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AbstractThis paper presents a framework based on the analytic hierarchy process (AHP) methodology to select the most appropriate set of Knowledge Management (KM) tools to support the innovation processes in organizations. The framework builds on the theoretical foundations underlying organizational KM to identify key KM processes enabling innovation. The AHP is a multi‐criteria decision support technique that can be used to analyse and compare those KM tools that best support innovation processes. Organizations can select the most suitable KM tool by using the proposed framework to identify gaps and overlaps in the extent to which the capabilities provided and utilized by their current KM tools portfolio meet the KM needs of the organization to sustain the innovation. The main contributions of this work are the list of KM processes to support an innovation activity and the hierarchy of importance of such processes able to support the selection process of a KM tool. The framework can be of use to managers and other practitioners because of its ease of implementation. An illustrative example of a case study for the application of the framework is provided. Copyright © 2011 John Wiley & Sons, Ltd.

PurposeThe purpose of this paper is to propose a methodological approach aimed at identifying technical and organizational capabilities firms should have before the ERP implementation process starts, in order to select the more appropriate implementation strategy and the change management interventions to support the selected strategy.Design/methodology/approachCapabilities to implement ERP system are selected on the basis of a literature review and through focus group session in collaboration with the company partner of the project. Then, a methodological approach is proposed on the basis of such capabilities. Scales of the capabilities are built, and an algorithm to analyze and evaluate firms' capabilities is proposed.FindingsThe methodological approach has been tested through a validation experiment with the company partner of the research project. Results reveal the usefulness of the methodology in estimating the capabilities that firms should have in order to select the more appropriate implementation strategy.Research limitations/implicationsFurther research is under development in order to validate the methodological approach through a case study.Practical implicationsStarting from the methodological approach a useful tool could be developed to analyze technical and organizational capabilities of the firm, and to select the more appropriate ERP implementation strategy.Originality/valueThe methodological approach is the result of a research project based on tight collaboration between academic researchers and IT managers involved in ERP implementation processes. Thanks to such collaboration, tacit knowledge and expertise accumulated by IT managers during ERP implementation processes was explicated and evaluated in the proposed methodology. The result is a model that goes beyond descriptive analysis and offers prescriptive advice on how to address the potential challenges prior to and during the implementation processes.

This conceptual paper focuses on understanding the characteristics and behaviors of leaders and followers in social networking communities. The study differentiates between four groups of actors: "Established Leaders", "Emergent Leaders", "Newbies", and "Supporters". Based on a review of the literature on leaders and followers in virtual groups, the Leader/Follower Behavior in Social Networking Environments model is presented. The model assumes that the characteristics of actors determine the type of leader or follower they are likely to become. Building on this assumption, the model considers leader/follower characteristics and behaviors as independent variables that lead to a range of outcomes for actors. The outcomes can range from the leader/follower increasing his/her power, maintaining the same level of power, decreasing his/her power, or leaving the community altogether. The discussion and conclusions section develops the theoretical implications from the model and offers suggestions on how the model can be tested and expanded.

A review of the literature on the role of the Chief Information Officer (CIO) reveals the importance of the political aspect of this role. Building on the Political Strategies Framework (Romm & Rippa, 2010), this study investigates the utilization of political strategies across two cultures, the US and India. The findings show crucial differences between CIO's political behavior in the two cultures that are in line with the Hofstede (1980) culture model. The paper concludes with a discussion of the differences between CIO political behavior in the two cultures and how the Hofstde cultural dimensions can explain these differences.

Implementing an ERP project is a political process. This paper starts with a literature review of organizational politics and its implications to the implementation of ERP systems. The Political Strategies Framework which categorizes different ePolitics strategies in the cases is introduced. The framework is applied in the later sections of the paper to case study data from two companies, one in the US and one in Italy, that both implemented a SAP Enterprise Planning Systems (ERP) with very different outcomes. The discussion highlights the political dynamics in each case and the way in which the framework can help us understand these differences. The conclusion section discusses the differences between the political dynamics in each case and the implications from the findings to broader issues of research on ERP implementation and politics.

