Purpose - This article explores academic job crafting's significant conditions (antecedents and consequences). The impact of encouraging learning environments and the leadership that fortifies learning was studied. Knowledge management and job crafting are closely related in their ability to empower employees and enhance organizational effectiveness. Design/methodology/approach –217 academics serving in a Jordanian University, in Jordan, took part in this study. Statistical parameters endorsed the significant impact of two learning organization building blocks on job crafting. Findings - It was shown that supportive learning environments and leadership reinforces learning; and positively impacts job crafting, which consequently reflects upon job satisfaction levels among academics. The results imply that strategies conducive to learning provide the most rewarding approach to enhancing academic job crafting and job satisfaction. Originality/value – To the authors’ knowledge, no prior study has examined job crafting and linked it to the study dimensions within the Arab context generally and particularly in the academic field. We propose this model as a system crafting theory and end our research with suggestions for further research on these issues. Keywords: Job crafting, job satisfaction, learning organization, academic organization, supportive learning environment, leadership support, Jordan.
{"title":"Job Crafting Antecedents and Consequences: Evidence from Jordanian Universities","authors":"Yahya Melhem, Tamara Al-Yakoub","doi":"10.34190/ejkm.21.3.2986","DOIUrl":"https://doi.org/10.34190/ejkm.21.3.2986","url":null,"abstract":"Purpose - This article explores academic job crafting's significant conditions (antecedents and consequences). The impact of encouraging learning environments and the leadership that fortifies learning was studied. Knowledge management and job crafting are closely related in their ability to empower employees and enhance organizational effectiveness. Design/methodology/approach –217 academics serving in a Jordanian University, in Jordan, took part in this study. Statistical parameters endorsed the significant impact of two learning organization building blocks on job crafting. Findings - It was shown that supportive learning environments and leadership reinforces learning; and positively impacts job crafting, which consequently reflects upon job satisfaction levels among academics. The results imply that strategies conducive to learning provide the most rewarding approach to enhancing academic job crafting and job satisfaction. Originality/value – To the authors’ knowledge, no prior study has examined job crafting and linked it to the study dimensions within the Arab context generally and particularly in the academic field. We propose this model as a system crafting theory and end our research with suggestions for further research on these issues. Keywords: Job crafting, job satisfaction, learning organization, academic organization, supportive learning environment, leadership support, Jordan.","PeriodicalId":37211,"journal":{"name":"Electronic Journal of Knowledge Management","volume":"104 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134956727","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In the higher education institutions, they recognize the value of knowledge management (KM) in enhancing organizational performance and productivity. However, the current KM system faces challenges in adapting to modern issues and suffers from inefficient utilization. This paper aims to address these shortcomings by identifying the maturity level of KM using a digital capability maturity model (DCMM). To achieve this objective, data were collected through interviews, questionnaire surveys, and observations, and a descriptive data analysis method was employed. The study utilized the model's eight Business Transformation Management (BTM) disciplines to gain a comprehensive understanding and holistic analysis of digital transformation. The research findings revealed a defined maturity level (Level 3) of Effective Knowledge Worker Digital Capability. This suggests the need for strategic improvements to propel the institution towards a higher level of digital readiness. To elevate the KM maturity level, the paper recommends the development of a web-based Knowledge Management System (KMS) as a pilot project within the IT Operational department, before its potential company-wide implementation. The proposed KMS includes eight essential features, including document management, lessons learned, project management, announcements, schedules, FAQ page, and forum. This web based KMS promises to enhance knowledge sharing, collaboration, and accessibility. Beyond the specific institution studied, the research offers valuable insights for other organizations seeking to evaluate and improve their KM performance. By adopting the digital capability maturity model and considering the suggested features in the KMS, institutions can drive innovation and better adapt to the evolving landscape of knowledge management. Ultimately, this research contributes to the advancement of knowledge management theory and practice in higher education institutions, offering strategies to boost organizational agility and knowledge utilization. The findings can guide decision-makers in enhancing their KM strategies, ultimately leading to improved organizational outcomes and increased competitiveness in today's dynamic and rapidly changing environment.
