Pub Date : 2023-06-18DOI: 10.1080/14778238.2023.2226409
Su-Ying Wu, Wei-Tsong Wang
ABSTRACT With the rapid development of digital technologies and the outbreak of the COVID‐19, digital transformation (DT) has been accelerated. This appears to pose specific challenges to the medical field, leading to an inevitable trend towards DT in healthcare organisations. Determining how to develop strategies to master the substantial opportunities brought about by DT is a fundamental issue. Knowledge management (KM) is a key vehicle that can drive DT because it provides a solid foundation for organisational strategies and learning, and helping establish operational priorities. Using the operations of healthcare organisations in Taiwan as an example, this study discusses the challenges and opportunities faced by healthcare organisations related to DT based on data-driven business models, where the concept of KM, organisational agility (OA), and business models are integrated to develop a KM-OA-enabled DT conceptual framework intended to support DT implementation in healthcare organisations. This can serve as a foundation for future studies of DT
{"title":"Knowledge management in data-driven business models during the digital transformation of healthcare organisations","authors":"Su-Ying Wu, Wei-Tsong Wang","doi":"10.1080/14778238.2023.2226409","DOIUrl":"https://doi.org/10.1080/14778238.2023.2226409","url":null,"abstract":"ABSTRACT With the rapid development of digital technologies and the outbreak of the COVID‐19, digital transformation (DT) has been accelerated. This appears to pose specific challenges to the medical field, leading to an inevitable trend towards DT in healthcare organisations. Determining how to develop strategies to master the substantial opportunities brought about by DT is a fundamental issue. Knowledge management (KM) is a key vehicle that can drive DT because it provides a solid foundation for organisational strategies and learning, and helping establish operational priorities. Using the operations of healthcare organisations in Taiwan as an example, this study discusses the challenges and opportunities faced by healthcare organisations related to DT based on data-driven business models, where the concept of KM, organisational agility (OA), and business models are integrated to develop a KM-OA-enabled DT conceptual framework intended to support DT implementation in healthcare organisations. This can serve as a foundation for future studies of DT","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"983 - 993"},"PeriodicalIF":3.2,"publicationDate":"2023-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44218677","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-08DOI: 10.1080/14778238.2023.2219402
Jie Li, Yijing Liao, Wangshuai Wang, Xue Han, Zhiming Cheng, Gong Sun
Drawing from activation theory and conservation of resources (COR) theory, we propose that there is a curvilinear (inverted U-shaped) relationship between job stress and creativity, and that this curvilinear effect will be moderated by thriving, which is a key to acquiring work or non-work knowledge to mitigate pressure. We conducted two studies: a lab experiment with 90 students from a university in eastern China and a questionnaire survey of 218 supervisor – subordinate dyads from a large state-owned enterprise in northern China. The results show that participants achieve higher performance on creative tasks when they have a moderate rather than low or high level of job stress. In addition, when thriving is high, employees can maintain a high level of creativity through knowledge acquisition and learning, regardless of how stressed they feel at work. Implications and directions for future research are discussed.
{"title":"Is stress always bad? the role of job stress in producing innovative ideas","authors":"Jie Li, Yijing Liao, Wangshuai Wang, Xue Han, Zhiming Cheng, Gong Sun","doi":"10.1080/14778238.2023.2219402","DOIUrl":"https://doi.org/10.1080/14778238.2023.2219402","url":null,"abstract":"Drawing from activation theory and conservation of resources (COR) theory, we propose that there is a curvilinear (inverted U-shaped) relationship between job stress and creativity, and that this curvilinear effect will be moderated by thriving, which is a key to acquiring work or non-work knowledge to mitigate pressure. We conducted two studies: a lab experiment with 90 students from a university in eastern China and a questionnaire survey of 218 supervisor – subordinate dyads from a large state-owned enterprise in northern China. The results show that participants achieve higher performance on creative tasks when they have a moderate rather than low or high level of job stress. In addition, when thriving is high, employees can maintain a high level of creativity through knowledge acquisition and learning, regardless of how stressed they feel at work. Implications and directions for future research are discussed.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135215425","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-30DOI: 10.1080/14778238.2023.2219852
Nicola Capolupo, Angelo Rosa, Paola Adinolfi
ABSTRACTKnowledge Management is a cornerstone to assisting health organisations in staying competitive and providing high-quality services in today’s constantly evolving scenario. Lean and Six Sigma (LSS) approaches help organisations improve their Quality Performance (QP) by employing more efficient, streamlined, and accurate patient-centric processes. Nonetheless, if these methods are implemented to address a single issue rather than as part of an organisational strategy, they are likely to be ineffective and wasteful. As a result of its focus on human resources, Strategic Knowledge Management (SKM) might serve as a standpoint in ensuring LSS success in health organisations as well as in achieving consistent improvement in QP. Therefore, this study investigates the efficacy of QP improvement methodologies through systematic information sharing at the organisational level.KEYWORDS: Strategic Knowledge ManagementOrganizational performanceQuality performanceLean six sigmaLean organizationsOrganizational drivers Disclosure statementNo potential conflict of interest was reported by the authors.
