes to both knowledge sharing and process coupling with both types of enterprise partners, whereas IS flexibility is a foundational capability that indirectly contributes to value creation in interfirm relationships by enabling greater IS integration with partner firms. We find that two types of relational assets are significantly associated with business performance---knowledge sharing with channel partners and process coupling with customers---pointing to underlying mechanisms that differentially leverage resources of different types of channel partners. Implications for theory development and practice based on these findings are proposed.
Book•
10 Aug 2007
TL;DR: This collection will provide libraries with the defining reference to the field and set the standard for all fundamental and emerging models within the discipline.
Abstract: Knowledge management (KM) is an emerging, interdisciplinary business model dealing with all aspects of knowledge within the context of the firm, including knowledge creation, codification, and sharing, and using these activities to promote learning and innovation. It encompasses both technological tools and organizational routines of which there are a number of components. These include generating new knowledge; acquiring valuable knowledge from outside sources; using this knowledge in decision making; embedding knowledge in processes, products, and/or services; coding information into documents, databases, and software; facilitating knowledge growth; transferring knowledge to other parts of the organization; and measuring the value of knowledge assets and/or the impact of knowledge management. Knowledge Management: Concepts, Methodologies, Tools, and Applications is the defining reference source for all theories, concepts, and methodologies within the KM discipline. This comprehensive, six-volume collection of research from an international body of KM experts includes chapters on Implementing Knowledge Management (KM) in Organizations; KM Systems Acceptance; KM Communication; Knowledge Representation; Knowledge Sharing; KM Success Models; Knowledge Ontology; and Operational KM. Encompassing over 300 chapters from more than 500 contributors drawn from the world s leading KM experts, this collection will provide libraries with the defining reference to the field and set the standard for all fundamental and emerging models within the discipline.
TL;DR: This paper argues that LM and KM can be viewed as two sides of the same coin, and explores how Web 2.0 technologies can leverage knowledge sharing and learning and enhance individual performance whereas previous models ofLM and KM have failed.
Abstract: The main aim of Knowledge Management (KM) is to connect people to quality knowledge as well as people to people in order to peak performance. This is also the primary goal of Learning Management (LM). In fact, in the world of e-learning, it is more widely recognised that how learning content is used and distributed by learners might be more important than how it is designed. In the last few years, there has been an increasing focus on social software applications and services as a result of the rapid development of Web 2.0 concepts. In this paper, we argue that LM and KM can be viewed as two sides of the same coin, and explore how Web 2.0 technologies can leverage knowledge sharing and learning and enhance individual performance whereas previous models of LM and KM have failed, and present a social software driven approach to LM and KM.
TL;DR: In this paper, the authors show that formal and informal knowledge sharing practices are positively associated with the strength of family firms' technological capabilities, while the percentage of top managers who are family members strengthened the informal knowledge-sharing-technological capabilities relationship.
TL;DR: The results suggest that knowledge sharing would facilitate the transformation of collective individual knowledge to organizational knowledge without the existence of orphaned knowledge and knowledge depreciation.
Abstract: – The purpose of this study is to empirically investigate the extent to which knowledge sharing and organizational learning affect organizational effectiveness., – The research samples have been drawn from all levels of employees in the organizational hierarchy of international tourist hotels in Taiwan. The questionnaires were distributed to 1,200 participants across nine international tourist hotels in Taiwan. These hotels are globally managed or franchised by international groups of hotels and resorts., – Of 499 usable questionnaires, the results suggest that knowledge sharing would facilitate the transformation of collective individual knowledge to organizational knowledge without the existence of orphaned knowledge and knowledge depreciation. Furthermore, this would result in the advancement of organizational learning and eventually, the enrichment of organizational effectiveness., – The more individual intellectual capital is transferred to organizational assets, the greater the degree of strength of organizational capabilities will become. If organizations do not implant mechanisms for storing that all employees collectively learn, effects are not enduring. There would furthermore be a limited contribution to organizational learning., – This study contributes to KM literature that suffers from a paucity of research on the empirical examination of this subject.
TL;DR: This framework highlights how when innovators encounter barriers to the accumulation of knowledge, their solutions are often organizational ones rather than legal ones, suggesting an expanding terrain for organizational scholars interested in debates often dominated by law and economics.