{"title":"Knowledge Management Evaluation Using Digital Capability Maturity Model in Higher Education Institution","authors":"Nuril Kusumawardani, Dinda Permatasari, Reynilda Susanto, Chen Kang Lee, Yohannes Kurniawan","doi":"10.34190/ejkm.21.2.3009","DOIUrl":"https://doi.org/10.34190/ejkm.21.2.3009","url":null,"abstract":"In the higher education institutions, they recognize the value of knowledge management (KM) in enhancing organizational performance and productivity. However, the current KM system faces challenges in adapting to modern issues and suffers from inefficient utilization. This paper aims to address these shortcomings by identifying the maturity level of KM using a digital capability maturity model (DCMM). To achieve this objective, data were collected through interviews, questionnaire surveys, and observations, and a descriptive data analysis method was employed. The study utilized the model's eight Business Transformation Management (BTM) disciplines to gain a comprehensive understanding and holistic analysis of digital transformation. The research findings revealed a defined maturity level (Level 3) of Effective Knowledge Worker Digital Capability. This suggests the need for strategic improvements to propel the institution towards a higher level of digital readiness. To elevate the KM maturity level, the paper recommends the development of a web-based Knowledge Management System (KMS) as a pilot project within the IT Operational department, before its potential company-wide implementation. The proposed KMS includes eight essential features, including document management, lessons learned, project management, announcements, schedules, FAQ page, and forum. This web based KMS promises to enhance knowledge sharing, collaboration, and accessibility. Beyond the specific institution studied, the research offers valuable insights for other organizations seeking to evaluate and improve their KM performance. By adopting the digital capability maturity model and considering the suggested features in the KMS, institutions can drive innovation and better adapt to the evolving landscape of knowledge management. Ultimately, this research contributes to the advancement of knowledge management theory and practice in higher education institutions, offering strategies to boost organizational agility and knowledge utilization. The findings can guide decision-makers in enhancing their KM strategies, ultimately leading to improved organizational outcomes and increased competitiveness in today's dynamic and rapidly changing environment.","PeriodicalId":37211,"journal":{"name":"Electronic Journal of Knowledge Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135829329","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
G. A. Buntoro, Indah Puji Astuti, Wahna Widhianingrum, Rizal Arifin, K. Winangun, A. Selamat
Reog is one of the distinctive cultural practices of Ponorogo. Typically, this art is performed in an open space with many entertainers. Reog Ponorogo enthusiasts will primarily purchase trinkets and handicrafts. Numerous artisans in Reog Ponorogo are members of Micro, Small, and Medium-Sized Enterprises (MSMEs). However, because of the global Covid-19 pandemic, Reog Ponorogo artisans have encountered numerous challenges, beginning with the procurement of raw materials, and continuing through the production process and marketing. This even put them out of business with the Reog artisans. A knowledge Management System (KMS) is one of the technologies that can be utilized to surmount the problem under these conditions. Knowledge Management System (KMS) is a centralized database utilized to organize, store, and disseminate organizational knowledge with employees and customers. In this study, the KMS was developed to assist MSME actors in acquiring information and knowledge concerning MSME Products in Reog Ponorogo Handicrafts. Currently, information about Reog Ponorogo is widely available in print and digital media, but it is not governed by a comprehensive information management system. Therefore, building KMS for Reog Ponorogo Handicraft MSMEs is still necessary. In this research, a modified variant of the Knowledge Management System Life Cycle (KMSLC) was used to develop the KMS. This research was conducted in multiple phases, including infrastructure evaluation, team formation, knowledge capture, and KMS design. This study contributes to the creation of a knowledge management system for MSME Reog Ponorogo artisans based on the life cycle of knowledge management systems. This study's findings serve as the basis for the Reog Ponorogo craft knowledge management system. Further research can concentrate on developing the Reog Ponorogo UMKM KMS on Android and iOS mobile phones, enhancing the KMS user interface, and granting both experts and UMKM administrative access to the KMS.