Implementing an ERP project is a political process. This paper starts with a literature review of organizational politics and its implications to the implementation of ERP systems. The Political Strategies Framework which categorizes different ePolitics strategies in the cases is introduced. The framework is applied in the later sections of the paper to case study data from two companies, one in the US and one in Italy, that both implemented a SAP Enterprise Planning Systems (ERP) with very different outcomes. The discussion highlights the political dynamics in each case and the way in which the framework can help us understand these differences. The conclusion section discusses the differences between the political dynamics in each case and the implications from the findings to broader issues of research on ERP implementation and politics. Adapted from the source document.

This paper aims at exploring the critical dynamic capabilities of small and medium enterprises (SMEs) in the innovation process and at identifying the dynamic capabilities that enable the implementation of open innovation practices. Building on qualitative data from the manufacturing industry deriving from an in‐depth investigation of the capabilities of four innovative case firms, the patterns between the firm's portfolio of dynamic capabilities and the different types of open innovation processes are mapped. This study makes three primary contributions to the body of knowledge. This is the first attempt to link dynamic capabilities to an open innovation approach undertaken by SMEs. Second, the study extends existing work on innovation in SMEs by identifying key dynamic capabilities in this context. Finally, the case‐based research provides empirical evidence of dynamic capabilities in practices, where analysis reveals that companies with strong sensing, seizing and reconfiguring capabilities are more inclined to develop open innovation approaches. Copyright © 2013 John Wiley & Sons, Ltd.

The goal of this research is to study the political strategies utilized in the context of e-Learning. The paper is based on the e-Learning Political Strategies (ELPoS) model. The model is based on two dimensions: (1) the direction of the political strategy (upward or downward), and (2) the scope of the political strategy (individual or group based). The model assumes that the interaction between these dimensions defines four different types of e-Learning political strategies, which, in turn, lead to different outcomes. The model is discussed in the context of the literature on e-Learning and is accompanied with a case study that is divided into four parts ("acts"). Each of the four acts provides an example of each of the four strategies in the model. The discussion and conclusions section integrates the findings from the case study, outlines the rules that govern the utilization of political behavior in the context of e-Learning, and lists the practical conclusions that can be drawn from a better understating of the politics of e-Learning.

The goal of this research was to study the political strategies utilized in the context of E-Learning. The research is based on the E-Learning Political Strategies (ELPoS) model. The model is based on two dimensions: (1) the direction of the political strategy (upward or downward) and (2) the scope of the political strategy (individual or group based). The model assumes that the interaction between these dimensions will define four different types of E-Learning political strategies, which, in turn, will lead to different outcomes. The model is presented in the context of the literature on E-Learning and is accompanied with four short case studies that demonstrate its political strategies. The discussion and conclusions section integrates the findings from the case studies and outlines the rules that govern the utilization of political E-Learning strategies in different organizational contexts.

1. Knowledge intensive sectors in moderate innovative countries in Europe: overcoming the missing links, stepping over barriers; Isobel Salavisa and Carim Vali. - Part II: How are social networks relevant for technological entrepreneurship? An overview of the literature and methdological options . - 2. Dynamics, structure and content of innovation networks: an overview of the literature; Jana Almodovar and Aurora Teixeira . - 3. Networks and technological entrepreneurship; Cristina Sousa and Margarida Fontes . - 4. Using social network analysis to study entrepreneurship: methodological issues; Cristina Sousa. - Part III: The role of social networks in the creation and development of knowledge-intensive sectors in Portugal and Italy. - 5. Setting the scene; Margarida Fontes, Isabel Salavisa and Pedro Videira . - 6. Social networks and the entrepreneurial process in molecular biotechnology in Portugal: from science to industry; Margarida Fontes, Cristina Sousa and Pedro Videira. - 7. Social networks and the entrepreneurial process in molecular biotechnology in Southern Italy; Lorella Cannavacciula, Guido Capaldo and Pierluigi Rippa. - 8. Social networks and the entrepreneurial process in software for telecommunications in Portugal; Isabel Salavisa, Pedro Videira and Carim Vali. - 9. Comparing sectoral networks in software and biotechnology; Margarida Fontes, Isabel Salavisa and Cristina Sousa. - 10. Knowledge networks and technological regimes in biotechnology and software: searching for explanatory factors; Isabel Salavisa, Margarida Fontes, Cristina Sausa and Pedro Videiro. - Part IV: Strategic and policy implications. - 11. Location matters. Networking behaviour in different national contexts; Margarida Fontes and Guido Capeldo. - 12. Conclusions Isabel Salavisa and Margarida Fontes