Abstract: Organizational theorists have built a deep understanding of the conditions affecting knowledge sharing. However, for innovation to occur, knowledge must not just be shared, but also reused, recombined, and accumulated. Such accumulation is not inherent to the innovation process but can be either supported or limited by the context in which it occurs. We propose a framework arguing that three conditions shape this context: disclosure, access, and rewards. We show how these conditions operate at the institutional, field, community, and organizational levels. Our framework highlights how when innovators encounter barriers to the accumulation of knowledge, their solutions are often organizational ones rather than legal ones. This suggests an expanding terrain for organizational scholars interested in debates often dominated by law and economics.
TL;DR: In this paper, the authors extend understanding of supplier development theory by investigating the relationships among communication methods, information sharing within a firm and information sharing between firms, and support aimed at supplier development and the effects these relationships have on firm performance.
Abstract: Purpose – The purpose of this paper is to extend understanding of supplier development theory by investigating the relationships among communication methods, information sharing within a firm, information sharing between firms, and support aimed at supplier development and the effects these relationships have on firm performance.Design/methodology/approach – Data were collected from a random sample of 231 firms are used to test hypothesized relationships by employing structural equation modeling.Findings – The main findings indicate that traditional communication methods, information sharing within a firm, and information sharing between firms, and supplier development are significant factors for improving a buyer's performance though their indirect and direct effects on firm performance vary.Research limitations/implications – The model tested in this study should be reinvestigated by employing better developed measures of advanced communication methods. Furthermore, when investigating the relationship b...
TL;DR: In this article, the role of trust in knowledge sharing within the context of virtual communities of practice has been discussed, and trust is widely accepted as an important enabler of knowledge management.
Abstract: This study focusses on the role of trust in knowledge sharing within the context of virtual communities of practice. Trust is widely accepted as an important enabler of knowledge management (KM) pr...
TL;DR: Using regression analysis with data from questionnaires collected in different industries with a valid response rate of 62.4%, the results show that OKC have a positive association with KS.
Abstract: Recent concerns about the issue of knowledge management (KM) within an organization have accentuated the need for more efficient and effective knowledge sharing - that is, knowledge sharing plays an increasingly significant role in determining the outcomes of KM. Most scholars explore this issue from the economic perspective, while only a few research studies have focussed on organizational capabilities. Drawing from the theories of resource-based view and KM, this study aims to investigate the relationship between organizational knowledge capabilities (OKC) and knowledge sharing (KS). Using regression analysis with data from questionnaires collected in different industries with a valid response rate of 62.4%, the results show that OKC have a positive association with KS. Technical, structural, and human knowledge capabilities are significant for organizational knowledge sharing. Moreover, the effects of implementing KM on OKC and KS are also significant.
TL;DR: In this paper, the authors assess the linkage between supply chain characteristics, such as the degree of integration with primary suppliers and major customers, and the resources invested in different environmental technologies.
Abstract: As corporations attempt to move toward environmental sustainability, management must extend their efforts to improve environmental practices across their supply chain. To date, the literature characterising environmental management within the supply chain has been slowly building, but remains sparse. Moreover, investment by plants in environmental technologies cannot be made independently of other organisations in the supply chain. The linkage between supply chain characteristics, such as the degree of integration with primary suppliers and major customers, and the resources invested in different environmental technologies is assessed with plant-level survey data. The results indicate that resources were increasingly allocated toward pollution prevention when plants developed extensive strategic-level integration with suppliers, including such aspects as product development and knowledge sharing. However, these effects were not mirrored with customers. Instead, greater supply chain integration with custom...
TL;DR: Counter to conventional wisdom, the analytical results demonstrate how, by optimally weighting individual-level and workgroup-level incentives, managers can balance the need to induce cooperation and coordination among employees with theneed to manage employees' incentive-related risk.
Abstract: Cooperation and coordination among employees can yield significant productivity gains. In this study, we explore the design of optimal incentive systems that induce task-related effort, helping, and knowledge sharing within workgroups. We identify three distinct types of employee linkages that must be accommodated in the design of effective incentive systems: (1) outcome linkages, whereby the outcome of one employee's task is influenced by that of another; (2) help linkages, whereby each employee can directly expend effort on helping another; and (3) knowledge linkages, whereby each employee can share job-related knowledge with another. We analytically investigate the effect of each type of employee linkage, and some combinations of these linkages, on the optimal design of incentive systems. Our analytical results demonstrate how, by optimally weighting individual-level and workgroup-level incentives, managers can balance the need to induce cooperation and coordination among employees with the need to manage employees' incentive-related risk. Counter to conventional wisdom, we also demonstrate that both group and individual incentives are necessary to facilitate cooperative behaviors such as knowledge sharing in workgroups. Further, we empirically test some of the insights developed from the analytical models; our empirical findings support these analytical results.
