Journal of Knowledge Management

Managing knowledge in international consulting firms : Table of Contents

Tina C. Ambos, Bodo B. Schlegelmilch — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – At the pinnacle of the knowledge management hype, international consulting firms were widely viewed as the undisputed champions of the discipline. They were the ones that pioneered the development of innovative knowledge management systems, they were at the forefront of creating knowledge management cultures and they recognized the productive potential of knowledge workers. While knowledge continues to be prominent on the strategic agenda of leading consulting firms, several knowledge management challenges remain unsolved. To shed light on this matter the paper aims to investigate how knowledge management is really embedded in their organizations and with which critical issues these firms still struggle . Design/methodology/approach – The paper presents a qualitative empirical study based on 37 in-depth interviews with representatives from international consulting firms in different locations around the world. Findings – It is found that the promise of knowledge management can only be realized if people are open to changing business processes and adopt new ways of thinking. Practical implictions – The study sheds fresh light on the knowledge management practices that have emerged in the consulting industry, and provides insights into the interplay of people and systems, the structuring of knowledge management, the divide between knowledge generalists and specialists, and the knowledge management strategy. Originality/value – The paper presents a general approach to embedding knowledge management along the dimensions of people, systems and business processes and develops an integrative framework that links knowledge management strategies to a typical consulting project cycle. In addition, it sheds light on individual perceptions on the benefits from knowledge management.

Dispersed knowledge work – implications for knowledge intensive firms : Table of Contents

Rashmi H. Assudani — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – Despite increase in industry use of dispersed teams, understanding has lagged on how to manage knowledge effectively and efficiently in a dispersed structure. The main purpose of this paper is to map this domain by reviewing two streams of literatures - the knowledge-based view of the firm and the dispersed work. The aim, also, is to examine the implications of dispersed knowledge work on firms, especially knowledge intensive firms that are increasingly conducting dispersed work. Design/methodology/approach – The literatures are reviewed and analyzed to examine why accessing and creating knowledge is problematic in dispersed work arrangements. Findings – The findings raise the issue of understanding the important dynamics of the fit between the structure (dispersed versus face-to-face) and the strategy for managing dispersed knowledge (codification versus personalization strategy). Practical implications – The paper is a useful resource for managers seeking to discern the social and technological interventions needed for conducting knowledge work in different types of knowledge-intensive firms. Originality/value – This paper is among the early works to organize the two streams of literatures. The paper shows that virtual work may not necessarily be virtuous for all kinds of dispersed knowledge work. In order to realize the virtues of geographic distance, firms need to consider their competitive strategies and their outcomes of interest.

Cultural characteristics of knowledge transfer : Table of Contents

Uwe Wilkesmann, Heike Fischer, Maximiliane Wilkesmann — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – In most of the literature, knowledge management is treated as a universal practice, which is transferable from one country or company to another. There are some empirical hints that this is not always the case. The main research question, which this paper aims to answer, is: Which cultural characteristics in Germany and Hong Kong influence knowledge transfer? Design/methodology/approach – A qualitative and exploratory approach has been used to answer the research question. A series of 13 in-depth interviews was conducted during April and May 2008 with experts from a range of various professional backgrounds in Hong Kong and Germany. Approaches of cultural characteristics are discussed and linked with the topic of knowledge transfer. Findings – The findings show that knowledge transfer depends on national cultural characteristics which are power distance, performance orientation, in-group collectivism, and uncertainty avoidance. Research limitations/implications – As the research was conducted in two countries only, the findings cannot be generalized. In addition the sample is limited to only 13 interviewees. Therefore, further and also quantitative research is necessary. Practical implications – If companies introduce knowledge management systems in order to support worldwide knowledge transfer, national cultural characteristics have to be taken into account; it is not enough to provide only the technology. Originality/value – Findings of cultural studies (e.g. GLOBE) and the approach of knowledge transfer are linked with each other. Moreover, empirical evidence is given for the cases Hong Kong and Germany.

