Pub Date : 2022-09-30DOI: 10.1108/vjikms-06-2022-0190
Evelyn Mathuki, Jian Zhang
Purpose This study aims to determine how cognitive diversity at the workplace influences team creativity. In this regard, the authors examined knowledge sharing and team-focused inclusion through which team members’ cognitive diversity was expected to elevate their positive work outcomes. Design/methodology/approach A quantitative method is used to accumulate the data. The authors surveyed workers and their respective managers at a single China-based food company. The supervisors rated the outcome variables (creativity and team effectiveness) regarding their employees, whereas employees were asked to rate the cognitive diversity, inclusion and knowledge sharing within the workgroup. The final valid sample size (n = 391) consisted of 137 workgroups with an adequate response rate (62.3%). Findings Cognitive diversity is related to team effectiveness but not creativity. The research found that cognitive diversity can increase creativity only through enhanced inclusion and knowledge sharing. Inclusion, likewise, explained the impact of cognitive diversity on effectiveness. Originality/value The originality of the current research lies in its contemporary exploration of inclusion and cognitive diversity and their pathways to team creativity and effectiveness. The social capital theory was applied to explain the proposed relationships.
{"title":"Cognitive diversity, creativity and team effectiveness: the mediations of inclusion and knowledge sharing","authors":"Evelyn Mathuki, Jian Zhang","doi":"10.1108/vjikms-06-2022-0190","DOIUrl":"https://doi.org/10.1108/vjikms-06-2022-0190","url":null,"abstract":"\u0000Purpose\u0000This study aims to determine how cognitive diversity at the workplace influences team creativity. In this regard, the authors examined knowledge sharing and team-focused inclusion through which team members’ cognitive diversity was expected to elevate their positive work outcomes.\u0000\u0000\u0000Design/methodology/approach\u0000A quantitative method is used to accumulate the data. The authors surveyed workers and their respective managers at a single China-based food company. The supervisors rated the outcome variables (creativity and team effectiveness) regarding their employees, whereas employees were asked to rate the cognitive diversity, inclusion and knowledge sharing within the workgroup. The final valid sample size (n = 391) consisted of 137 workgroups with an adequate response rate (62.3%).\u0000\u0000\u0000Findings\u0000Cognitive diversity is related to team effectiveness but not creativity. The research found that cognitive diversity can increase creativity only through enhanced inclusion and knowledge sharing. Inclusion, likewise, explained the impact of cognitive diversity on effectiveness.\u0000\u0000\u0000Originality/value\u0000The originality of the current research lies in its contemporary exploration of inclusion and cognitive diversity and their pathways to team creativity and effectiveness. The social capital theory was applied to explain the proposed relationships.\u0000","PeriodicalId":45590,"journal":{"name":"VINE Journal of Information and Knowledge Management Systems","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49242154","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}
Pub Date : 2022-09-23DOI: 10.1108/vjikms-05-2022-0169
D. Dutta, Chaitali Vedak, Harshal Sawant
Purpose The global pandemic and the resulting rapid and large-scale digitization changed the way firms recognized and understood knowledge curation and management. The changing nature of work and work systems necessitated changes in knowledge management (KM), some of which are likely to have a long-term impact. Using the lens of technology in practice, the purpose of this study is to examine the impact of technology agency on KM structures and practices that evolved across five knowledge-intensive global organizations. This study then argues that sustainable knowledge management (SKM) systems evolve in specific contexts. Design/methodology/approach This study adopts a qualitative case study design to examine five multinational knowledge-intensive global organizations’ KM systems and practices across diverse industry sectors. Findings Based on the findings, the authors develop SKM systems and practices model relevant to a post-pandemic organizational context. The authors argue that KM digitization and adoption support socialization in knowledge sharing. Further formalization through organizational enabling systems aids the externalization of knowledge sharing. Deliberate practices promoted with leadership support are likely to sustain in the post-COVID era. Further, organizations that evolved ad-hoc or idiosyncratic approaches to managing hybrid working are more likely to revert to legacy KM systems. The authors eventually theorize about the socialization of human-to-human and technology-mediated human interactions and develop the three emerging SKM structures. Originality/value This study contributed to practitioners and researchers by developing the various tenets of SKM.
