Emerald | Journal of Knowledge Management

KM Governance: the mechanisms for guiding and controlling KM programs

Andreas Schroeder, David Pauleen, Sid Huff — 2012-02-17 00:00:00.0

Abstract

Purpose - To establish and sustain their KM programs organisations need to establish mechanisms to ensure their governance. KM programs require business integration, senior management involvement and decision making authority. The present research investigates the KM governance mechanisms organisations use to guide and control their KM programs. The research seeks to contribute to a better understanding of the governance of KM and to support organisations in the development of their KM programs. Design/methodology/approach - The study employs multiple case research methodology to analyze the KM governance arrangements of twelve international organizations and identify patterns in their governance configurations. Findings - The analysis identifies a range of structural, process and relational mechanisms that are critical for governing an organizational KM program. Different patterns among the KM governance mechanisms are identified which lead to the development of generic KM governance typologies.Research limitations/implications - The development of the KM governance framework allows future research to systematically investigate the KM governance phenomenon. As the present study is based on a configurational analysis future research should particularly target the performance implications of different KM governance configurations. Practical implications - The research provides insights into the diversity of KM governance mechanisms and their impact on a KM program. The KM governance framework can assist managers in reviewing their present and prospective KM programs and thereby support benchmarking or re-organization efforts.Originality/value - Building on prior research that has focused on individual KM governance aspects, the present study adopts a comprehensive perspective integrating structural, process and relational governance mechanisms.

A NEW APPROACH TO THE CONCEPT OF KNOWLEDGE STRATEGY

Mario Javier Donate, J Ignacio Canales — 2012-02-17 00:00:00.0

Abstract

Purpose - This paper presents a novel way to conceive knowledge strategy (KS). It suggests that a firm could outperform another by establishing a coherent and integrated KS depending on the objectives pursued and the understanding of knowledge management (KM) by managers, the use of KM tools, and organizational aspects to support KS implementation. Design/methodology/approach - A cluster analysis was used to study the effect of KS on business performance and innovation based on a cross-sectional sample of Spanish firms. Additional statistical analyses were used in order to develop a taxonomy of KSs.Findings - The paper shows that the way an organization approaches knowledge management has major implications on the development of their strategy and the outcomes of KS application. Four types of KS are thus described based on the empirical analysis, i.e. proactive, moderate, passive and inconsistent, each of them having different effects on business performance and innovation.Research limitations/implications - The research was limited to high rate innovation industries. Future studies could include other industries and a more diverse sample of firms.Practical implications - The conception of KS presented here is a powerful approach that can lead an organization to achieve further innovation and higher levels of business performance.Originality/value - An integrated and coherent KS has the potential to produce optimal results in terms of technological innovation and business performance.

Leadership transitions, knowledge creation and organizational generativity

Melissa R Peet — 2012-02-17 00:00:00.0

Abstract

Purpose - This paper present results from a two-part study that tested the efficacy of a methodology for tacit knowledge retrieval, validation and sharing known as Generative Knowledge Interviewing with a group of senior leaders in a non-profit organization, and then assessed the impact of that process on leaders, managers and knowledge creation efforts across the organization two years later. Design/methodology/approach - Researchers triangulated several different types of qualitative data collection and methods of analysis during a 30 month period. Findings - Earlier results showed the retiring leader’s tacit "core capacities" were successfully retrieved, validated and shared with the new leaders in just four interviews. Two years later, these core capacities and aspects of the Generative Knowledge Interviewing methodology were being used across the organization to improve knowledge sharing as well as recruitment, mentoring, coaching and training processes. The changes that emerged focused talent management and human resource efforts, leading to considerable cost reductions.Practical implications - Results are applicable to leadership development, succession planning, talent management and knowledge creation efforts within public, non-profit and private sectors. Originality/value - The author proposes the concept of "organizational generativity" to describe the dynamics that facilitated positive organizational change. Although there is growing evidence regarding the types of conditions that enable knowledge creation, these conditions often take years to create. This paper demonstrates how a specific methodology can be used to identify, document and transfer senior leaders’ tacit knowledge during the short period of time that often accompanies leadership transitions, and then use this knowledge to leverage long-term talent management gains.

