Knowledge and Process Management最新文献

This research investigated the role of knowledge complexity and the individual, organisational, and technological determinants in telecommuting in an emerging economy. A sample of 452 Brazilian workers was surveyed, and PLS-SEM was used for analysing the data. The results suggest that knowledge complexity matters, and its joint effect together with task interdependence has a negative impact on telecommuting performance. It was also found that technology-based communication skills are more important for enhancing both telecommuting performance and satisfaction than the technology itself. Furthermore, it was found that telecommuting outcomes may be affected by demographic variables and the national culture. Identification of the antecedents of telecommuting in emerging countries helps managers to adapt their business models and work arrangements to achieve firm sustainability and respond to a complex socio-economic landscape generated by the coronavirus crisis.

In this article, we analyze the link between knowledge management and the use of foreign languages. In a globalized world, the mastery of foreign languages is a factor of business creation and business success. Of course, not all the national languages have the same international importance, and this is a double-edge relation. In this context, we relate foreign languages, business, KM, productivity, and agile business. After a theoretical analysis, we address two different countries—Portugal and Russia. We conclude that investment in foreign languages is higher in Portugal than in Russia, probably due to the fact that Russia still sees itself as a superpower, whereas Portugal, (even if Portuguese is a language spoken worldwide), sees itself as a European Union member. As a consequence, and particularly in the last decade, Portugal has become more international (business is done in Portuguese, English, French, or Spanish), whereas in Russia, the language is still seen as a big barrier to entry. In accordance with this situation, Portugal saw its level of knowledge-related activities to grow more than Russia. This increase in turn led to a higher increase in economic and social standards and a higher increase in the level of agile related activities. These results mean that even when a country has as large a continental dimension, as Russia, it is useful to become global in linguistic terms.

This paper presents a framework of knowledge risk management in the face of the COVID-19 crisis, derived from the literature on knowledge management, knowledge security, and COVID-19. So far, both researchers and practitioners have focused on knowledge as an asset and their efforts have been aimed at the implementation of knowledge management in various organizational contexts. However, with increasing threats related to cyberattacks or hazards associated with knowledge loss (as magnified by the COVID-19 crisis), there is a growing need to account for knowledge-related risks. In this conceptual paper, we integrate the contributions from the knowledge management and knowledge security fields, together with research on COVID-19 to help organizations protect the knowledge they create, store and share. Based on a structured literature review, our investigation provides researchers and managers with a framework for securely handling organizational knowledge in a critical situation. Our framework revolves around two foci: one the one hand, building appropriate knowledge risk measures and controls; on the other hand, holistically tackling knowledge risks as part of knowledge management activities.

Knowledge is an intangible and vital resource that is an important source of competitive advantage; however, the technologies that help create, store, and transfer knowledge are hindered by unrealistic expectations and ambiguity, and the measurement of knowledge-sharing activities is both difficult and complex. Compounding this is the deficit of empirical studies on the factors that influence the knowledge-sharing process. We endeavored to provide empirical evidence on these interactions using a survey developed from a prior extensive systematic literature review. The previously identified factors that were in the current study tested comprised (1) organizational culture, (2) formal processes, (3) top-down support, (4) motivation, (5) clear strategy, and (6) quality of technology. In order, the most influential factors were organizational culture, top-down support, motivation, and quality of technology. This study is a promising start to the exploration of the factors used in knowledge sharing and should be expanded to include new industries and contexts.

COVID-19 pandemic unleashed uncertainties around the world. Organizations scrambled to ensure business continuity. COVID-19 pandemic was unprecedented as disruptions were far beyond business continuity scenarios planning with respect to severities, timelines, and geographies. Initially, business disruptions were assumed to last just for a few days or weeks at a local governing region, county, or state level. However, the pandemic lasted much longer and sustained efforts were needed to stay compliant with ever-evolving and changing local, state, federal, and international guidelines, rules, and regulations. Prolonged work from home became an unavoidable and only way to ensure business continuity for many service-oriented organizations. Organizations not only tried to leverage existing knowledge management (KM) practices but also were compelled to critically relook at the efficacy and effectiveness of KM practices. Organizational KM systems and practices (OKMSP) in a typical Indian engineering consulting and design organization were studied. The changes in employee perceptions about OKMSP during the pandemic period were captured and critically analyzed. The study evaluated employee perceptions related to four critical aspects of OKMSP namely, KM processes, usage of KM tools, KM effectiveness, and KM culture. Lack of face-to-face meetings during the COVID-19 period made an important change in the way of working. This paper captures COVID-19 pandemic-induced changes and provides pointers to further research opportunities in the field of OKMSP. The study highlights the need for robust knowledge management systems to face pandemic-induced disruptions.

