Knowledge and Process Management最新文献

Institutional environments are often pluralistic, and organizations must balance competing and incompatible environmental demands to achieve stability and legitimacy. Knowledge management (KM) in non-profit organizations (NPOs) embodies this philosophy wherein the NPOs must balance the competing institutional demands and enact KM practices in a resource-constrained environment. We evaluate this interplay of competing demands and knowledge management practices in NPOs with two polar cases using the theoretical lens of institutional logics. We find support for the hybrid nature of non-profits and a co-existence of multiple competing logics that drive the KM practices in NPOs and the use of innovative logics like bricolage and socialization to compensate for the resource constraints.

This study investigates the impact of intellectual capital (IC) on corporate environmental sustainability strategy (CESS), and the moderating effect of management commitment (MC) on the link between IC and CESS in hotels in Ghana. As a cross-sectional survey, data was collected from 185 managers from 30 hotels and analyzed using standard multiple regression analyses. The results revealed that there is a positive link between IC and CESS. The results further showed that MC has a significant positive moderating effect on the link between IC and CESS. The study's findings provide evidence to support the view that MC can enhance IC's contribution to the environmental sustainability performance of hotels in Ghana. This study extends the natural resource-based theory by showing IC as strategic capability and resource for achieving corporate environmental sustainability strategies.

The paper aims to provide a systematic overview of the maturity models used in knowledge management (KM) with the purpose of identifying different perspectives, contributions, shortcomings, and implementation gaps. This study can be characterized as a theoretical research based on a systematic literature review. As a result of this analysis, KM key points and knowledge management maturity models (KMMMs) critical success factors (CSFs) are pointed out and recorded. The concept of standardization and its relation to KM, presenting known KM Standards and their core principles is explored. Even though there is a large number of publications on KM, a literature gap is identified in publications regarding the field of KM Standards and corresponding case studies. Based on the most widely spread critical success factors used in the knowledge management maturity assessment presented in the literature survey, the objective of this paper is to propose a holistic and integrated knowledge management maturity assessment framework encompassing the core guidelines of ISO 30401 in order to be used by researchers and practitioners for future reference in the form of a generic maturity assessment web matrix.

Prior research examines factors that enable or hinder knowledge sharing and knowledge seeking in groups. However, individuals also share and seek knowledge outside group meetings, especially if the group is making strategic decisions over time. Therefore, this study examines how, during a longitudinal strategic decision-making process, the emotions of group members and knowledge sharing within the group affect their knowledge-sharing intentions and knowledge-seeking behaviors beyond the group. We focus on a single organization, a hospital, whose board created a citizen advisory panel (CAP) of 28 individuals to gather community input on the restructuring of the hospital's activities to contain costs. The group met in five all-day sessions to provide their input. We surveyed each member before the CAP process and after each CAP session. The resulting longitudinal data were analyzed using panel-data techniques, with the findings being complemented by qualitative insights. The results indicate, somewhat surprisingly, that both positive and negative emotions (specifically enthusiasm and anxiety) positively affect both knowledge-sharing intentions and knowledge sharing within groups in strategic decision-making contexts. We also find that enthusiasm, anxiety, and perceived relative knowledge within groups positively affect subsequent knowledge-seeking behaviors. Our findings contribute to the literature on knowledge management and organizational decision making. The study provides insights into how, in groups making strategic decisions over time, emotions as well as knowledge sharing within groups affect knowledge-related intentions and behaviors beyond the groups. The study also adds to the theory of planned behavior to highlight the role of emotions in influencing intentions and behaviors.

Knowledge depth and knowledge breadth, the two dimensions of individual knowledge bases, are the most fundamental sources of innovation. Following a mixed-method approach, we collect data from top chemical scientists in the R&D department of a leading US oil and gas company and investigate how individuals leverage their knowledge bases in the innovation process. In the qualitative study, we develop a conceptual framework with the two-stage innovation process and label two distinct groups of individuals as “Young Geniuses” with high knowledge depth and “Old Masters” with high knowledge breadth. In the quantitative study, our analysis shows two different trajectories toward the innovation process: the negative impact of knowledge depth on early stage knowledge combinations for Young Geniuses occurs extremely early; the diminishing return of knowledge breadth on late-stage commercialization for Old Masters occurs very late. Our study further analyzes the interaction effect of knowledge breadth for knowledge depth and provides practical implications for managers; in particular, inventors who better comprehend the timing of switching knowledge development can navigate the innovation process to achieve fruitful outcomes.