Knowledge acquisition’s mediation of social capital–firm innovation

Ricardo Martinez-Cañas, Francisco Jose Saez-Martinez, Pablo Ruiz-Palomino — 2012-02-17 00:00:00.0

Abstract

Purpose - This paper empirically examines the mediating role of knowledge acquisition between social capital and innovation for firms located in science and technology parks (STPs). Design/methodology/approach - Partial least squares offers the primary statistic technique for assessing survey data collected from 214 Spanish tenants. Findings - Knowledge acquisition fully mediates the relationship between social capital and firm innovation. Moreover, social capital at the firm level has a significant influence on both knowledge acquisition and innovation. Research limitations/implications - Further research should include more independent variables to understand the complex phenomenon of firm innovation. Practical implications - Tenant firms in STPs must develop strategic management tactics for their interfirm relations to acquire and exploit key resources such as knowledge. For specialized firms, close social interactions in specific contexts can enhance both knowledge acquisition and innovation to compensate for their resource constraints.Originality/value - By demonstrating the impact of social capital on knowledge acquisition and innovation in the specific context of STPs, whose artificial environment encourages and promotes close social interactions among tenants, this article overcomes previous and contradictory findings regarding the relationship between social capital and innovation. A key element is the contingent and mediating role of knowledge acquisition. Finally, this study considers social capital at the firm level as a multidimensional, second-order latent construct that includes structural, relational and cognitive aspects simultaneously.

ORGANISATIONAL AND BEHAVIOURAL FACTORS THAT INFLUENCE KNOWLEDGE RETENTION

Ellen Caroline Martins, Hester W.J. Meyer — 2012-02-17 00:00:00.0

Abstract

Purpose - The purpose of this article is to identify and explore the organisational and behavioural factors that influence knowledge retention, specifically in the tacit knowledge sphere.Design/methodology/approach - A multidisciplinary approach focusing on knowledge management and organisational behaviour was followed to develop a theoretical model that identifies the organisational and behavioural factors to be considered when addressing the issues relating to knowledge loss. A quantitative empirical research paradigm using the survey method was adopted to determine the organisational and behavioural factors that impact on knowledge retention. The survey was conducted electronically and on paper in the water supply industry. The exploratory principal component factor analysis technique (PCFA technique) was used to explore the factor structure underlying the variables. The theoretical model was compared with the newly proposed factor model to determine similarities and differences. Findings - Nine key factors were identified through the factor analysis, of which knowledge behaviours, strategy implementation, leadership and people knowledge loss risks proved to be the most important. In comparing the factor structure of the theoretically derived model and the PCFA-composed factor structure, some factors essentially remained the same with few changes, and a number of new factors emerged. Research limitations/implications - The literature study revealed that little research has been conducted in the field of knowledge retention with a behavioural focus. However, a vast amount of literature was found on knowledge, knowledge management, knowledge retention with a focus on organisational challenges and solution driven knowledge retention initiatives, and the organisational behaviour discipline as such, thus facilitating the application of the relevant concepts to knowledge retention from an organisational and behavioural perspective. Practical implications - This study encourages practitioners to take cognisance of the fact that organisations are different and that enhancing and impeding organisational factors as well as behavioural factors of knowledge retention are to be consideredOriginality/value - The findings should provide insight into the organisational and behavioural factors that should be considered in implementing a knowledge retention strategy to retain critical tacit knowledge, thus ensuring organisational effectiveness and competitive advantage.