Knowledge work productivity in distributed teams : Table of Contents

Petra M. Bosch-Sijtsema, Virpi Ruohomäki, Matti Vartiainen — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – Knowledge work (KW) is a well-researched topic. However, KW is difficult to measure and little consensus has been reached on elements that affect knowledge work productivity on a team level. The current theories neglect teams working in distributed geographical areas. The purpose of the paper is to integrate recent literature on knowledge work productivity (KWP) in distributed teams and give an overview of the elements affecting it. Design/methodology/approach – The paper presents an overview of research performed in the field of knowledge work productivity. The authors integrate theories of different fields of management theory (knowledge management, intellectual capital and learning), and work and organizational psychology. This paper answers three questions: What is knowledge work? What is knowledge work productivity? Which elements hinder or enable knowledge work productivity in distributed teams of global technology companies? Findings – The authors define the crucial elements that either hinder or enable KWP: team tasks, team structure and processes, the physical, virtual and social workspaces as well as organizational context. The paper presents an integrative model of KWP in distributed teams of global technology companies. Practical implications – Distributed teams are common in global companies. By understanding the elements that affect KWP, companies can stimulate or decrease specific elements in order to improve productivity of their distributed knowledge workers. Originality/value – This paper integrates theories from different disciplines in order to create an understanding about knowledge work and its productivity for further research.

A systematic framework for analysing the critical success factors of communities of practice : Table of Contents

Enrico Scarso, Ettore Bolisani, Luigi Salvador — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to briefly illustrate the test of an explanatory framework of the factors affecting the success of internal communities of practice (CoPs). Design/methodology/approach – The analysis is based on a qualitative case study of the formation and management of intentionally created CoPs inside a large division of a multinational oil company. Findings – The results of the study appear to confirm the utility of the framework as a tool for a sound and systematic investigation of the functioning of a CoP, and for understanding the reasons of its success or failure Research limitations/implications – Since it if the first attempt to test the framework, further empirical investigation is needed. In particular, it would be particularly useful to apply the scheme to cases of failure. Practical implications – The suggested framework can be of use for the design and management of intentionally created CoPs. In particular, it can provide insights into “good practices” or “mistakes to be avoided”. Originality/value – The main contribution of the paper is the application of a comprehensive and coherent model, which can represent the initial step toward the definition of a “check-list” for the creation and management of CoPs.

Participatory action research: a winning strategy for KM : Table of Contents

Gillian Ragsdell — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to contribute to an emerging debate centred on the ways in which knowledge management (KM) might be effectively researched and, in turn, how KM practice might be improved. Design/methodology/approach – Burrell and Morgan's paradigms are used to set the scene and to highlight the changing focus in three closely related areas – research per se, the KM movement and KM research. Albeit the changes are not occurring simultaneously, the general trend in these areas is similar i.e. there is a move from a functionalist stance to one based on interpretivism. Next, case study research and participatory action research (PAR) are introduced as examples of research approaches that, respectively, tend to reflect the functionalist and interpretivist paradigms. Then there is an analysis of a KM research project from each of these approaches. Each research project is analysed with respect to five dimensions and in terms of the benefits that the organisation gained for its KM practice. The analysis is used as a vehicle to propose that PAR makes a significant contribution in tackling some of the acknowledged obstacles to effective KM practice. Findings – The characteristics of PAR would appear to complement KM activities. As such, PAR is put forward as a strategy for meaningfully researching KM while, simultaneously, improving KM practice. Originality/value – This paper accelerates discussion about how KM research is undertaken and demonstrates how the synergy between PAR and KM can be exploited for the benefit of KM researchers and practitioners.

