Álvaro Dias, Cláudia Pat�ã, N.A. o, Leandro Pereira, Renato Lopes d, a Costa, Rui Gonçalves
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引用次数: 1
Abstract
The current pandemic context has highlighted the importance of remote work in companies. Typically associated with management work, telework can also be applied to several other areas, in particular innovation. Through a quantitative study, by means of a questionnaire survey to a sample of 115 individuals, we analysed the causality relationship of the variables according to the conceptual model elaborated and tested using structural equations. Thus, the results confirm the importance knowledge management process in a teleworking environment, and how these constructs, individually and together, influence organisational innovation. It was also found the mediating effect on the stages of the knowledge management process (knowledge acquisition, exploration and sharing). Organisations that have a culture that favours communication and sharing, even in telework, and have innovative strategies to manage knowledge will see an impact of knowledge management on innovation of the way it relates to others.
期刊介绍：
The objective of IJASM is to establish an effective channel of communication between academia, industry and persons concerned with the design and development of systems. Change is eternal and perpetual, irrespective of type of system. Systems created in the course of the advance of human civilization need to be functionally and operationally sustainable amid changes in technological, political, socio-economical, financial, cultural and other environmental challenges. IJASM aims to promote and harmonize knowledge developments in the emerging fields of agile systems research, sustainability and vulnerability analysis, risk assessments methodologies, complex systems science, e-organisation and e-supply chain management, with emphasis on the international dimension, particularly breaking cultural barriers, and on national contexts, globalisation and new business practices. As such, we aim to publish papers presenting new research, innovative theoretical approaches, changes in agile management paradigms, and action (both examples of successes and failures as long as there are important lessons to be learned) from leading scholars and practitioners. Papers generally fall into two broad categories: those grounded in theory and/or papers using scientific research methods (e.g., reports of original empirical studies, models, critical reviews of existing empirical research, theory pieces that clearly extend current thinking); and those focusing on innovative agile approaches that are based on well reasoned extensions of existing research, experiential knowledge, or exemplary cases (e.g., thought pieces, case studies, etc).
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