Narratives in Knowledge Management: Challenging Validity

Daniel Geiger, Georg Schreyögg — 2012-02-17 00:00:00.0

Abstract

Purpose - This paper aims at extending research on narrative knowledge sharing in organizations. Current literature often assumes that narratives can provide orientation and guidance in complex task environments by conveying embedded actionable problem-solving knowledge or practices. In this paper an empirical example of narrative-based knowledge sharing is used as a starting point to explore knowledge sharing via narratives in more detail. It turns out to be a much more ambiguous and problematic exercise than previous studies assume. Design/methodology/approach - The paper is a conceptual paper but uses a case vignette from Shell to exemplify the problem of narrative-based knowledge sharing discussed in the paper.Findings - A possible model shall be outlined how inconsistent and questionable narratives could be handled in order to provide orientation. It concludes with stressing the importance of reflecting on narratives and suggest a generative interplay between narrative and argumentative modes of communication in knowledge sharing.Originality/value - The paper is actually the first which deals systematically with the shortcomings of a narrative mode of knowledge sharing. It explores the potential problems and outlines some suggestions how these problems could be addressed theoretically and practically.

Knowledge sharing in the Dubai Police Force

Jennifer Rowley, Ibrahim Seba, Rachel Delbridge — 2012-02-17 00:00:00.0

Abstract

Purpose - This study contributes to understanding of knowledge management and sharing in the public sector in the Middle East through a case study based investigation of knowledge management initiatives and associated challenges and barriers.Design/methodology/approach - Semi-structured interviews were conducted with 15 police officers of different rank and position. Questions focussed on knowledge management strategies and approaches to encouraging employees to exchange and share knowledge, and difficulties associated with encouraging officers to share knowledge. Interviews were either recorded and transcripts created, or notes were taken. A three stage thematic analysis of the interview transcripts was undertaken. Findings - The Dubai Police Force has made a strategic commitment to the development of knowledge management to enhance performance. It established a Skills Investment Programme in 2003, a Knowledge Management Department in 2005, and more recently, in 2009, a Curriculum Department. However, the evidence from interviews suggests that the Force has yet to succeed in embedding a knowledge culture. Four key factors were identified repeatedly as potential barriers to knowledge sharing: organizational structure, leadership, time allocation, and trust. Originality/value - This article demonstrates the importance of leadership, time allocation, and trust in promoting a knowledge culture and encouraging knowledge sharing. In Arab cultures, leadership and trust, and associated rewards such as respect have a particular role to play.

Knowledge sharing in Chinese Service organisations: A multi case cultural perspective

Rodney McAdam, Sandra Moffett, Jian Peng — 2012-02-17 00:00:00.0

Abstract

Purpose - The majority of Knowledge Management theory and practice literature is based on, and relates to, Western and Japanese business environments and related assumptions. A number of generic Knowledge Management cross sectional studies based on Chinese organisations have taken place; however there is a lack of in-depth critical studies which are culturally grounded and which focus on a particular aspect or domain of Knowledge Management in Chinese organisations, as opposed to applying Western or Japanese Knowledge management models and concepts. Hence the paper seeks to make a contribution by carrying out a critical study in knowledge sharing within Chinese organisations that explores the role of culture in relation to the knowledge sharing process, where the people based aspects of knowledge sharing are likely to be influenced by the prevailing culture. The aim of the paper is to explore the role of knowledge sharing at multiple organisational levels within Chinese Service based organisations. Design/methodology/approach - Five consulting firms are analysed within the multi case study, to explore knowledge sharing at multiple levels, where existing literature and preliminary research has shown that consulting organisations in the service sector are more likely to have advanced their understanding of knowledge sharing as a source of innovation and competitiveness. The research methods included interviews (n=40), focus groups (n=10) and observations made during four visits, each of several weeks, to the companies. The five organisations were Chinese owned and at a similar growth stage and hence the effects external cultures or organisational specific cultures were secondary to that of the prevailing Chinese culture.Findings - The findings show that cultural interpretations of knowledge sharing practices can help in explaining Chinese conceptions and applications of knowledge sharing at multiple organisational levels. Moreover these cultural influences suggest that non-Chinese conceptions of knowledge sharing can in some circumstances result in misleading approaches being used in attempting to promote knowledge sharing in a Chinese context and that the strong group culture is a key vehicle for knowledge sharing as opposed to individual idea generation. Research limitations/implications - The findings show the need for further research in comparing Chinese and Western organisations in relation to collaboration knowledge sharing where the case organisations have had different levels of exposure to Western culture. Much more in depth case based research is needed to explore these contextual issues and to develop theoretical propositions.Practical implications - The extrapolation of Western and Japanese based knowledge sharing concepts and practices to Chinese contexts without an examination of Chinese culture and its impact on organisational culture may produce sub optimal results. A more culturally grounded approach where knowledge sharing practices are indigenously grounded is suggested. Originality/value - There is a paucity of multi level knowledge sharing studies which seeks to both address cultural considerations and systematically inquire into the development of knowledge sharing in Chinese organisations from a cultural perspective. The findings from this study can help inform Western-Chinese business collaboration through improved understanding of the cultural effects on knowledge sharing.