Knowledge management and effective university governance : Table of Contents

Deborah Blackman, Monica Kennedy — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to describe the relationship between governance and knowledge management in an Australian university, paying attention to the ways in which the notions of knowledge, constructions of the role of governing councils and shared understandings about performance in committee roles, might impact on the university's future success. Design/methodology/approach – Earl's taxonomy of knowledge is extended to reflect more recent literature and used as the framework of analysis for a qualitative case study which is based on observations and interview data garnered from key governance committees. Findings – The paper illustrates that effective governance and strategic success are dependent on appropriate knowledge manipulation activities. The authors conclude that in the case example, the types of knowledge targeted are narrow and committee members are focused on processes that do not effectively enable the creation or transfer of knowledge. Research limitations/implications – This is a single case study and further research would be required in order to confirm the exploratory findings. Practical implications – An important shift in improving effective knowledge strategies in the organisation will involve the reconceptualisation of the role of knowledge in the university. Originality/value – This paper makes two major contributions to the literature; the extension of Earl's typology to reflect current knowledge management literature, and the identification of a lack of knowledge management as a major weakness in university governance. The paper begins to unravel the practical issues that constrain strategic decision making.

Web 2.0 and the empowerment of the knowledge worker : Table of Contents

Dirk Schneckenberg — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to discuss the potential of Web 2.0 technologies for knowledge management and to explore how corporate governance models influence the adoption of Web 2.0 for organisational learning and knowledge exchange. Design/methodology/approach – The paper begins with a literature review to understand the phenomenon of Web 2.0. It introduces the opposing governance models of hierarchical pyramids and flat pancakes to assess barriers and leverage factors for the implementation of Web 2.0 technologies as a knowledge management system which is based on collaboration and the flow of information in networks; this discourse includes concepts for the nature of knowledge and decision-making processes. Finally, the potential of Web 2.0 to drive empowerment of knowledge workers is discussed. Findings – The potential of Web 2.0 technologies to act as a lever for organisational learning and knowledge exchange depends on the degree of openness, freedom, and employee empowerment in corporate environments. Work structures and communication processes differ between employees in corporate settings and peers in web communities. Peers enjoy a high degree of personal freedom and autonomy in their participative behaviour. Employees are on the contrary tied to policies of power, control, and interdependencies within business units. Originality/value – This article links a discussion of Web 2.0 to ideas for corporate governance and the nature of knowledge. Particular attention is paid to decision-making policies and organisational structures which pre-determine the successful application of Web 2.0 technologies for knowledge management.

The influence of employee motivation on knowledge transfer : Table of Contents

Natalia Martín Cruz, Víctor Martín Pérez, Celina Trevilla Cantero — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to examine the effect of intrinsic and extrinsic motivation as determinants of the employees' knowledge transfer in the context of a Spanish non-profit organization (named Asprona). Design/methodology/approach – A case study method was used to analyze a Spanish non-profit organization (Asprona). In this context, a qualitative and quantitative analysis with a sample of 76 people was performed using the partial least squares approach (PLS), in order to test the research hypotheses. Findings – The research findings show that, in Asprona, knowledge transfer improves through intrinsic motivation, however extrinsic motivation is not significant on knowledge transfer. This result is interesting bearing in mind that people are involved with a non-profit organization due to intrinsic reasons rather than for financial rewards. Research limitations/implications – This research is focused on one organization – Asprona's assistance area – and recommendations to other non-profit organizations must, therefore, be very cautious. Practical implications – Besides the importance to promote knowledge transfer through intrinsic motivation in non-profit organizations, the authors recommend managers to design the mechanisms to convert tacit knowledge into explicit knowledge, to guarantee that knowledge remains in the organization. Also, the authors consider that managers in profit organizations can find these suggestions useful in their context, due to the organization's commitment that is created by means of intrinsic motivation. Originality/value – Few empirical studies have been developed in the non-profit sector, even though it has an important economical and social role in society.