Effectual knowledge management (KM) entails knowledge assessment capability which enables organizations to identify knowledge holders and hence optimize human capital allocation and retention. The purpose of this paper is to present a new framework, referred to as MinK, that empowers organizations in appraising individual knowledge by providing an inclusive assessment platform. Following a comprehensive literature review, an exploratory study was conducted to explore the underlying constructs of individual knowledge from a practitioner's perspective. Semi-structured interviews were held with 20 senior executives from diverse industries. Managers provided valuable insights about their conceptualization of individual knowledge and the characteristics of knowledge holders. Findings from the interviews complemented the literature in informing the design of the framework. The MinK framework evaluates individuals' knowledge from a number of perspectives using a multi-dimensional scorecard of theoretically grounded measures. The assessment process adopts the 360-degree approach to collate multi-source appraisals from different echelons of the organization, ultimately producing an Individual Knowledge Index for each employee. The index is computed using a unique mathematical formula that combines multi-criteria decision analysis techniques to consolidate results into a single reflective numeral. The incorporation of technology allows the complete automation of the assessment process and helps to address parametric multiplicity and arithmetic complexity. This paper contributes to KM theory by unveiling the underlying constructs of individual knowledge in organizational context and proposing a comprehensive theoretical framework that signifies the pivotal role of individuals in firm knowledge dynamics. It also provides managers with an innovative and integrated individual knowledge assessment framework.

Knowledge management is a key driver of competitive advantage at all times. This paper explores the different knowledge management measures taken by organizations during the initial stages of the pandemic and the various knowledge resources leveraged for the same. The scope of the study is limited to the initial stages of the pandemic, when things were uncertain and most organizations were going through such a crisis for the first time. The methodology used in this paper combines three-stage thematic coding and a topic modelling algorithm. The data consist of interviews of human resource leaders and articles published in globally renowned sources. The data was collected during the initial stages of the pandemic and it reflects the thorough process during the initial stages of the pandemic. The findings indicate that firms take various short-term and long-term knowledge management measures by leveraging on several internal and external knowledge resources. The findings were analytically clustered and theoretically aggregated to develop an integrated framework for organizational navigation during the initial stages of the pandemic. The paper contributes to the literature by making a novel attempt to study the measures taken in the very early stages of the pandemic and some findings are new to the literature. Also, this paper integrates two different methodologies, which is unique to research. The integrated framework could be used by practitioners for developing a resilient knowledge management system.

This paper considers the use of incentives and signals by a dominant player to solve an agency problem across a network using a social media platform. An information sharing model underpinned by reward incentives and information visibility, to drive competitive information sharing across homogenous suppliers, is proposed, and builds on early work in the area. The study was exploratory in nature and involved conducting 57 interviews and 3 workshops over a 4-month period across a UK insurance supply chain. The data revealed that when appropriate incentives are combined with information visibility, the Principal can effectively align the suppliers interests with their own desire for supply chain wide information sharing. The research contributes to extant literature on agency theory by extending the Principal Agent (PA) issue arising in a dyadic contractual relationship, to solving agency issues across a network.

To promote knowledge management and operations improvement, companies and organizations use different tools to map and analyze their processes, such as Value Stream Mapping (MFV) and Business Process Modeling and Notation (BPMN). However, each of these techniques has advantages and limitations, often requiring the same process to be mapped in more than one notation. To overcome this issue, this research aimed to explore how VSM and BPMN can be integrated for improving process mapping. Initially, we selected a business process for case study and mapped it with both VSM and BPMN notations. Then, we drawn a new process map using a tentative hybrid notation proposed by the authors that combine elements from both BPMN and VSM in a single depiction. For each process instantiation, we analyzed how the selected notation influences comprehension, treatment of complex processes, continuous improvement, and the use of performance metrics. Results show that the hybrid BPMN-VSM notation has the potential to overcome many limitations reported in literature regarding the individual use of VSM or BPMN, while preserving the most valued characteristics of both. Although further developments are still necessary, the use of the proposed hybrid notation proved to be a promising alternative for mapping complex processes. To our knowledge, this is the first attempt to explore the possibility of a hybrid notation inspired from BPMN and VSM.

This paper aims to understand how and why knowledge boundaries occur, change, and evolve throughout the life-cycle of interdisciplinary research projects, how they are experienced by different actors, and what strategies they deploy to overcome these boundaries. The study took a case study approach focusing on an interdisciplinary research project for the development of computerised tomography and digital X-ray scanners in a governmental research organisation in Thailand. A multi-method qualitative approach, involving semi-structured interviews, participative observation, and artefact and document analysis, was adopted. Data was analysed through thematic analysis. The findings suggest that knowledge management is more complex and difficult than portrayed in previous studies because of the following: (1) knowledge boundaries evolve and exhibit different emphases at distinct stages of the project; (2) boundaries do not stem only from differences in knowledge across different organisational actors, but, equally importantly, due to the lack of awareness that these differences exist; (3) different organisational actors experience diverse types of knowledge boundary types when faced within the same situation; and (4) context, in terms of external pressures driving the project and influencing its direction, plays an important role in boundary construction and boundary-spanning mechanisms. This paper presents a novel framework for conceptualising how and why knowledge boundaries evolve throughout an interdisciplinary research project, how these changes are experienced by different participating actors, and what boundary-spanning mechanisms for bridging them are developed by them. It demonstrates that these changes are often shaped by external drivers that shape the development of the project.