The aim of the paper is to propose the authors' business process nature assessment method and to indicate how to use the data provided by it as guidance for implementing and developing business process management (BPM) in organisations operating in the present complex and dynamic knowledge economy (KE). The study is based on the existing research literature relating to BPM and knowledge management (KM), and thus investigating how the evolving KE affects the nature of business processes and thus the whole BPM ecosystem. The empirical section of the paper employs action research methodology. The data was collected through internal documentation analysis, interviews, workshops (focus groups), process modelling and, observation during workshops. This part of the study confirmed that the use of the proposed method allows for the diagnosis of the nature of business processes in the organisation, including the identification of the nature of the key processes and their characteristics, which allows selection of the optimal BPM implementation methodology. At the same time, the use of action research allows for efficient communication between management and the team implementing BPM, which has been shown to be a necessary condition for the successful implementation of BPM.

The rapidly escalating COVID-19 pandemic entails many unprecedented life circumstances, including in the way people work. The social distancing policy has forced companies to adopt work-from-home (WFH) arrangement to maintain business sustainability amidst both health and economic crises. While in many developed countries, WFH arrangement has been a common practice, this is not the case in some Asian countries, particularly in countries where high power distance emphasising heightened supervision and punishment among workers are still a preferred managerial style, such as Indonesia, China, India, and Thailand. While acknowledging that WFH is considered as beyond an option in this pandemic period, this commentary paper, built on existing literature presented in the narrative fashion, aims to critically identify key barriers of WFH implementation in some Asian countries, particularly in autocratic societies, using both theoretical and contextual approaches. The paper concludes by discussing recommendation for future studies and proposing strategic implications for companies and workers to effectively adopt WFH arrangement, especially in societies where WFH is still a new practice or is involuntarily held.

Effective management of coronavirus disease 2019 (COVID-19) and the urgent need to improve epidemic prevention require rapid response and immediate solutions, deploying appropriate knowledge management procedures and facilitating effective decision-making and managerial efforts. The increased adoption of smart cities (SC) technologies offers various technologies that can support knowledge capturing, acquisition, sharing, and transferring. However, knowledge management practitioners and decision-makers face various challenges to manage huge data generated from the various SC platforms. Managing COVID-19-related knowledge necessitates filtering, cleaning, keeping, and sharing only useful data. Therefore, the aim of this paper is to investigate managing knowledge related to COVID-19 from a SC perspective. The methodological approach for this study is a systematic literature review. The findings indicate that SC technologies, through the advanced deployment of information communications technology (ICT) applications, have a crucial role in knowledge capturing and sharing. Smart cities strategies enable knowledge extraction through facilitating data collection and analysis over various disparate databases, as well as facilitating quick and accurate handling and analysis of huge and unpredicted amount of data. Managing knowledge related to COVID-19 pandemic has the potential to improve the planning, treatment and controlling the pandemic, enhance decision-making, and enable disaster management. However, the managing of a huge amount of complex, unstructured data and information remains a big challenge for COVID-19 knowledge management (KM) initiatives. The paper proposes a conceptual model and illustrates the various components and links between SC strategies, KM and COVID-19, and how this can inform, facilitate, and enhance decision-making to take steps for the path of recovery.

Organizational strategies around employee retirement are often cast in generational terms (i.e., as knowledge transferred between older and younger generations). Within this context, research suggests generational differences in knowledge sharing preferences and in supporting information and communication technology (ICT) preferences. At the same time, others argue that the concept of generations is a myth, or a stereotype-driven perception. Therefore, the objectives of this study were (1) to examine whether there are generational differences in knowledge sharing and ICT preferences and (2) to examine whether perceptions of younger and older generations' preferences match their actual preferences. Data were collected from 138 survey participants (Baby Boomers, Generation Xers, and Millennials) and analyzed using ANOVAs, effect sizes, and confidence intervals. Additionally, 13 interviews were conducted with Baby Boomers and analyzed using content and narrative analyses. Findings showed no reliable differences between the three generations' preferences for knowledge sharing modalities (i.e., in writing and verbally) and methods (i.e., in person and through various ICTs). The most preferred methods were email, in-person, telephony, and instant messaging. Most interestingly, while all generations had an accurate perception of Millennials' sharing preferences, they all demonstrated a distorted perception of Baby Boomers' preferences. Moreover, the broader the generation gap, the greater the discrepancy in perception. These findings support the postulation that generational differences may be a matter of perception rather than actuality. The most significant implication for research and practice is to retire generational thinking and to propose several alternative organizational strategies in managing knowledge continuity.

The article describes the study of the influence of shock onlinezation caused by the CoViD-19 quarantine on the knowledge management performance and effectiveness in organizations. The methodology of the study is based on a set of multiple linear regression equations linking together the onlinezation, knowledge management parameters, problem-solving and financial performance. The results of the study allow developing a set of practical recommendations regarding the development of knowledge management systems in organizations under the onlinezation context, with a special accent to solving technical and/or marketing uncertainty-related problems with architectural or modular innovations.