Knowledge and Process Management最新文献

Knowledge exchange is the key to help knowledge-intensive firms (KIFs) innovate and communicate with their clients. However, during the COVID-19 pandemic, many assumptions have been challenged, and as a consequence, this study aims to investigate the effect of the pandemic on knowledge exchange processes in KIFs and how firms responded to the pressing challenges that consequently emerged. This study illustrates how KIFs managed to navigate through the pandemic and exchanged knowledge with their clients in a new dynamic landscape despite the challenges that affected their client base and knowledge workers alike. Using multiple data sources, including 27 interviews, observation, informal conversations, and virtual guided tours, the article provides a three-phase framework with the assistance of a simplified process lens. The framework phases (disharmony, normalisation, and harmony) illustrate how KIFs responded to the challenges, developed capabilities, and provided support.

In the theoretical construct developed here, mindfulness and meaningfulness are introduced as valuable antecedents for managing knowledge at work. A comprehensive module to practice knowledge management (KM) through mindfulness and meaningfulness is developed through an extensive literature review. Individuals who are the source of all knowledge can draw on mindfulness and meaningfulness in order to facilitate their knowledge creation and knowledge sharing abilities. Integrating mindfulness and meaningfulness into the development of KM initiatives at work further amplifies individuals' mindful and meaningful creation and share of knowledge. This study is the first of its kind to shed light on the theoretical foundations of the positive impact of mindfulness on knowledge processing, and in accord with meaningfulness, this is the first study to address the importance of mindful and meaningful KM practices to enable knowledge sharing and creation. Suggestions for practitioners seeking to establish mindful and meaningful KM practices are discussed and further research proposed.

This study assesses whether intellectual capital (IC), measured using the Value-Added Intellectual Coefficient (VAIC), can predict the financial and market performance of listed companies in a developing economy. Panel data from all 174 companies listed on the Kuwait Stock Exchange were analyzed. Four company performance measures were investigated: return on assets, return on equity, market/book value, and market capitalization. Eight competitive longitudinal models were evaluated using SEM–PLS, as well as the 1-year, 2-year, and 3-year lags. VAIC possesses significant predictive power on company performance, but only on return on assets and return on equity, with a stronger predictive power for the 2-year lag. When analyzing the 3-year lag, the model fit decreases significantly. This suggests that VAIC has no significant predictive power on analyzed market performance measures. Most extant literature on IC does not explicitly quantify its lagged effect and predictive power on company performance. Additionally, existing research focuses less on developing economies. The research was conducted in a developing economy with a relatively young and inefficient financial market. This rationalizes the findings in which IC cannot predict market performance. Additionally, the time span considered is only 5 years from the 21 years analyzed. Useful managerial insights on the evident lagged effect and predictive power of IC in a developing economy are provided. Quantifying the effect size adds value to the further understanding of IC's nature.

The paper explores and ranks the key factors that support tacit knowledge sharing in automotive assembly lines. Existing studies on knowledge sharing tend to overwhelmingly focus on knowledge-intensive, white-collar work, and despite the acknowledgment of the importance of blue-collar workers' tacit knowledge, both the knowledge management and operations management literature have devoted limited attention to manufacturing environments, and, in particular, those working on assembly lines. This study draws on qualitative and quantitative data from workers and plant managers of an automotive assembly line located in the Brazilian automotive Modular Consortium (MC), a unique production concept which produces vehicles in high volume and high variety. MC works with six multinational suppliers, which interact directly on the assembly line, sharing physical space, responsibilities, and quality control. The qualitative element of the study included interviews, informal conversations, and on-site observations. Transcriptions were interpreted using content analysis. The quantitative element entailed a comparison of worker and management survey responses on the relative importance they ascribe to the different factors contributing to knowledge sharing, by ranking them using Analytic Hierarchy Process (AHP). The findings compare and contrast the perspectives of managers and workers on knowledge sharing with reference to factors related to people and processes. Implications for managerial action based on knowledge, HRM, and work management are discussed.

This paper presents our proposal for an exploratory research study. The objective of the research is to develop a conceptual framework of the interpretations, meanings, perceptions, and beliefs related to the role, development, and future of the knowledge management (KM) discipline. We propose to develop a holistic model that will depict professionals' perceptions of this issue: the combined perceptions of both KM consultants and knowledge managers. The proposed qualitative research will be based on three research tools: Semi-structured in-depth interviews, focus groups, and content analysis. The data will be analyzed using a thematic analysis method based on the grounded theory approach. We collected preliminary empirical evidence from international KM experts during 2020. The findings revealed a remarkable variety of issues that exist at the core of the KM discipline. These issues include the role and purpose of KM in knowledge-intensive organizations, the implications of the existence or absence of KM, and views about future avenues for its development. Our intention is to explore these issues further by expanding the research to other KM professionals. Through this, we hope to assist in the positioning of the discipline in the age of knowledge. This research may contribute significantly to both the theoretical and practical aspects of KM. Its uniqueness is reflected in the voices of KM professionals. We foresee that our research will enable a better understanding of the evolution of KM as a discipline, its contemporary role, and its future possibilities.

