Journal of Knowledge Management最新文献

Purpose

This paper aims to provide empirical evidence on adopting artificial intelligence (AI), including generative AI, in knowledge management (KM) processes and its impact on organisational decision-making. Specifically, the study addresses three key research questions: RQ1: How is (generative) AI adopted within KM processes in organisations? RQ2: What factors influence the adoption of AI in these processes, either facilitating or inhibiting it? RQ3: How does AI adoption in KM processes affect organisational decision-making?

Design/methodology/approach

An explorative investigation has been conducted through semi-structured interviews with KM and AI experts from a worldwide sample of 52 mostly private, large and for-profit organisations. Interviews have been analysed through a mixed thematic analysis.

Findings

The study provides an original framework in which the three investigated concepts are interconnected according to a dual relationship: linear and retroactive and 20 factors affecting AI adoption within KM processes.

Practical implications

The provided model guides managers in improving their organisational decision-making through AI adoption in KM processes. Moreover, according to the rational decision-making model, the authors propose a six-step systematic procedure for managers.

Originality/value

To the best of the authors’ knowledge, this is the first study that simultaneously addresses AI, KM and decision-making and provides an integrated framework showing the relationships between them, allowing organisations to better and practically understand how to ameliorate their decision-making through AI adoption in KM processes.

Purpose

Drawing on the reciprocity principle of social exchange theory situated within Service-dominant Logic, this study aims to examine how customers’ perception of knowledge sharing in co-production, their inherent scepticism and prosocial orientation relate to their willingness to co-create and provide feedback on services. The authors also explored the interplay between these factors to identify conditions in configurations comprising scepticism, which may help navigate its adverse effects.

Design/methodology/approach

The authors surveyed 556 online and offline mobile payment service users. They used a combination of partial least squares structural equation modelling (PLS-SEM) to assess the relationships among variables, and fuzzy-set qualitative comparative analysis (fsQCA) to identify configurations associated with feedback behaviour.

Findings

The study determined that customer perception of co-production knowledge sharing is positively associated with willingness to co-create and feedback behaviour. Additionally, prosocial orientation positively affects this relationship, while scepticism has an adverse effect. Willingness to co-create mediates the relationship between customer perception of co-production knowledge sharing and feedback behaviour. The fsQCA findings revealed configurations for potentially navigating doubts regarding feedback. To encourage valuable customer feedback, businesses may consider promoting a collaborative and supportive atmosphere, emphasising shared advantages or building trust even among hesitant and doubtful individuals.

Originality/value

This study uniquely examines how both prosocial tendencies and scepticism relate to customer feedback behaviour in co-creation by using a hybrid PLS-SEM/fsQCA approach to identify co-existing conditions in configurations comprising scepticism that may help navigate its adverse effects and leverage customer feedback for business improvement.

Purpose

This research paper explores how grassroots innovation initiatives address and resolve the challenges of translating broad and inviting values such as sustainability, inclusiveness and aesthetics into practical and actionable structures. This study examines the tensions and difficulties projects face in operationalizing these values, revealing the gap between idealistic goals and real-world implementation. Moreover, this paper analyzes how role expectations and the concept of invitation ambiguity affect top down and bottom up approaches, offering insights for improving mechanisms to support grassroots innovations.

Design/methodology/approach

This study uses an exploratory qualitative methodology with an embedded case study design, focusing on the New European Bauhaus (NEB) and its award-winning projects. Data were collected through online self-assessment surveys, secondary data analysis, and semi-structured interviews with project owners and NEB Unit representatives.

Findings

The findings reveal significant challenges in translating broad and inviting values (sustainability, inclusion and aesthetics) into actionable outcomes for grassroots projects. Key issues include the need for clearer role definitions, tailored support, and adaptability. Conflicts between those values and a mismatch between expectations about stakeholders’ contributions highlight the need for designing more flexible and robust frameworks and robust frameworks.

Originality/value

This research explores the effects of invitational ambiguity within grassroots innovation, revealing how broad values ‐ like sustainability, inclusion and aesthetics ‐ are operationalized in real-world settings. By applying collective action theoretical frameworks to the unique case study of NEB projects, this study provides fresh insights into the dynamics between top-down European policies and bottom-up grassroots practices.

Purpose

This study aims to empirically investigate how knowledge paradox affects collaboration performance. Knowledge paradox, which arises from the simultaneous need for knowledge sharing and protection, is common in interorganizational collaboration. Using the ambidexterity perspective, this paper aims to reexamine the effect of the knowledge paradox on collaborative performance to explore the moderating roles of structural and contextual ambidexterity.