{"title":"“The old order Changeth!” Building sustainable knowledge management post COVID-19 pandemic","authors":"D. Dutta, Chaitali Vedak, Harshal Sawant","doi":"10.1108/vjikms-05-2022-0169","DOIUrl":"https://doi.org/10.1108/vjikms-05-2022-0169","url":null,"abstract":"\u0000Purpose\u0000The global pandemic and the resulting rapid and large-scale digitization changed the way firms recognized and understood knowledge curation and management. The changing nature of work and work systems necessitated changes in knowledge management (KM), some of which are likely to have a long-term impact. Using the lens of technology in practice, the purpose of this study is to examine the impact of technology agency on KM structures and practices that evolved across five knowledge-intensive global organizations. This study then argues that sustainable knowledge management (SKM) systems evolve in specific contexts.\u0000\u0000\u0000Design/methodology/approach\u0000This study adopts a qualitative case study design to examine five multinational knowledge-intensive global organizations’ KM systems and practices across diverse industry sectors.\u0000\u0000\u0000Findings\u0000Based on the findings, the authors develop SKM systems and practices model relevant to a post-pandemic organizational context. The authors argue that KM digitization and adoption support socialization in knowledge sharing. Further formalization through organizational enabling systems aids the externalization of knowledge sharing. Deliberate practices promoted with leadership support are likely to sustain in the post-COVID era. Further, organizations that evolved ad-hoc or idiosyncratic approaches to managing hybrid working are more likely to revert to legacy KM systems. The authors eventually theorize about the socialization of human-to-human and technology-mediated human interactions and develop the three emerging SKM structures.\u0000\u0000\u0000Originality/value\u0000This study contributed to practitioners and researchers by developing the various tenets of SKM.\u0000","PeriodicalId":45590,"journal":{"name":"VINE Journal of Information and Knowledge Management Systems","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46123732","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}
Pub Date : 2022-09-14DOI: 10.1108/vjikms-09-2021-0210
Clemens Kerschbaum
Purpose Recent literature in the field of knowledge management (e.g. Nonaka and Takeuchi, 2021) asks for new, future-oriented approaches to strategy that allow us to deal with an increasingly complex world. Thus, this paper aims to build an approach to exploit aesthetics (human’s sensory perceptions and their felt meanings) to sense an organizations purpose and realize it by means of organizational strategy. Design/methodology/approach Conceptual paper, providing a new perspective on the perception of Organizational Purpose. The abductive argument follows Weick’s notion of Disciplined Imagination (Weick, 1989). Findings The main argument of this paper is that aesthetics contribute to the identification of organizational purpose. Thus, aesthetic perceptions can inform strategy to implement a stakeholders’ sense of purpose into strategy. Research limitations/implications The argument presented is grounded in recent literature on the concepts of purpose and aesthetics and abductive in nature. Thus, empirical research to validate the argument would be beneficial and worthwhile to be undertaken. Practical implications The paper presents the idea to integrate the sense of organizational purpose into a corporate strategy to address stakeholders’ value expectations and build more sustainable organizations. By emphasizing aesthetics, the study takes a stand for the inclusion of nonrational knowledge in organizational decision-making. Originality/value As far as the author’s knowledge goes, the concepts of aesthetics and organizational purpose have not theoretically been connected to each other. However, due to the implicit nature of purpose, aesthetics may serve as the matching knowledge tool to work with organizational purpose.