{"title":"The liaison between performance, strategic knowledge management, and lean six sigma. Insights from healthcare organizations","authors":"Nicola Capolupo, Angelo Rosa, Paola Adinolfi","doi":"10.1080/14778238.2023.2219852","DOIUrl":"https://doi.org/10.1080/14778238.2023.2219852","url":null,"abstract":"ABSTRACTKnowledge Management is a cornerstone to assisting health organisations in staying competitive and providing high-quality services in today’s constantly evolving scenario. Lean and Six Sigma (LSS) approaches help organisations improve their Quality Performance (QP) by employing more efficient, streamlined, and accurate patient-centric processes. Nonetheless, if these methods are implemented to address a single issue rather than as part of an organisational strategy, they are likely to be ineffective and wasteful. As a result of its focus on human resources, Strategic Knowledge Management (SKM) might serve as a standpoint in ensuring LSS success in health organisations as well as in achieving consistent improvement in QP. Therefore, this study investigates the efficacy of QP improvement methodologies through systematic information sharing at the organisational level.KEYWORDS: Strategic Knowledge ManagementOrganizational performanceQuality performanceLean six sigmaLean organizationsOrganizational drivers Disclosure statementNo potential conflict of interest was reported by the authors.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"94 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135643303","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-25DOI: 10.1080/14778238.2023.2192580
Thomas Jackson, Ian Richard Hodgkinson
From a societal perspective, the huge growth in data being generated by organisations is clearly correlated to technological advancements enabling far greater capacity for data acquisition and storage (e.g., data centres) than has ever been previously available. Data centres alone account for 3% of the global electricity supply and consume more power than the entire United Kingdom (UK), contributing 2% of the total global greenhouse gas emissions (Bawden, 2016). The “store it all” approach adopted by many organisations as evidenced in the migration to the cloud, for instance, is a significant threat to the pursuit of netzero, given that the energy sector already accounts for 35% of the total global emissions (UN, 2022). The exponential growth in digital data generation, which according to Statista (2022) will be as high as 79.4 zettabytes worldwide by 2025, thus poses a huge potential threat to global net-zero efforts. To illustrate, early estimates have suggested that 4% of global greenhouse gas emissions can be attributed to digitalisation (Teuful & Sprus, 2020). The digital data carbon footprint should, therefore, be of critical concern to organisations and public administrations alike. With the increasing need for organisations to report the greenhouse gas emission associated with their direct, indirect, and supplychain activities as well as policy targets to reduce greenhouse gas emissions across developed economies, it is surprising to note that the digital data carbon footprint is not considered. As Jackson and Hodgkinson (2022) highlight, while decarbonisation is clearly a policy priority for developed governments, there remains no mention of the role of digital data in recent policy documents. It is important to be clear, as others have (e.g., Teuful & Sprus, 2020), that digital data and indeed digitalisation is not inherently “bad” for the environment, but rather, it is what we as individuals, organisations, and society make of it that dictates the impact on the environment. This is central to the digital decarbonisation movement, which concerns how knowledge and data are used, and reused, by organisations and the promotion of digital best-practices in sustainability strategies to reduce data CO2 (Jackson & Hodgkinson, 2022). Research on responsible management practices remains largely detached from the abundant work on organisational learning and the knowledge management (KM) field more broadly (Dzhengiz & Niesten, 2020). This is despite there being a clear relationship with how organisations draw on new and existing knowledge, and the health of the environment. Technological progress has changed how knowledge is managed in organisations and particularly in the way in which new knowledge is acquired, assimilated, transformed and exploited through organisations’ absorptive capacity, an established learning capability of the organisation (e.g., Dzhengiz & Niesten, 2020; Fosfuri & Tribó, 2008; Yuan et al., 2022). Several recent studies il
{"title":"Is there a role for knowledge management in saving the planet from too much data?","authors":"Thomas Jackson, Ian Richard Hodgkinson","doi":"10.1080/14778238.2023.2192580","DOIUrl":"https://doi.org/10.1080/14778238.2023.2192580","url":null,"abstract":"From a societal perspective, the huge growth in data being generated by organisations is clearly correlated to technological advancements enabling far greater capacity for data acquisition and storage (e.g., data centres) than has ever been previously available. Data centres alone account for 3% of the global electricity supply and consume more power than the entire United Kingdom (UK), contributing 2% of the total global greenhouse gas emissions (Bawden, 2016). The “store it all” approach adopted by many organisations as evidenced in the migration to the cloud, for instance, is a significant threat to the pursuit of netzero, given that the energy sector already accounts for 35% of the total global emissions (UN, 2022). The exponential growth in digital data generation, which according to Statista (2022) will be as high as 79.4 zettabytes worldwide by 2025, thus poses a huge potential threat to global net-zero efforts. To illustrate, early estimates have suggested that 4% of global greenhouse gas emissions can be attributed to digitalisation (Teuful & Sprus, 2020). The digital data carbon footprint should, therefore, be of critical concern to organisations and public administrations alike. With the increasing need for organisations to report the greenhouse gas emission associated with their direct, indirect, and supplychain activities as well as policy targets