Design/methodology/approach

This study used a sample of 153 firms involved in vertical and horizontal collaboration, collected via questionnaires. Hypotheses were tested using hierarchical regression analysis.

Findings

This study demonstrates that the stronger the knowledge paradox is, the higher the potential for value creation. Thus, knowledge paradox has a positive impact on collaborative performance. The functions of structural ambidexterity and contextual ambidexterity strengthen this positive relationship.

Originality/value

This paper not only expands the theoretical application of the knowledge paradox and ambidexterity theory in the context of interorganizational relationships but also provides significant managerial implications. By comprehending the dynamics of the knowledge paradox and the role of ambidexterity, managers can make well-informed decisions to enhance their collaborative performance.

Purpose

In today’s swiftly evolving and intensely competitive business landscape, organisations increasingly recognise the significance of cross-border collaborative partnerships. International Strategic Alliances (ISAs) have emerged as effective platforms to foster innovation and gain a competitive advantage. Within the context of the hotel industry, which epitomises international operations, this study aims to investigate the pivotal role of knowledge transfer (KT) in the performance of ISAs.

Design/methodology/approach

The research framework draws on the influence of technological drivers (TD), organisational drivers (OD) and individual drivers (ID) on successful KT within ISAs. By analysing data from managers and owners of international hotel businesses using Confirmatory Factor Analysis (CFA), this study empirically examines the relationships between these drivers and KT dynamics.

Findings

Findings highlight the direct impact of these drivers on KT and subsequent alliance performance. However, among these drivers, factors related to TDs, such as Web 2.0, knowledge management systems and IT infrastructure, generally received the highest values.

Originality/value

This study contributes to international business and knowledge management and sheds light on the intricate interactions between the drivers of KT and ISAs. The insights derived from this study provide a foundation for enhancing strategic alliance practices in a global context. By embracing KT mechanisms, organisations can harness collaborative potential, drive innovation and achieve sustainable growth.

Purpose

The relevance of digital technology and knowledge management (KM) has been increasing continuously owing to their importance in sustainability. However, research on which technology leads to collaboration in KM and how it affects sustainability is lacking. Therefore, this study aims to analyze knowledge collaboration management technologies for sustainable growth based on academic literature and technology patents.

Design/methodology/approach

This paper analyzed current technology and academic trends in KM using BERTopic, an artificial intelligence natural language processing model, and proposed future promising candidate technologies and potential application areas in terms of collaboration and sustainability.

Findings

From the textual data of research papers and patents, this paper extracted 10 and 47 major topics, respectively. Moreover, five potential and feasible candidate patents along with their applicable fields were recommended.

Originality/value

The strength of this study is its analysis of the technologies affecting collaboration and sustainability in KM. This paper found that new digital technologies (i.e. artificial intelligence, cloud computing and big data) impact organizations’ KM and have the potential for collaboration. Digital technologies have a positive impact on corporate smartness directly and sustainability and inclusion indirectly. This paper argued that organizations should understand and identify various promising technological factors and apply them to their KM from a collaboration perspective.

Purpose

This study aims to address the issue of perfunctory sharing that arises in knowledge governance due to a lack of willingness to share knowledge between individuals within the same organization. This knowledge-sharing process does not occur simultaneously for both parties but follows a sequential progression. Additionally, this governance model fully considers the willingness of both parties to share and effectively addresses the two knowledge characteristics that influence their willingness to do so.

Design/methodology/approach

This study follows inductive logic and primarily adopts an interpretive case study approach to conduct a longitudinal exploratory case study. An incubator enterprise with active knowledge-sharing activities and significant knowledge governance effects is selected as the research subject. The governance system is explained through the lens of prospect theory at the mechanism level.

Findings

In the study of the knowledge-sharing process, the authors observed a new challenge: perfunctory behavior, whereby individuals engage in knowledge-sharing activities that lack substantial effects as a way to avoid genuine sharing. From this, a new knowledge-sharing model was extracted, the cold start and hot feedback model, which follows a sequential (rather than simultaneous) progression. Using the deterministic effect of prospect theory and the principle of reference dependence, the governance mechanism of corporate knowledge sharing was analyzed from the perspective of knowledge-sharing willingness.

Research limitations/implications

Based on prospect theory, this study primarily explains how the governance mechanism influences the willingness to share knowledge from the perspective of four principles. In the future, threat rigidity theory and commitment escalation theory can be combined to further analyze the willingness to share knowledge from the perspectives of pressure and cost. Empirical research methods can also be used to test and enrich the research results of this paper.

Originality/value

After considering the willingness to share knowledge, a new knowledge-sharing model and corresponding knowledge-sharing governance model are proposed, and prospect theory is extended to the knowledge-based theory research field.

