Suchergebnisse

As service companies increasingly occupy a significant place as drivers of economic growth, there is a pressing need to understand their peculiarities in order to facilitate their effective management and governance. One important area where this kind of understanding is lacking is knowledge management (KM). Although KM has become a key value driver for all types of organizations, there has been a lack of systematic research into whether there are some fundamental differences between the nature of KM in service‐oriented versus product‐oriented companies. To address this gap in the existing knowledge, this paper examines the main differences between the KM practices and benefits produced by KM in service‐oriented versus product‐oriented companies. Empirical evidence is collected from 171 companies in Finland, China, and Russia and analyzed statistically. The results demonstrate that there are significant differences between service‐oriented and product‐oriented companies in time savings achieved through the application of KM and also on the impact of KM practices on KM benefits. Copyright © 2014 John Wiley & Sons, Ltd.

AbstractAs organizations are increasingly moving towards geographically dispersed and virtual forms of collaboration, knowledge sharing through social software such as wikis is widely acknowledged as an important area of research and practice. However, social software remains an under‐investigated issue in the literature on knowledge management (KM), and there is a lack of studies demonstrating how organizations can successfully incorporate these technologies into their everyday operations. To bridge this gap, our paper examines a case of successful wiki implementation. We claim that understanding the implementation of wikis requires a socio‐technical perspective focusing on the organizational context and activity system in which they are implemented rather than on their technological proficiency. Furthermore, we claim that their implementation brings about change in existing social systems, and results in new kinds of social constellations, interactions, and identities, which are manageable and controllable only to a limited extent. Copyright © 2009 John Wiley & Sons, Ltd.

AbstractThis study examines elements of knowledge management (KM) applied during the treatment of the coronavirus disease 2019 (COVID‐19) and proposes a KM framework that can be applied to respond quickly to a new virus outbreak. Following a content analysis of the press conferences held in China, this study found that various elements of KM, including strategic KM, the knowledge codification strategy vs. the knowledge personalization strategy, a knowledge‐friendly culture, knowledge‐based leadership, KM‐based human resource management, and KM‐related information technologies, were widely used by Chinese authorities and healthcare workers to improve treatment effectiveness for COVID‐19 patients. This paper provides a unique case study on how KM helps the government and the healthcare workers to respond to an unexpected public hygiene crisis.i

In this world of constantly growing global competition, work engagement is an essential driver of organizational success. However, it seems that the source of such engagement varies amongst employees of different generations. Thus, this research aimed to ascertain whether or not generational differences matter when it comes to work engagement. This qualitative study provides insight into the multigenerational workforce of today's knowledge‐intensive work environment by clarifying the antecedents of work engagement for members of different generational cohorts. This paper also addresses whether or not generation can serve as a means for segmenting the workforce. The results demonstrate that despite slightly different emphases, people of all ages follow similar constructions of work engagement. The topic of this study is both current and beneficial as it provides new knowledge on both work engagement and generational research while offering suggestions to organizations seeking to engage their workforces.

PurposeThis paper aims to examine the role of intellectual capital (IC) management in an organizational change process. The purpose is to obtain new empirical findings and an enhanced understanding of the role of IC in an organizational change process is obtained.Design/methodology/approachFirst, the existing literature on change management and IC management is reviewed. Then, empirical research is carried out in terms of an action research project on IC development processes in three case companies. These processes and their outcomes are evaluated using interviews.FindingsAn IC model can be a useful tool for change management as it helps to ensure the alignment of the change content with the strategic goals of the organization.Research limitations/implicationsThe study is based on applying the Danish IC management model in Finnish companies. Different results might have been obtained if another IC management model had been used or the companies representing other countries and cultures had been selected.Practical implicationsThe paper demonstrates that IC tools can be useful for promoting organizational change processes. However, more important than the specific conceptual model or measurement method chosen seems to be the process of organizational representatives connecting their contextual and idiosyncratic understandings to the model.Originality/valueThis paper makes a contribution to the existing knowledge by reporting and critically evaluating the implementation of dynamic IC management practices. This is a contribution to the existing conceptually oriented literature on the topic. In addition, the analysis of empirical IC management projects applied in a change context has novelty value.

AbstractDynamic capabilities are vital as they have been considered the major source for creating new knowledge and capabilities needed in today's rapidly changing markets. The existent literature draws our attention to several more or less identifiable sources and strategy level processes for the creation of such capabilities, primarily emphasizing the role of top management. In our view, however, these often quite ad hoc explanations cry for more detailed micro foundations that really open up and reveal underlying micro structures and processes. Hence, our paper argues that moving communication across and the interaction of multi‐cultures at the workplace is a major driver for the creation of new knowledge and dynamic capabilities in organizations undergoing major transformation. The paper is theoretical in nature, and practical implications for innovation and knowledge management in emerging markets like in China are suggested. Copyright © 2008 John Wiley & Sons, Ltd.