The influence of emotions on knowledge sharing

Bart van den Hooff, Alexander P. Schouten, Stojan Simonovski — 2012-02-17 00:00:00.0

Abstract

Purpose - This paper provides theoretical and empirical insight in the relationship between emotions and knowledge sharing. Design/methodology/approach - Hypotheses concerning the influence of pride and empathy on knowledge sharing attitudes and intentions are developed, based on prior research. The hypotheses were tested by means of a survey within the Dutch branch of a global IT organization, in which respondents (N=252) were asked to evaluate one of four different scenarios, invoking either pride or empathy. Respondents were asked their attitude and intention towards knowledge sharing in the situation sketched in the scenario. Findings - Pride and empathy were found to affect eagerness and willingness to share knowledge. Furthermore, these emotions also influenced knowledge sharing intentions, partly mediated by eagerness and willingness. Both eagerness and willingness mediate the relationship between pride and knowledge sharing intention, whereas only willingness turned out to mediate the relationship between empathy and knowledge sharing.. Research limitations/implications - An important limitation is that the scenarios which were used were hypothetical. A suggestion for further research is to conduct a lab experiment (for instance, using a role play situation) in which emotions are manipulated in an interactive setting. Practical implications - For practitioners, these findings should create an awareness of the role emotions can play in knowledge sharing, and how to incorporate this awareness in knowledge management initiatives. Originality/value - Emotions have not been related to knowledge sharing in a systematic way before. By connecting these two areas of research, this study provides new interdisciplinary insights.

Knowledge exchange using Web 2.0 technologies in NGOs

Christina Matschke, Johannes Moskaliuk, Ulrike Cress — 2012-02-17 00:00:00.0

Abstract

Purpose - Members’ knowledge is the most important resource in NGOs and it is important to stimulate it’s exchange. Knowledge that is needed to act in complex situations is hard to exchange, but Web 2.0 technologies provide a toolbox to develop a knowledge management strategy. The paper aims to specify optimal conditions and necessary measures that NGOs should take in order to successfully use Web 2.0 technologies for knowledge exchange.Design/methodology/approach - NGOs and Web 2.0 technologies have specific characteristics in common. It is suggested that these characteristics require certain prerequisites in order to make the use of Web 2.0 technologies successful. Using an iterative and participative design method, a case study is presented that investigated prior boundary conditions and implemented a Web 2.0 based platform as knowledge management strategy in a large NGO. Findings - NGOs and Web 2.0 are based on strong voluntariness, they are democratic, contribution and personality are strongly tied to each other, and education is rarely formal. Therefore, there is a strong need for contact between members, internal motivation and organizational identification, for quality criteria, for protected spaces and pattern-structures, if Web 2.0 technologies shall lead to successful knowledge management. The case study demonstrates that considering these circumstances enabled the successful implementation in a large NGO.Practical implications - The current research helps NGOs to successfully implement Web 2.0 technologies as a means to support knowledge management. A figure with the crucial questions and the means that have to be taken in dependence of the answers is provided.Originality/value - NGOs do not have the same means to develop formal management strategies as other organizations. Therefore, a thorough understanding of the circumstances that enable knowledge exchange with Web 2.0 technologies is needed. The current research provides information about optimal circumstances and about possibilities how to improve less promising circumstances.