TL;DR: In this paper, the authors combine the two major modes of opportunity discovery -search and recognition - onto one framework that can explain different entrepreneurial organizational forms, resulting in an entrepreneurial theory of the firm.
Abstract: When should an entrepreneur employ a market to help discover and exploit opportunities, and when should the entrepreneur create a firm to do so? If a firm is created, how should it be organized? In this paper we argue that opportunities equate to valuable problem- solution pairings, and that opportunity discovery relates to deliberate search or recognition over this solution space. As problem complexity increases, experiential (or 'directional') search via trial-and-error provides fewer benefits, and cognitive (or 'heuristic') search via theorizing becomes more useful. Cognitive search, however, requires knowledge sharing, when knowledge is distributed among specialists, that is plagued by a knowledge appropriation hazard and a strategic knowledge accumulation hazard. Markets, authority-based hierarchy, and consensus- based hierarchy then have differential effects on the efficiency of opportunity discovery given the complexity of the associated problem. Those entrepreneurs with exceptional capabilities of opportunity recognition can efficiently adopt authority-based governance over a wider range of complexity. We thus combine the two major modes of opportunity discovery - search and recognition - onto one framework that can explain different entrepreneurial organizational forms, resulting in an entrepreneurial theory of the firm.
TL;DR: The paper shows that knowledge sharing is the fundamental requirement of a knowledge-based organisation and shows that while organisations are investing in reward and recognition programmes, research on the value of such programmes as factors that motivate knowledge sharing has not been explored empirically.
Abstract: Purpose – The purpose of this paper, drawing as it does on earlier research, is to provide the context for a discussion on the use of rewards and recognition programmes in knowledge aware organisations. Design/methodology/approach – The paper shows that knowledge sharing is the fundamental requirement of a knowledge-based organisation. Some of the greatest challenges for organisations moving down the knowledge management path stem from well-established practices of hoarding knowledge, practices which, in the past, have been well rewarded. Employees’ motivation was to hoard knowledge because of the competitive advantage that this would give them. The challenge now is to develop an organisational culture where sharing knowledge is the norm. In seeking ways to foster this culture managers are implementing incentive programmes in the belief that employees will be motivated to share their knowledge across the organisation. Some organisations are investing large amounts of organisational resources towards this end. This paper uses the results of the earlier research to provide a context for an examination of the use of rewards and recognition programmes in the knowledge aware organisation. Findings – The paper finds that reward and recognition programmes can positively affect motivation, performance and interest within an organisation. While a little more problematic, team-based incentives, if designed appropriately, can also encourage and support a range of positive outcomes. But research has yet to reveal whether programmes of this type will influence employees to share their knowledge and learning. Neither is there any research-based evidence to show that these activities do provide the expected or hoped for return on the, sometimes, large amounts of money that organisations invest in them. Research limitations/implications – While there is a strong history of research into the impact of rewards on aspects of employee behaviour including motivation and performance, no research to date has investigated the impact on knowledge sharing. Practical implications – The paper suggests that managers who are relying on rewards and recognition programmes as part of their strategies for cultural change need to support research programmes so that they can be confident that the large amounts of resources they are investing for this purpose will bring the return they think. Originality/value – This paper provides the context for a discussion. It shows that while organisations are investing in reward and recognition programmes, research on the value of such programmes as factors that motivate knowledge sharing has not been explored empirically.
TL;DR: In this article, the influence of co-worker congruence, received task interdependence, organizational commitment and participative decision-making on knowledge sharing is investigated using data from employees across different industries.
Abstract: Purpose – The purpose of this paper is to propose important determinants of knowledge sharing, including co‐worker congruence, received task interdependence, organizational commitment and participative decision‐making. Exchange ideology is considered a moderator in this study.Design/methodology/approach – A two‐step procedure of structural equation modeling is applied for data analysis. The moderating effects are simultaneously examined using data from employees across different industries.Findings – This study suggests the influence of co‐worker congruence on knowledge sharing is stronger for individuals with low exchange ideology than for those with high exchange ideology, while the influence of received task interdependence on knowledge sharing is stronger for individuals with high exchange ideology than for those with low exchange ideology. The influence of participative decision‐making on knowledge sharing is stronger for individuals with high exchange ideology than for those with low exchange ideolo...