PurposeAs service companies are occupying an increasingly significant place as drivers of economic growth, there is a pressing need to understand their peculiarities in order to facilitate their effective management and governance. One important area in which this kind of understanding is lacking is intellectual capital (IC) and knowledge management. Although intellectual capital has become the key value driver for all types of organizations, there is a lack of systematic research on whether there are fundamental differences in the IC of service‐oriented versus product‐oriented companies. In an attempt to bridge this gap the paper aims to examine the main differences in IC stocks, creation, management and protection mechanisms between service‐oriented and product‐oriented companies.Design/methodology/approachThe analysis is based on empirical evidence collected from 418 respondents representing HR and R&D functions in 335 Finnish companies.FindingsThe results demonstrate that service‐oriented companies possess more human capital and renewal capital, and focus more on IC creation than product‐oriented companies. In addition, IC protection is stronger in product‐oriented companies. As companies move towards a service orientation they need to change their approach to IC stocks and management, and in this acknowledging the differences between a service and a product orientation is the first step.Originality/valueThe results presented in this study shed new light on the differences between service‐oriented and product‐oriented companies in terms of the possession, management, creation and protection of intellectual capital.

PurposeThe purpose of this paper is to examine the association of different configurations of intellectual capital (IC) and knowledge management practices (KMP) with firm performance. Do firms with different profiles concerning their overall levels of IC and KMP differ in terms of innovation and market performance?Design/methodology/approachFirst, the firms were distributed into four distinct profiles based on their overall level of IC and utilization of KMP. Then, the four different IC/KMP profiles were evaluated with regard to their innovation and market performance.FindingsConsistent with the extant research, this study finds that the firms characterized with high levels of IC and high use of KMP are likely to outperform the firms with low overall levels of IC and KMP. On more interesting note, this study also demonstrates that firms characterized with high level of IC but only low utilization of KMP can match the innovation performance of the firms with high levels of IC and KMP.Practical implicationsWhile the results indicate that the level of IC alone could predict the innovation potential of the firm, the firms should use KMP to leverage the IC and to capitalize the knowledge potential. This result shows the merits of letting innovation flourish without strict managerial control, while pinpointing the relevance of knowledge management (KM) in exploitation of IC.Originality/valueAs one of the first attempts to merge the IC and KM approaches to find out which configurations could influence firm performance outcomes, this study provides the research community with valuable insights and sets the tone for further discussion.

PurposeThe purpose of this paper is to explore the relations among knowledge sharing (KS), intellectual capital (IC), absorptive capacity (AC), innovation (IN) and organizational performance (OP).Design/methodology/approachThis paper empirically tests a model that uses structural equation modeling (SEM) based on a partial least squares (PLS). The sample is composed of 351 Brazilian and 135 Portuguese enterprises. They are micro, small and medium enterprises.FindingsThe results show that: the relation between KS and AC is partially mediated by IC; the relation between IC and IN is partially mediated by AC and the relation between KS and IN is mediated by AC and IC or both. There are relations among KS, IC, AC, IN and OP.Research limitations/implicationsThe study does not control for industry effects and technological differences among the firms.Practical implicationsThe use of KS mitigates the loss of knowledge associated to employees' retirement or job changes. The knowledge appropriation by the organization (turning human capital (HC) into structural capital (SC)), the knowledge achieved from connections (relational capital, RC) and the trust embedded in an organization's relation with employees are important for AC and IN. Moreover, KS can positively influence all elements of IC. OP depends directly on IN and indirectly on the others constructs.Originality/valueThis study is relevant because it explores the relations among KS, IC, AC, IN and OP in one model. Moreover, it focuses on small and mid-size enterprises (SMEs) with data from two countries.

PurposeThis study examines the relationship between knowledge management (KM) capability and innovation ambidexterity, and their subsequent influence on firm performance. It also investigates whether organizational structure – in terms of connectedness and centralization – helps to develop a suitable context that either hinders or catalyzes the effectiveness of KM capability in predicting innovation ambidexterity.Design/methodology/approachData were collected from 336 manufacturing organizations in Pakistan using a random sampling technique. Partial least square-based structural equation modelling (PLS–SEM) was employed to analyze the data.FindingsResults reveal that KM capability is positively linked with innovation ambidexterity and firm performance. Innovation ambidexterity positively mediates the link between KM capability and firm performance. Connectedness positively moderates the association between KM capability and innovation ambidexterity. However, centralization negatively moderates the link between KM capability and innovation ambidexterity.Research limitations/implicationsThis research offers theoretical insights into when and how KM capability is effective in prompting performance through innovation ambidexterity by creating a suitable context.Practical implicationsThe study indicates that innovation may develop in an ambidextrous manner in an organization as long as the organization is proficient in creating a suitable context, i.e. structure to support it. Organizations should strive to develop sustained KM capabilities because these are seminal for enabling the challenging task of exploiting existing resources for innovation while also tapping on new opportunities for explorative breakthroughs.Originality/valueThis research contributes to a novel understanding regarding the importance of KM capability in fostering manufacturing organizations to engage in ambidexterity by creating a suitable context where optimal amount of each form of innovation activities is calibrated using KM capability.HighlightsKnowledge management capability is crucial for simultaneous exploitation and exploration of innovationInnovation ambidexterity (i.e. simultaneous exploitation and exploration of innovation) fosters firm performanceInnovation ambidexterity mediates the positive effect of knowledge management capability on firm performanceConnectedness strengthens the relationship between knowledge management capability and innovation ambidexterityCentralization weakens the effect of knowledge management capability on innovation ambidexterityInnovation can be developed in an ambidextrous way in organizations as long as organizations have knowledge-based competencies and proficient in creating suitable context