{"title":"Knowledge Management System for Handcrafted Reog Ponorogo Products","authors":"G. A. Buntoro, Indah Puji Astuti, Wahna Widhianingrum, Rizal Arifin, K. Winangun, A. Selamat","doi":"10.34190/ejkm.21.2.3026","DOIUrl":"https://doi.org/10.34190/ejkm.21.2.3026","url":null,"abstract":"Reog is one of the distinctive cultural practices of Ponorogo. Typically, this art is performed in an open space with many entertainers. Reog Ponorogo enthusiasts will primarily purchase trinkets and handicrafts. Numerous artisans in Reog Ponorogo are members of Micro, Small, and Medium-Sized Enterprises (MSMEs). However, because of the global Covid-19 pandemic, Reog Ponorogo artisans have encountered numerous challenges, beginning with the procurement of raw materials, and continuing through the production process and marketing. This even put them out of business with the Reog artisans. A knowledge Management System (KMS) is one of the technologies that can be utilized to surmount the problem under these conditions. Knowledge Management System (KMS) is a centralized database utilized to organize, store, and disseminate organizational knowledge with employees and customers. In this study, the KMS was developed to assist MSME actors in acquiring information and knowledge concerning MSME Products in Reog Ponorogo Handicrafts. Currently, information about Reog Ponorogo is widely available in print and digital media, but it is not governed by a comprehensive information management system. Therefore, building KMS for Reog Ponorogo Handicraft MSMEs is still necessary. In this research, a modified variant of the Knowledge Management System Life Cycle (KMSLC) was used to develop the KMS. This research was conducted in multiple phases, including infrastructure evaluation, team formation, knowledge capture, and KMS design. This study contributes to the creation of a knowledge management system for MSME Reog Ponorogo artisans based on the life cycle of knowledge management systems. This study's findings serve as the basis for the Reog Ponorogo craft knowledge management system. Further research can concentrate on developing the Reog Ponorogo UMKM KMS on Android and iOS mobile phones, enhancing the KMS user interface, and granting both experts and UMKM administrative access to the KMS.","PeriodicalId":37211,"journal":{"name":"Electronic Journal of Knowledge Management","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42747177","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: This article investigates knowledge sharing practices amongst rice farmers in Ghana and suggests a strategy for improving knowledge sharing in rice farming communities in Ghana. Design/methodology/approach: This study is underpinned by the pragmatic paradigm where concurrent triangulation mixed-method design was used for the study. Data was gathered with survey and interviews. A total sample of 110 was used, involving 101 survey respondents and 9 interview participants. The survey data was analyse descriptively using Statistical Package for the Social Sciences (SPSS), version 26. The interview finding was analysed using thematic analysis. The findings revealed informal knowledge sharing practices among the rice farmers and suggests a strategy for knowledge sharing that involve partnerships between stakeholders in different sectors, such as government agencies, rice-farming communities; rice production-based NGOs, and researchers. Successful implementation of knowledge sharing would depend on finding and connecting the tools, technologies, and techniques practices. Limitations: The results could not be generalised to knowledge sharing practices among rice framers in Ghana because only three regions were targeted. There is a need for a quantitative comparative study of knowledge sharing by rice farmers in all regions where rice is produced in Ghana. Practical Implications: Rice is an agricultural cereal crop in Ghana and an important source of livelihood for rural poor households. It is consumed and cultivated by many people in the country. When rice farmers engage in efficient knowledge sharing practises knowledge will spread easily among rice farming communities resulting in sustainable agricultural practices that may eradicate hunger and poverty Effective knowledge sharing, offers great potential for addressing the challenges of rice production in Ghana. It will increase rice production, improve the quality of rice yield and safeguard the quality of the natural environment simultaneous. Originality/Value: This article adds to the body of knowledge on knowledge sharing from an agricultural perspective with specific reference to rice farming. Effective knowledge sharing will enhance food security, alleviate climate change challenges, improve nutrition, and promote sustainable agriculture, thus contributing toward the realisation of Goal 2 of the United Nations 2030 Sustainable Development Goals. The findings of this article form part of the finding of the doctoral studies.