Research on knowledge hiding has rapidly increased over the past decade, but findings have thus far not been systematically synthesized. This, therefore, has not only hampered the clarity surrounding the construct but also restricted growth in this line of research. The current study thus attempts to integrate the scattered KH literature through a systematic literature review to understand the growth of the KH construct, thereby synthesizing the extant research findings, as well as uncovering areas that require future research. Accordingly, 92 research papers were systematically searched, critically evaluated, and synthesized to make the available knowledge and evidence more accessible to scholars and practitioners. The synthesis not only answers some fundamental, yet blurred questions around the construct, but also provides a composite sense of diverse findings recorded in the extant literature that would assist in drawing conclusions and future decision-making around knowledge hiding behaviors. It also maps out the relatively neglected areas that require more attention going forward and consequently proposes that the next decade should look forward to more compare and contrast studies from a socio-economic, cultural, product-specific, and industrial sector perspective. The study is expected to motivate academicians and researchers to advance the field theoretically by providing a constructive platform for future studies, in the process, advance the literature in this field. Further, it builds a worthwhile case for organizations to recognize the existence of knowledge hiding and judge the associated risks, benefits, and harms to make informed decisions.

This study aims at testing an empirical model that investigates the relationship between organizational identification (OI) and knowledge sharing behavior (KSB). Drawing on social identity theory and social exchange theory, this study examines the mediating role of organizational citizenship behavior (OCB) in the relationship between OI and KSB. We also examined how collectivism and leader–member exchange (LMX) moderated the OI and KSB relationship. Data of the study consisted of self-reported responses of employees (N = 497) of leading Pakistani banks. The hypothesized model was tested, using PROCESS macros by Hayes. The results indicated OI as a significant predictor of KSB and OCB fully mediated this relationship. Moderating role of collectivism turned out to be insignificant in the relationship between OI and KSB. However, the results confirmed the moderating role of LMX in the OCB and KSB linkage. Theoretical and managerial implications of the study along with limitations and directions for future research are also discussed.

This paper aims to propose that knowledge management strategies (KMS) and transformational leadership (TFL) could be ways of enhancing the two components of individual creativity (domain-relevant skills and creative-thinking skills), as well as examine the mediating role of knowledge sharing (KS). A theoretical model concerning the connections between two KMS (codification and personalization), TFL, and the two components of individual creativity is proposed. The model is then empirically tested using partial least squares (PLS) of a survey data set of 287 employees of 42 companies in South Korea. TFL is significantly linked with the domain-relevant skills and creative-thinking skills via KS. Further, codification and personalization strategies are only indirectly associated with domain-relevant skills via KS. This paper produces knowledge on a type of consequence of KMS that has been largely unexplored in previous research, the effect of KMS on individual creativity. Also, it promotes moving the KM literature to the next stage where the impact of KM practices is a contingent and contextual issue.

Knowledge work is growing in today's marketplace, supported by “knowledge workers,” a valuable asset in organizations. Traditional software applications are too rigid to support knowledge work or empower knowledge workers to perform their nonroutine tasks. Therefore, most knowledge work today is managed manually or using ad-hoc technologies such as e-mail and social media. Adaptive case management (ACM) is a new promising approach for effectively supporting knowledge work, empowering knowledge workers, and overcoming the limitations of traditional software applications. Nevertheless, ACM is an emerging field accompanied by confusion and debate among researchers and practitioners. This study aims at providing an overview of the key concepts and principles of ACM. Furthermore, this study outlines the major differences between traditional business process management and ACM.

The main purpose of the article is to identify the factors limiting the achievement of higher levels of maturity in the implementation of process orientation elements on the example of automotive sector organizations in Norway. The study uses a systematic review of the literature and opinion poll carried out using the CAWI technique of 48 car dealerships functioning on the Norwegian automotive market. In the surveyed group of automotive sector organizations in Norway, based on the proprietary maturity model, it was shown that most of these are organizations in which business processes are only identified and formalized. The group of factors that prevent the achievement of higher levels of maturity includes the lack of process measurement systems, the lack of employee activation in process improvement, the lack of implementation of the customer-supplier relationship mechanism in external and internal terms, and deficiencies in the management of knowledge diffusion within the organization. The presented results have been formulated for the examined group of 48 organizations and they cannot be extended to the entire population of authorized services. The theoretical model presented in the article, as well as the attached questionnaire for assessing the implementation of process orientation, enables self-assessment of the process maturity for organizations operating in the automotive sector, both at the dealership level, as well as manufacturers and importers managing the dealership network. It is also a source of knowledge regarding the functioning of the examined dealership group in the selected market, primarily from the perspective of assessing the orientation of external and internal customers and the flexibility of the organization in responding to changes generated both in the environment and its interior. The theoretical model presented in the article is an innovative approach in assessing the level of the organization's process orientation implementation on the basis of an objectified and not subjective assessment of the respondents. In addition, the assessment model presented in the article was adapter to the specifics of the studied organizations of the automotive sector, which definitely increases the credibility of the obtained results in contrast to the use of universal models.