{"title":"A beautiful strategy – bridging the gap between the (aesthetic) perception and (strategic) realization of the organizations purpose","authors":"Clemens Kerschbaum","doi":"10.1108/vjikms-09-2021-0210","DOIUrl":"https://doi.org/10.1108/vjikms-09-2021-0210","url":null,"abstract":"\u0000Purpose\u0000Recent literature in the field of knowledge management (e.g. Nonaka and Takeuchi, 2021) asks for new, future-oriented approaches to strategy that allow us to deal with an increasingly complex world. Thus, this paper aims to build an approach to exploit aesthetics (human’s sensory perceptions and their felt meanings) to sense an organizations purpose and realize it by means of organizational strategy.\u0000\u0000\u0000Design/methodology/approach\u0000Conceptual paper, providing a new perspective on the perception of Organizational Purpose. The abductive argument follows Weick’s notion of Disciplined Imagination (Weick, 1989).\u0000\u0000\u0000Findings\u0000The main argument of this paper is that aesthetics contribute to the identification of organizational purpose. Thus, aesthetic perceptions can inform strategy to implement a stakeholders’ sense of purpose into strategy.\u0000\u0000\u0000Research limitations/implications\u0000The argument presented is grounded in recent literature on the concepts of purpose and aesthetics and abductive in nature. Thus, empirical research to validate the argument would be beneficial and worthwhile to be undertaken.\u0000\u0000\u0000Practical implications\u0000The paper presents the idea to integrate the sense of organizational purpose into a corporate strategy to address stakeholders’ value expectations and build more sustainable organizations. By emphasizing aesthetics, the study takes a stand for the inclusion of nonrational knowledge in organizational decision-making.\u0000\u0000\u0000Originality/value\u0000As far as the author’s knowledge goes, the concepts of aesthetics and organizational purpose have not theoretically been connected to each other. However, due to the implicit nature of purpose, aesthetics may serve as the matching knowledge tool to work with organizational purpose.\u0000","PeriodicalId":45590,"journal":{"name":"VINE Journal of Information and Knowledge Management Systems","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45446562","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}
Pub Date : 2022-09-09DOI: 10.1108/vjikms-04-2022-0123
Kim-Lim Tan, I. S. Hii, Kevin Cheong
Purpose The recent COVID-19 pandemic caused a severe economic downturn. Employees working in these organisations face employment uncertainty. The pandemic disrupted their daily routines, and it added a layer of complexity to the already resource-constrained environment. During these times, employees would conserve their resources to maintain competitiveness, one of which is knowledge hiding. While economic activities are resuming, the appearance of new variants could mean the transition towards endemicity could be put on hold. Hence, there is a need to rethink the behaviour of employees as they would have elevated levels of anxiety towards resuming daily work activities. Therefore, this study aims to address the question of understanding employees’ perspectives toward knowledge sharing and knowledge hiding. Design/methodology/approach Drawing on the conservation of resources theory, social learning theory and the social exchange theory (SET), a conceptual framework involving ethical leadership was developed to examine if knowledge hiding or knowledge sharing behaviour is a resource for employees during these times. The partial least squares method of structural equation modelling was used to analyse results from 271 white-collar employees from Singapore. Findings The results show that ethical leadership encourages knowledge sharing but does not reduce knowledge hiding. At the same time, knowledge hiding, not knowledge sharing, improves one’s perception of work performance. Additionally, psychological safety is the key construct that reduces knowledge hiding and encourages sharing behaviour. Originality/value Overall, this study extends the theories, demonstrating that, first and foremost, knowledge hiding is a form of resource that provides employees with an added advantage in work performance during the endemic. At the same time, we provide a new perspective that ethical leaders’ demonstration of integrity, honesty and altruism alone is insufficient to encourage knowledge sharing or reduce knowledge hiding. It must lead to a psychologically safe environment.
{"title":"Knowledge “hiding and seeking” during the pandemic: who really wins in the new normal?","authors":"Kim-Lim Tan, I. S. Hii, Kevin Cheong","doi":"10.1108/vjikms-04-2022-0123","DOIUrl":"https://doi.org/10.1108/vjikms-04-2022-0123","url":null,"abstract":"\u0000Purpose\u0000The recent COVID-19 pandemic caused a severe economic downturn. Employees working in these organisations face employment uncertainty. The pandemic disrupted their daily routines, and it added a layer of complexity to the already resource-constrained environment. During these times, employees would conserve their resources to maintain competitiveness, one of which is knowledge hiding. While economic activities are resuming, the appearance of new variants could mean the transition towards endemicity could be put on hold. Hence, there is a need to rethink the behaviour of employees as they would have elevated levels of anxiety towards resuming daily work activities. Therefore, this study aims to address the question of understanding employees’ perspectives toward knowledge sharing and knowledge hiding.\u0000\u0000\u0000Design/methodology/approach\u0000Drawing on the conservation of resources theory, social learning theory and the social exchange theory (SET), a conceptual framework involving ethical leadership was developed to examine if knowledge hiding or knowledge sharing behaviour is a resource for employees during these times. The partial least squares method of structural equation modelling was used to analyse results from 271 white-collar employees from Singapore.\u0000\u0000\u0000Findings\u0000The results show that ethical leadership encourages knowledge sharing but does not reduce knowledge hiding. At the same time, knowledge hiding, not knowledge sharing, improves one’s perception of work performance. Additionally, psychological safety is the key construct that reduces knowledge hiding and encourages sharing behaviour.\u0000\u0000\u0000Originality/value\u0000Overall, this study extends the theories, demonstrating that, first and foremost, knowledge hiding is a form of resource that provides employees with an added advantage in work performance during the endemic. At the same time, we provide a new perspective that ethical leaders’ demonstration of integrity, honesty and altruism alone is insufficient to encourage knowledge sharing or reduce knowledge hiding. It must lead to a psychologically safe environment.\u0000","PeriodicalId":45590,"journal":{"name":"VINE Journal of Information and Knowledge Management Systems","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-09-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46801594","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}