{"title":"Strategies for Knowledge Sharing Among Rice Farmers: A Ghanaian Perspective","authors":"R. Kommey, M. Fombad","doi":"10.34190/ejkm.21.2.2803","DOIUrl":"https://doi.org/10.34190/ejkm.21.2.2803","url":null,"abstract":"Purpose: This article investigates knowledge sharing practices amongst rice farmers in Ghana and suggests a strategy for improving knowledge sharing in rice farming communities in Ghana. Design/methodology/approach: This study is underpinned by the pragmatic paradigm where concurrent triangulation mixed-method design was used for the study. Data was gathered with survey and interviews. A total sample of 110 was used, involving 101 survey respondents and 9 interview participants. The survey data was analyse descriptively using Statistical Package for the Social Sciences (SPSS), version 26. The interview finding was analysed using thematic analysis. The findings revealed informal knowledge sharing practices among the rice farmers and suggests a strategy for knowledge sharing that involve partnerships between stakeholders in different sectors, such as government agencies, rice-farming communities; rice production-based NGOs, and researchers. Successful implementation of knowledge sharing would depend on finding and connecting the tools, technologies, and techniques practices. Limitations: The results could not be generalised to knowledge sharing practices among rice framers in Ghana because only three regions were targeted. There is a need for a quantitative comparative study of knowledge sharing by rice farmers in all regions where rice is produced in Ghana. Practical Implications: Rice is an agricultural cereal crop in Ghana and an important source of livelihood for rural poor households. It is consumed and cultivated by many people in the country. When rice farmers engage in efficient knowledge sharing practises knowledge will spread easily among rice farming communities resulting in sustainable agricultural practices that may eradicate hunger and poverty Effective knowledge sharing, offers great potential for addressing the challenges of rice production in Ghana. It will increase rice production, improve the quality of rice yield and safeguard the quality of the natural environment simultaneous. Originality/Value: This article adds to the body of knowledge on knowledge sharing from an agricultural perspective with specific reference to rice farming. Effective knowledge sharing will enhance food security, alleviate climate change challenges, improve nutrition, and promote sustainable agriculture, thus contributing toward the realisation of Goal 2 of the United Nations 2030 Sustainable Development Goals. The findings of this article form part of the finding of the doctoral studies.","PeriodicalId":37211,"journal":{"name":"Electronic Journal of Knowledge Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44036562","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The primary objective of this study was to assess employees’ perceptions on the use of online internal communication (OIC) for knowledge sharing from a personal/individual perspective. This is important because of the emphasis placed on the relevance of knowledge management (KM) in transforming ordinary organisations into learning ones, and to a greater degree through the use of new media technologies. One of the important dimensions of KM that is crucial for organisational learning is knowledge sharing (KS). However, the use of OIC to share knowledge among employees in deposit-taking savings and credit co-operative societies (SACCOs) in Kenya is still low. Therefore, it is necessary to explore employees’ perceptions and personal/individual factors influencing employees’ online KS using the available OIC tools. A cross-sectional survey design was adopted. Primary data were collected using an online structured questionnaire targeting the accessible population of 485 mid-level employees of deposit taking SACCOs in Kenya, and data were migrated to SPSS version 25.0 to generate descriptive statistics. Thematic coding of data obtained from eight focus group discussions involving 72 employees and in-depth interviews with eight senior managers were presented as narrative analysis. The findings of this study indicated that most employees lacked the requisite knowledge, skills and attitude for adopting OIC for knowledge sharing (KS), and emphasised the need for training prior to the implementation process and an organisational environment that is conducive for attutude modification in the use of existing OIC. This study is unique and adds to the existing body of knowledge in the proposed theoretical framework emphasing the need to enhance KS through OIC, specifically on a personal/individual level, considering the managerial/organisational and technical levels as well, to contribute to organisational learning and innovation to ensure sustainable competitive advantage.