TL;DR: In this article, a case study of a long-standing and successful joint research partnership, the Dundee Kinases Consortium, which links a world-class life sciences research centre and a group of global pharmaceutical companies, is presented.
Abstract: Purpose – The paper aims to identify the requisite attributes and organisation to be displayed by a research university in order to engage successfully in collaborative research with industry partners.Design/methodology/approach – The conceptual framework contrasts the traditional public funding model against the requirements of the “triple helix” model of government‐university‐industry research funding. The framework supports the exploration of a case study of a long‐standing and successful joint research partnership, the Dundee‐Kinases Consortium, which links a world‐class life sciences research centre and a group of global pharmaceutical companies.Research limitations/implications – The case study provides a starting point, and additional case examinations will confirm the role of resource competences and organisational capabilities in facilitating performance by way of knowledge generation and transfer between partners.Findings – The design and leadership of the consortium achieves vital performance o...
TL;DR: In this paper, the impact of three alternative forms of manufacturer governance (trust, knowledge sharing, and contract-based relationship) in export channels is examined, and it is shown that trust seems to be the only effective way to curtail distributor opportunism.
Abstract: Learning and acquiring local market knowledge from foreign distributors are central to manufacturers’ export market performance. Drawing from the resource-based view, we propose that manufacturers need to develop stronger local market competence while simultaneously minimizing the costs of distributor opportunism in order to compete successfully in the export market. Cultural distance and other barriers, however, may hinder the development of local market competence for the manufacturer while contributing to the occurrence of distributor opportunism. In order to overcome these barriers, we examine the impact of three alternative forms of manufacturer governance – trust, knowledge sharing, and contract-based relationship – in export channels. Findings suggest that all three governance mechanisms contribute to enhancing the manufacturer's competence to exploit local market opportunity. However, of the three, trust seems to be the only effective way to curtail distributor opportunism.
TL;DR: In this article, the authors argue that interpersonal similarity is one key driver behind knowledge sharing within the MNC context, and they focus on the similarity of the national-cultural background, shared language, and similarity of organizational status as factors generating homophily.
TL;DR: In this paper, an integrative model to discuss psychological contract issues within each stage of employment and HRM initiatives that can encourage knowledge sharing behaviors is proposed, where managers and organizations can be vehicles for managing psychological contract perceptions favoring knowledge sharing among current employees.
Abstract: Purpose – An employee's willingness to share knowledge may be contingent on whether the organization equitably fulfills its reward obligations. This paper seeks to examine how managers and organizations can be vehicles for managing psychological contract perceptions favoring knowledge sharing among current employees, newcomers, and applicants.Design/methodology/approach – The authors propose an integrative model to discuss psychological contract issues within each stage of employment and HRM initiatives that can encourage knowledge‐sharing behaviors.Findings – The implicit psychological contracts that often influence knowledge worker attitudes for sharing knowledge are easy to overlook and challenging to manage. Managers must properly assess the nature of psychological contracts maintained by such workers so that knowledge‐sharing messages address employees' key motivators. Different psychological contracts exist at various stages of employment. Several prescriptions for effectively managing each type of ...
TL;DR: The research shows that when units pursue knowledge transfer between their different actors, contextual factors such as trust, motivation to transfer knowledge, management support and learning orientation are crucified.
Abstract: Purpose – The purpose of this paper is to conduct an investigation into knowledge‐sharing mechanisms by empirically testing the role that context plays in the transfer of actionable knowledge, and, in turn, for innovation.Design/methodology/approach – A multiple‐respondents survey was performed in 72 business units of companies belonging to the ICT, pharmaceutical and food industries in Greece. In total, 295 useful questionnaires were collected using a multiple respondent strategy. All constructs were measured with multi‐item scales and validated using exploratory factor analyses. A total of seven hypotheses were generated following a literature review on the key determinants of context for effective knowledge sharing. The hypotheses were tested using ordinary least squares regression.Findings – The research shows that when units pursue knowledge transfer between their different actors, contextual factors such as trust, motivation to transfer knowledge, management support and learning orientation are cruc...