Pub Date : 2022-09-09DOI: 10.1108/vjikms-03-2022-0078
Pham Thi Minh Ly, Pham Tien Thanh, Le Tuan Duy, C. Nghi, Nguyen Doan Phi Giao, To Mong Nghi
Purpose The COVID-19 lockdown has forced many organizations and employees to work from home. In such uncertain and unprecedented context, it is crucial for organizations to stimulate their employees’ creativity to adapt to new working environment and thus to sustain and improve organizational performance. This paper aims to examine how to stimulate employees’ creativity by focusing on their online knowledge sharing (OKS) behaviors, their use of online platforms and their organizations’ innovation climate in a working from home (WFH) context because of the lockdown. For empirical analysis, this research uses data from Vietnam – a developing country in the Southeast Asia. Design/methodology/approach Data are collected from employees working in Ho Chi Minh City but WFH during the COVID-19 lockdown. Structural equation models are used for analyzing the data. Findings Online platform use and organizational innovation climate are positively associated with creativity directly and indirectly via the mediating roles of internal and external OKS. Research limitations/implications This research provides policymakers, organizational leaders and managers with an important evidence on how to stimulate creativity by emphasizing the roles of knowledge sharing, online platforms and innovation climate. Accordingly, relevant practical implications are also drawn to sustain or improve organizational performance in the context of WFH context because of COVID-19 lockdown. This research also contributes to knowledge management literature by providing an evidence on the relationships between online platform use, organizational innovation climate, OKS and creativity. Originality/value This research is among the early attempts that explore the associations between employees’ use of online platforms, their organizations’ innovation climate, their internal and external OKS behaviors and their creativity in the context of WFH because of a lockdown.
{"title":"Online knowledge sharing and creativity in the context of working from home during the COVID-19 pandemic","authors":"Pham Thi Minh Ly, Pham Tien Thanh, Le Tuan Duy, C. Nghi, Nguyen Doan Phi Giao, To Mong Nghi","doi":"10.1108/vjikms-03-2022-0078","DOIUrl":"https://doi.org/10.1108/vjikms-03-2022-0078","url":null,"abstract":"\u0000Purpose\u0000The COVID-19 lockdown has forced many organizations and employees to work from home. In such uncertain and unprecedented context, it is crucial for organizations to stimulate their employees’ creativity to adapt to new working environment and thus to sustain and improve organizational performance. This paper aims to examine how to stimulate employees’ creativity by focusing on their online knowledge sharing (OKS) behaviors, their use of online platforms and their organizations’ innovation climate in a working from home (WFH) context because of the lockdown. For empirical analysis, this research uses data from Vietnam – a developing country in the Southeast Asia.\u0000\u0000\u0000Design/methodology/approach\u0000Data are collected from employees working in Ho Chi Minh City but WFH during the COVID-19 lockdown. Structural equation models are used for analyzing the data.\u0000\u0000\u0000Findings\u0000Online platform use and organizational innovation climate are positively associated with creativity directly and indirectly via the mediating roles of internal and external OKS.\u0000\u0000\u0000Research limitations/implications\u0000This research provides policymakers, organizational leaders and managers with an important evidence on how to stimulate creativity by emphasizing the roles of knowledge sharing, online platforms and innovation climate. Accordingly, relevant practical implications are also drawn to sustain or improve organizational performance in the context of WFH context because of COVID-19 lockdown. This research also contributes to knowledge management literature by providing an evidence on the relationships between online platform use, organizational innovation climate, OKS and creativity.\u0000\u0000\u0000Originality/value\u0000This research is among the early attempts that explore the associations between employees’ use of online platforms, their organizations’ innovation climate, their internal and external OKS behaviors and their creativity in the context of WFH because of a lockdown.\u0000","PeriodicalId":45590,"journal":{"name":"VINE Journal of Information and Knowledge Management Systems","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-09-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43884415","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}
Pub Date : 2022-09-06DOI: 10.1108/vjikms-04-2022-0131
Saurabh Gupta, P. Priyanka
Purpose The purpose of this paper is to examine the effect of gamification on students’ e-learning adoption. In addition, this paper examines the effect of two mediations, that is, flow and engagement between gamification and e-learning adoption by using sequential mediation analysis. Design/methodology/approach The authors used the online survey method to collect the 570 responses through convenience sampling procedure. Sequential mediation analysis technique was used to test the mediation hypothesis. Findings The findings of this paper revealed that gamification elements are an important feature of flow, engagement in e-learning adoption process. Also, the paper found that engagement in the learning process is a key element for students to adopt e-learning. Research limitations/implications This paper makes its contribution to the literature related to gamification and e-learning adoption. The paper signifies the importance of gamification as an educational application in e-learning environment and its contribution in designing an interactive learning environment. Originality/value Empirically, to the best of the authors’ knowledge, it is the first paper to examine the sequential mediation model of gamification in the education sector in a developing nation like India. Furthermore, this paper also extends engagement and flow theory related to e-learning process by showing how students’ engagement and flow impact the e-learning adoption in the gamified environment.