{"title":"Employees’ Perceptions on the use of Online Internal Communication for Knowledge Sharing","authors":"P. Waititu, R. Barker","doi":"10.34190/ejkm.21.2.2947","DOIUrl":"https://doi.org/10.34190/ejkm.21.2.2947","url":null,"abstract":"The primary objective of this study was to assess employees’ perceptions on the use of online internal communication (OIC) for knowledge sharing from a personal/individual perspective. This is important because of the emphasis placed on the relevance of knowledge management (KM) in transforming ordinary organisations into learning ones, and to a greater degree through the use of new media technologies. One of the important dimensions of KM that is crucial for organisational learning is knowledge sharing (KS). However, the use of OIC to share knowledge among employees in deposit-taking savings and credit co-operative societies (SACCOs) in Kenya is still low. Therefore, it is necessary to explore employees’ perceptions and personal/individual factors influencing employees’ online KS using the available OIC tools. A cross-sectional survey design was adopted. Primary data were collected using an online structured questionnaire targeting the accessible population of 485 mid-level employees of deposit taking SACCOs in Kenya, and data were migrated to SPSS version 25.0 to generate descriptive statistics. Thematic coding of data obtained from eight focus group discussions involving 72 employees and in-depth interviews with eight senior managers were presented as narrative analysis. The findings of this study indicated that most employees lacked the requisite knowledge, skills and attitude for adopting OIC for knowledge sharing (KS), and emphasised the need for training prior to the implementation process and an organisational environment that is conducive for attutude modification in the use of existing OIC. This study is unique and adds to the existing body of knowledge in the proposed theoretical framework emphasing the need to enhance KS through OIC, specifically on a personal/individual level, considering the managerial/organisational and technical levels as well, to contribute to organisational learning and innovation to ensure sustainable competitive advantage.","PeriodicalId":37211,"journal":{"name":"Electronic Journal of Knowledge Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44611766","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The paper’s primary goal is to analyse the development of Knowledge Economy (KE) measurement methods ranging from those based on national income to indices identifying and combining the relevant indicators. The paper focuses on four current global and European KE level indices: Global Innovation Index (GII), Global Knowledge Index (GKI), European Innovation Scoreboard (EIS), and Digital Economy and Society Index (DESI), highlighting persistent significant differences in the perception of the very essence of KE, as there is no clear interdisciplinary definition of the initial concept of knowledge, leading to further problems with ambiguous and insufficiently specific definitions and measurement of KE. Tacit aspects of knowledge are rarely part of KE definitions or measurements, excluding a large part of the knowledge system from KE measurements. The results of the analysis show that the set of KE indicators used by the individual KE indices is heterogeneous, with the set of intersecting indicators having different weights in terms of importance. Frequent interventions in the indices by their authors were observed, such as changes in index methodology, the indicators used, main pillars (subindices), etc. Despite the high heterogeneity in the approach to measuring KE, we identified the pillars, which can be viewed as the core pillars of KE. These include, for example the level of ICT, R&D, human resources, innovation, patents, and education.