Usefulness, incentives and knowledge management : Table of Contents

Govind S. Iyer, Suryanarayanan Ravindran — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to explore the effect of “usefulness” and “incentives” on the joint decision to share and use knowledge objects. Design/methodology/approach – Using an experimental design, the authors explore the effects of different incentive systems, the effect of the usefulness of a knowledge management system on intent to contribute and intent to use knowledge, the effect of personal characteristics, specifically an individual's tolerance of ambiguity, and joint endogeneity of contribution and use along with potential complementarity of usefulness and incentives. Findings – For ambiguity tolerant individuals, an incentive mechanism that rewards the contributor for shared knowledge used by a knowledge user, and the knowledge user for the act of reuse, is more effective than a simpler incentive scheme that merely rewards knowledge sharing when usefulness level is low. Ambiguity intolerant individuals react equally to both types of incentive schemes regardless of usefulness. Ambiguity tolerant individuals display weakly complementary levels of sharing in response to coordinated increases in incentives and usefulness levels. This has powerful implications for practice as both incentives and usefulness need not be increased in a concerted manner in order to promote use. Research limitations/implications – This is an experimental study with the use of student subjects and the usual caveats apply. Originality/value – The contributions of this paper are deriving practitioner implications for the sharing/use of knowledge, the explicit consideration of ambiguity tolerance, and inclusion of both knowledge contribution and use in one comprehensive model.

Gaining external knowledge – boundaries in managers' knowledge relations : Table of Contents

Andreas Werr, Jesper Blomberg, Jan Löwstedt — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to investigate interorganizational knowledge exchange from the perspective of the individual manager/professional. The paper aims to study the kinds of relationships managers/professionals in SMEs are involved in and the way in which they construct boundaries within and around these interorganizational relationships enabling and hindering knowledge acquisition. Design/methodology/approach – The paper is based on 31 interviews with managers and professionals in seven SMEs. Interviews focused on the interorganizational relationships they viewed as important sources of knowledge for themselves and their organizations. Findings – The study shows that managers/professionals gain vital knowledge from far more interorganizational relationships than those formally designed for knowledge acquisition. The most important sources of knowledge were relationships with suppliers and customers. The study also identifies five boundary dimensions – interests, interpretive frameworks, trust, private/organizational and priority – which respondents use in constructing boundaries within and around the relationships. These boundary dimensions represent important conditions for knowledge acquisition through the relationship. Research limitations/implications – The five boundary dimensions are generated based on a sample of SMEs in Sweden. They must thus be regarded as provisional and need to be validated in further research including larger organizations in different cultural contexts. Future studies should also focus on the dynamics of the boundaries and their interrelations as relationships evolve. Originality/value – This paper adds to research on interorganizational knowledge acquisition by taking an individual level perspective and identifying boundary dimensions through which the relationships and their knowledge flows are shaped.

Knowledge management and organizational performance: an exploratory analysis : Table of Contents

Michael Zack, James McKeen, Satyendra Singh — Sat Oct 17 08:00:42 BST 2009

Abstract:
Purpose – The purpose of this paper is to report the results of an exploratory investigation of the organizational impact of knowledge management (KM). Design/methodology/approach – A search of the literature revealed 12 KM practices whose performance impact was assessed via a survey of business organizations. Findings – KM practices were found to be directly related to organizational performance which, in turn, was directly related to financial performance. There was no direct relationship found between KM practices and financial performance. A different set of KM practices was associated with each value discipline (i.e. customer intimacy, product development and operational excellence). A gap exists between the KM practices that firms believe to be important and those that were directly related to organizational performance. Research limitations/implications – The majority of the research constructs were formative, thus improving the measurement of KM practices will prove vital for validating and extending these findings. The findings were based solely on organizations from North America and Australia and may not reflect KM practices in other geographic, economic or cultural settings. Practical implications – This study encourages practitioners to focus their KM initiatives on specific intermediate performance outcomes. Originality/value – The paper examines the relationship between KM practices and performance outcomes. It was expected that a direct relationship between KM practices and organizational performance would be observed. It was also expected that organizational performance would mediate the relationship between KM practices and financial performance. These expectations were supported. KM practices showed a direct relationship with intermediate measures of organizational performance, and organizational performance showed a significant and direct relationship to financial performance. There was no significant relationship found between KM practices and financial performance.