{"title":"Gamification and e-learning adoption: a sequential mediation analysis of flow and engagement","authors":"Saurabh Gupta, P. Priyanka","doi":"10.1108/vjikms-04-2022-0131","DOIUrl":"https://doi.org/10.1108/vjikms-04-2022-0131","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to examine the effect of gamification on students’ e-learning adoption. In addition, this paper examines the effect of two mediations, that is, flow and engagement between gamification and e-learning adoption by using sequential mediation analysis.\u0000\u0000\u0000Design/methodology/approach\u0000The authors used the online survey method to collect the 570 responses through convenience sampling procedure. Sequential mediation analysis technique was used to test the mediation hypothesis.\u0000\u0000\u0000Findings\u0000The findings of this paper revealed that gamification elements are an important feature of flow, engagement in e-learning adoption process. Also, the paper found that engagement in the learning process is a key element for students to adopt e-learning.\u0000\u0000\u0000Research limitations/implications\u0000This paper makes its contribution to the literature related to gamification and e-learning adoption. The paper signifies the importance of gamification as an educational application in e-learning environment and its contribution in designing an interactive learning environment.\u0000\u0000\u0000Originality/value\u0000Empirically, to the best of the authors’ knowledge, it is the first paper to examine the sequential mediation model of gamification in the education sector in a developing nation like India. Furthermore, this paper also extends engagement and flow theory related to e-learning process by showing how students’ engagement and flow impact the e-learning adoption in the gamified environment.\u0000","PeriodicalId":45590,"journal":{"name":"VINE Journal of Information and Knowledge Management Systems","volume":" ","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44204627","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}
{"title":"‘Binary’ Entrepreneurs, ‘Digital’ Macroeconomics and the ‘Virtual World’","authors":"","doi":"10.7176/ikm/12-5-02","DOIUrl":"https://doi.org/10.7176/ikm/12-5-02","url":null,"abstract":"","PeriodicalId":45590,"journal":{"name":"VINE Journal of Information and Knowledge Management Systems","volume":"169 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85425041","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}
{"title":"The perception of cons and pros on Open Science within Kuwait University Faculty members in the State of Kuwait.","authors":"","doi":"10.7176/ikm/12-5-04","DOIUrl":"https://doi.org/10.7176/ikm/12-5-04","url":null,"abstract":"","PeriodicalId":45590,"journal":{"name":"VINE Journal of Information and Knowledge Management Systems","volume":"9 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75158771","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}
{"title":"Classification and Performance Study of Task Scheduling Algorithms in Cloud Computing Environment","authors":"","doi":"10.7176/ikm/12-5-03","DOIUrl":"https://doi.org/10.7176/ikm/12-5-03","url":null,"abstract":"","PeriodicalId":45590,"journal":{"name":"VINE Journal of Information and Knowledge Management Systems","volume":"70 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73587891","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}
{"title":"User Intensions towards Mobile Money Service Adoption in Ethiopia","authors":"","doi":"10.7176/ikm/12-5-01","DOIUrl":"https://doi.org/10.7176/ikm/12-5-01","url":null,"abstract":"","PeriodicalId":45590,"journal":{"name":"VINE Journal of Information and Knowledge Management Systems","volume":"4 5 1","pages":""},"PeriodicalIF":2.8,"publicationDate":"2022-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78858199","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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