{"title":"How to Measure Knowledge Economy","authors":"Marcela Katuščáková, E. Capková, Juraj Grečnár","doi":"10.34190/ejkm.21.2.3025","DOIUrl":"https://doi.org/10.34190/ejkm.21.2.3025","url":null,"abstract":"The paper’s primary goal is to analyse the development of Knowledge Economy (KE) measurement methods ranging from those based on national income to indices identifying and combining the relevant indicators. The paper focuses on four current global and European KE level indices: Global Innovation Index (GII), Global Knowledge Index (GKI), European Innovation Scoreboard (EIS), and Digital Economy and Society Index (DESI), highlighting persistent significant differences in the perception of the very essence of KE, as there is no clear interdisciplinary definition of the initial concept of knowledge, leading to further problems with ambiguous and insufficiently specific definitions and measurement of KE. Tacit aspects of knowledge are rarely part of KE definitions or measurements, excluding a large part of the knowledge system from KE measurements. The results of the analysis show that the set of KE indicators used by the individual KE indices is heterogeneous, with the set of intersecting indicators having different weights in terms of importance. Frequent interventions in the indices by their authors were observed, such as changes in index methodology, the indicators used, main pillars (subindices), etc. Despite the high heterogeneity in the approach to measuring KE, we identified the pillars, which can be viewed as the core pillars of KE. These include, for example the level of ICT, R&D, human resources, innovation, patents, and education.","PeriodicalId":37211,"journal":{"name":"Electronic Journal of Knowledge Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47152494","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Public online open innovation (OI) platforms, widely used across countries, allow communities to participate in OI processes by sharing innovative ideas about specific problems. Knowledge creation and OI are related. To implement an innovative solution, new knowledge must be created. Previous studies have discussed knowledge creation and OI in the context of organisational teams in business, but knowledge creation by communities in the context of public OI platforms has received little attention. The socialisation, externalisation, combination and internalisation (SECI) model is a well-known model that embodies the knowledge-creation process. The OI process involves determining community needs, identifying themes, identifying a community problem, posting that problem on a platform, sharing innovative ideas for solutions, selecting the best solutions and implementing and diffusing the solution to the community. This study applied a multi-case approach to investigate how knowledge was created by communities through an OI process based on the SECI model. Data were collected by conducting in-depth interviews with leaders of two different OI platforms in two countries. Deductive analysis was utilised to clarify the OI process used by each platform and the relationship between the processes and the SECI model. The findings revealed that the OI process applied by public OI platforms follows the SECI structure. This means that innovative solutions created by communities represent tacit knowledge, which is turned into explicit knowledge and then becomes tacit knowledge again. The developed conceptual framework can facilitate the application of OI through the knowledge creation model and enhance understanding of community knowledge creation
{"title":"Relationship Between Knowledge Creation and Open Innovation Applied Through Public Open Innovation Platforms","authors":"Areej Alqahtani, I. Hawryszkiewycz, Eila Erfani","doi":"10.34190/ejkm.21.1.3086","DOIUrl":"https://doi.org/10.34190/ejkm.21.1.3086","url":null,"abstract":"Public online open innovation (OI) platforms, widely used across countries, allow communities to participate in OI processes by sharing innovative ideas about specific problems. Knowledge creation and OI are related. To implement an innovative solution, new knowledge must be created. Previous studies have discussed knowledge creation and OI in the context of organisational teams in business, but knowledge creation by communities in the context of public OI platforms has received little attention. The socialisation, externalisation, combination and internalisation (SECI) model is a well-known model that embodies the knowledge-creation process. The OI process involves determining community needs, identifying themes, identifying a community problem, posting that problem on a platform, sharing innovative ideas for solutions, selecting the best solutions and implementing and diffusing the solution to the community. This study applied a multi-case approach to investigate how knowledge was created by communities through an OI process based on the SECI model. Data were collected by conducting in-depth interviews with leaders of two different OI platforms in two countries. Deductive analysis was utilised to clarify the OI process used by each platform and the relationship between the processes and the SECI model. The findings revealed that the OI process applied by public OI platforms follows the SECI structure. This means that innovative solutions created by communities represent tacit knowledge, which is turned into explicit knowledge and then becomes tacit knowledge again. The developed conceptual framework can facilitate the application of OI through the knowledge creation model and enhance understanding of community knowledge creation","PeriodicalId":37211,"journal":{"name":"Electronic Journal of Knowledge Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49665865","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Software Development Projects (SDPs) are being conducted at a rapid rate in response to the Fourth Industrial Revolution (4IR), even though SDPs are associated with very high failure rates. Their failure rate of SDPs has been declared as an International Crisis. SDPs are knowledge intensive in nature, whereby knowledge is essential when performing socio-technical tasks within SDPs. One of the reasons for the failure of SDPs is limited sharing of tacit knowledge within SDP teams. Limited tacit knowledge sharing within SDP teams results in the teams not being in position to perform their socio-technical tasks to the required standards which leads to success of SDPs. The main purpose of this research study was to identify the team-oriented barriers that limit the sharing of tacit knowledge within SDP teams. The researchers conducted a qualitative study and relied on qualitative data to achieve the objectives of the study. The qualitative data were collected through interviews and thematic data analysis was conducted to generate the results. A total of seven team-oriented barriers were identified includes team-culture, team-orientation, team-dispersion, team-cohesion, team-characteristics, trust, and communication. These issues are related to each other and influence one another in a positive way. These barriers stem from the entire SDP team, which is responsible for ensuring the success of SDPs.