Purpose

This study aims to propose a framework for the development of implementation guidelines (IGs) that can help consultants mitigate not-invented-here (NIH) syndrome during a consultant intervention as a specific type of knowledge transfer.

Design/methodology/approach

The authors adopted a design science research approach for proposing an NIH-mitigating IG development framework. Inspired by findings and rich primary data from two consultant interventions, the authors, through theory building, ground five core principles in the general theory of NIH attitude functions. Finally, the authors revisit two consultant interventions to identify and describe mechanisms that led to the enactment of the principles.

Findings

The proposed framework provides five principles for developing NIH-mitigating IGs. The present research proposes that successful knowledge transfer and the mitigation of NIH syndrome as a prerequisite for this success are conditioned by adequately developed IGs.

Originality/value

The originality and value of the present research lie in the proposed NIH-mitigating IG development framework containing a set of principles for IG development as a proactive rather than reactive approach to NIH mitigation. To the best of the authors’ knowledge, this is the first research to address the problematics of mitigating NIH syndrome in consultant knowledge transfer by focusing on developing appropriate IGs. By developing and implementing IGs based on the proposed framework, a more successful transfer of knowledge from consultants to clients should take place, thus, increasing the value that clients receive from consultancy.

Purpose

While most research on female entrepreneurship has been conducted using the traditional private-for-profit logic, with the growing rise of hybrid and public organizational forms, the value of female entrepreneurial initiatives tends to be shared with society at large. Overcoming the traditional distinction between private vs public sectors, this paper relies on the publicness theory and aims to appreciate the shared value of female entrepreneurship by reviewing evidence from the field of knowledge sharing.

Design/methodology/approach

The authors conduct a three-phase systematic literature review on female entrepreneurship and knowledge sharing based on a sample of 188 articles for the period 2010–2022 retrieved from the three most extensive databases for evaluating scientific research (i.e. WoS, Scopus and Google Scholar) using a combination of relevant keywords within business and management domain. After the performance analysis of selected publications, the authors conduct a content analysis aimed at identifying the most recurrent theoretical framing, the impact of female entrepreneurship on value creation and the use of knowledge sharing. Finally, the authors conduct a thematic analysis using the theoretical perspective of the publicness to frame how different knowledge-sharing practices have been used in female entrepreneurship to create and spread public value.

Findings

The findings reveal that female entrepreneurship research has generally adopted managerial organizational and sociological theoretical frameworks, reported positive implications on value creation and has seldom exploited knowledge-sharing practices, with particular reference to the settings of low level of publicness. In addition, based on the development of the conceptual model, the authors suggest that the practice of networking in organizational structures characterized by a high level of political and/or economic authority makes the pattern of public value-sharing with the entire ecosystem easier.

Originality/value

The authors adopt an original approach that frames female entrepreneurship research within the lens of publicness theory to highlight the knowledge-sharing practices that allow the value created by female entrepreneurial initiatives to become a shared value in organizations characterized by high levels of political and/or economic authority. The proposed framework contributes to the research on entrepreneurship and knowledge sharing by providing a structured reference point to carry forward research on gender entrepreneurship and knowledge-sharing practices through the theoretical lens of the publicness.

Purpose

Over the past decade, artificial intelligence (AI) technologies have rapidly advanced organizational management, with many organizations adopting AI-based algorithms to enhance employee management efficiency. However, there remains a lack of sufficient empirical research on the specific impacts of these algorithmic management practices on employee behavior, particularly the potential negative effects. To address this gap, this study constructs a model based on the psychological ownership theory, aiming to investigate how algorithmic management affects employees’ knowledge hiding.

Design/methodology/approach

This study validates the model through a situational experiment and a multi-wave field study involving full-time employees in organizations implementing algorithmic management. Various analytical methods, including analysis of variance, regression analysis and path analysis, were used to systematically test the hypotheses.

Findings

The study reveals that algorithmic management exerts a positive indirect influence on knowledge hiding through the psychological ownership of personal knowledge. This effect is particularly pronounced when employees have lower organizational identification, highlighting the critical role of organizational culture in the effectiveness of technological applications.

Originality/value

This study is among the first empirical investigations to explore the relationship between algorithmic management and employee knowledge hiding from an individual perception perspective. By applying psychological ownership theory, it not only addresses the current theoretical gap regarding the negative effects of algorithmic management but also provides new theoretical and empirical support for the governance and prevention of knowledge hiding within organizations in the context of AI algorithm application. The study highlights the importance of considering employee psychology (i.e. psychological ownership of personal knowledge) and organizational culture (i.e. organizational identification) under algorithmic management. This understanding aids organizations in better managing knowledge risks while maximizing technological advantages and effectively designing organizational change strategies.