{"title":"Team Barriers to Tacit Knowledge Sharing in Software Development Project Teams","authors":"E. Mtsweni, Koga Gorejena","doi":"10.34190/ejkm.21.1.2244","DOIUrl":"https://doi.org/10.34190/ejkm.21.1.2244","url":null,"abstract":"Software Development Projects (SDPs) are being conducted at a rapid rate in response to the Fourth Industrial Revolution (4IR), even though SDPs are associated with very high failure rates. Their failure rate of SDPs has been declared as an International Crisis. SDPs are knowledge intensive in nature, whereby knowledge is essential when performing socio-technical tasks within SDPs. One of the reasons for the failure of SDPs is limited sharing of tacit knowledge within SDP teams. Limited tacit knowledge sharing within SDP teams results in the teams not being in position to perform their socio-technical tasks to the required standards which leads to success of SDPs. The main purpose of this research study was to identify the team-oriented barriers that limit the sharing of tacit knowledge within SDP teams. The researchers conducted a qualitative study and relied on qualitative data to achieve the objectives of the study. The qualitative data were collected through interviews and thematic data analysis was conducted to generate the results. A total of seven team-oriented barriers were identified includes team-culture, team-orientation, team-dispersion, team-cohesion, team-characteristics, trust, and communication. These issues are related to each other and influence one another in a positive way. These barriers stem from the entire SDP team, which is responsible for ensuring the success of SDPs.","PeriodicalId":37211,"journal":{"name":"Electronic Journal of Knowledge Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45071759","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The usage and practices of knowledge management in higher educational institutions are growing after the development of information and communication technology. Knowledge management in educational institutions has a strong link with academic activities aligned to innovative change in the research as well as teaching and learning practices. Knowledge management in academia has also a direct impact on the academic performance of faculty members where they are responsible for conducting academic activities and promoting academic discourses. In this background, this research adopts a quantitative methodology to collect data from the 445 academic staff employed at four universities in Nepal. The factor analysis was used to explore the variables and items associated with knowledge management and academic performance. This process has identified seven dimensions of knowledge management and four dimensions of academic performance. The relationship was carried out by using correlation analysis while the multiple regression analysis was used to measure the association of knowledge management and academic performance. The research shows the association between the dimensions of knowledge management and academic performance. The association and relationship of knowledge management and academic performance matter highly in academia. Furthermore, the knowledge creation process enhances the intellectual capital of every individual which has an impact on the knowledge economy of a society.
{"title":"The Association of Knowledge Management and Academic Performance in Academia","authors":"K. Paudel","doi":"10.34190/ejkm.21.1.2462","DOIUrl":"https://doi.org/10.34190/ejkm.21.1.2462","url":null,"abstract":"The usage and practices of knowledge management in higher educational institutions are growing after the development of information and communication technology. Knowledge management in educational institutions has a strong link with academic activities aligned to innovative change in the research as well as teaching and learning practices. Knowledge management in academia has also a direct impact on the academic performance of faculty members where they are responsible for conducting academic activities and promoting academic discourses. In this background, this research adopts a quantitative methodology to collect data from the 445 academic staff employed at four universities in Nepal. The factor analysis was used to explore the variables and items associated with knowledge management and academic performance. This process has identified seven dimensions of knowledge management and four dimensions of academic performance. The relationship was carried out by using correlation analysis while the multiple regression analysis was used to measure the association of knowledge management and academic performance. The research shows the association between the dimensions of knowledge management and academic performance. The association and relationship of knowledge management and academic performance matter highly in academia. Furthermore, the knowledge creation process enhances the intellectual capital of every individual which has an impact on the knowledge economy of a society.","PeriodicalId":37211,"journal":{"name":"Electronic Journal of Knowledge Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43855033","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper conducts an explorative study to examine the evolution of Multinational Corporation (MNC) subunit roles based on the characteristics of its competence creating (CC) activities. The study focuses on the heterogeneity of firm-specific evolutionary paths in the patterns of knowledge accumulation that support competence creating (CC) activities. Using continuous variables instead of creating categorization of subunit roles, we create a model to examine the strategic roles of MNC subunits, based upon the evolutionary trajectory of a subunit’s CC activities and its technological distance from its parent company. We identify and measure subunit CC intensity and subunit technological distance as the two determining dimensions that characterize an MNC subunit’s pattern of innovation in terms of competence-creating. The innovative activity was observed from large firms of the general chemical industry, with data that covers an over thirty-year window, to explore the characteristics of competence creation activities, and to examine the proposed typologies. Using the longitudinal observation, we further examine the evolution of MNC subunit roles based on the characteristics of their competence creating activities, and demonstrate several real world business examples of subunit typologies. This research makes both theoretical and methodological contributions to the literature of MNC innovation and subunit strategic roles by presenting a continuous model to examine competence-creating activities of MNC subunits. A connection between statistical data analysis and individual firm examples is made in the discussion of subunit evolutionary trajectories, which can lend itself to possibilities of in-depth case studies. Using the typology designed in this study, we can further examine the relationship between MNC strategy and subunit role evolution, using the continuous variables to describe a subunit’s innovative activities rather than categorizing subunits as a CC or CE type, which in turn allows for a more realistic understanding of MNC subunit behavior – as innovative firms should always have a combination of CC and CE innovations.
{"title":"The New Typology and Evolution of Multinational Corporation Subunit Roles: An Explorative Study","authors":"Xiaoyu Pu, J. Cantwell","doi":"10.34190/ejkm.21.1.2400","DOIUrl":"https://doi.org/10.34190/ejkm.21.1.2400","url":null,"abstract":"This paper conducts an explorative study to examine the evolution of Multinational Corporation (MNC) subunit roles based on the characteristics of its competence creating (CC) activities. The study focuses on the heterogeneity of firm-specific evolutionary paths in the patterns of knowledge accumulation that support competence creating (CC) activities. Using continuous variables instead of creating categorization of subunit roles, we create a model to examine the strategic roles of MNC subunits, based upon the evolutionary trajectory of a subunit’s CC activities and its technological distance from its parent company. We identify and measure subunit CC intensity and subunit technological distance as the two determining dimensions that characterize an MNC subunit’s pattern of innovation in terms of competence-creating. The innovative activity was observed from large firms of the general chemical industry, with data that covers an over thirty-year window, to explore the characteristics of competence creation activities, and to examine the proposed typologies. Using the longitudinal observation, we further examine the evolution of MNC subunit roles based on the characteristics of their competence creating activities, and demonstrate several real world business examples of subunit typologies. This research makes both theoretical and methodological contributions to the literature of MNC innovation and subunit strategic roles by presenting a continuous model to examine competence-creating activities of MNC subunits. A connection between statistical data analysis and individual firm examples is made in the discussion of subunit evolutionary trajectories, which can lend itself to possibilities of in-depth case studies. Using the typology designed in this study, we can further examine the relationship between MNC strategy and subunit role evolution, using the continuous variables to describe a subunit’s innovative activities rather than categorizing subunits as a CC or CE type, which in turn allows for a more realistic understanding of MNC subunit behavior – as innovative firms should always have a combination of CC and CE innovations.","PeriodicalId":37211,"journal":{"name":"Electronic Journal of Knowledge Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45349930","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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