to reduce greenhouse gas emissions across developed economies, it is surprising to note that the digital data carbon footprint is not considered. As Jackson and Hodgkinson (2022) highlight, while decarbonisation is clearly a policy priority for developed governments, there remains no mention of the role of digital data in recent policy documents. It is important to be clear, as others have (e.g., Teuful & Sprus, 2020), that digital data and indeed digitalisation is not inherently “bad” for the environment, but rather, it is what we as individuals, organisations, and society make of it that dictates the impact on the environment. This is central to the digital decarbonisation movement, which concerns how knowledge and data are used, and reused, by organisations and the promotion of digital best-practices in sustainability strategies to reduce data CO2 (Jackson & Hodgkinson, 2022). Research on responsible management practices remains largely detached from the abundant work on organisational learning and the knowledge management (KM) field more broadly (Dzhengiz & Niesten, 2020). This is despite there being a clear relationship with how organisations draw on new and existing knowledge, and the health of the environment. Technological progress has changed how knowledge is managed in organisations and particularly in the way in which new knowledge is acquired, assimilated, transformed and exploited through organisations’ absorptive capacity, an established learning capability of the organisation (e.g., Dzhengiz & Niesten, 2020; Fosfuri & Tribó, 2008; Yuan et al., 2022). Several recent studies il","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"427 - 435"},"PeriodicalIF":3.2,"publicationDate":"2023-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44461202","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-24DOI: 10.1080/14778238.2023.2189169
Hongxia Peng
ABSTRACT The possible contribution of the dramaturgical perspective (DP) to the learning of organisation theory (LOT) has been explored by considering the DP as an approach for metaphoring, representing or analysing. Based on existing conceptual contributions, especially those of the research on the presentation of self, impression management and organisational learning, this research explores the potential and limitations of the DP in the LOT through a systemic-cognitive learning process that combines scenario conception, performance and interpretative analysis. The explored process was conceived for and applied in three tutorial classes of graduate students of management enrolled at a French university. The results show that the DP might first help improve the observability of LOT for students as well as for teachers on the condition that attention is given to the intersubjectivity represented by this process and second develop students’ managerial behaviour by favouring socially skilled interactions involving different situated roles.
{"title":"Dramaturgical perspective as a process for enhancing the learning of organisation theory: potential and limitations","authors":"Hongxia Peng","doi":"10.1080/14778238.2023.2189169","DOIUrl":"https://doi.org/10.1080/14778238.2023.2189169","url":null,"abstract":"ABSTRACT The possible contribution of the dramaturgical perspective (DP) to the learning of organisation theory (LOT) has been explored by considering the DP as an approach for metaphoring, representing or analysing. Based on existing conceptual contributions, especially those of the research on the presentation of self, impression management and organisational learning, this research explores the potential and limitations of the DP in the LOT through a systemic-cognitive learning process that combines scenario conception, performance and interpretative analysis. The explored process was conceived for and applied in three tutorial classes of graduate students of management enrolled at a French university. The results show that the DP might first help improve the observability of LOT for students as well as for teachers on the condition that attention is given to the intersubjectivity represented by this process and second develop students’ managerial behaviour by favouring socially skilled interactions involving different situated roles.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"436 - 448"},"PeriodicalIF":3.2,"publicationDate":"2023-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48174788","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-04DOI: 10.1080/14778238.2020.1851616
Krishna Venkitachalam, L. Ganesh, J. Löwstedt
Research dealing with Knowledge Management (KM) has grown exponentially during the past three decades and more. In this regard, extant literature comprehends several facets of KM in organisation studies. They include the rationales/justifications for its rise in theory and practice; the relevant organisational conditions, structure, functions, processes, and concerns. The interfaces and relationships with different dimensions of organisational performance connected to the domain of KM research have increasingly appeared in a number of scholarly works (see, for example, Baskerville & Dulipovici, 2006; Denford & Chan, 2011; Grant, 1996; Schiuma et al., 2008; Venkitachalam & Ambrosini, 2017; Venkitachalam & Willmott, 2015; Von Krogh et al., 2001) that have identified problems and possibilities concerning managing changes in organisational knowledge management. Furthermore, studies indicate that KM was then at a pre-science stage within its development life cycle as an academic discipline, beginning with just a couple of works in the mid-1970s to several hundreds until recently (Wang et al., 2018). In recent times, fast-paced, disruptive business innovations and changing (volatile) markets have spawned varying environmental as well as internal dynamics for organisations. Allied to this trend, there is increasing evidence of hyper-connectivity and talent mobility in knowledge economies in the twenty-first century that have significantly contributed to the changing knowledge dynamics in organisations (Börejson & Löwstedt, 2017; Drucker, 1999; Kim & Rhee, 2009; Ramírez & Nembhard, 2004; Venkitachalam & Willmott, 2015). The term “dynamics” is not new and explicated in the dictionary as “those forces that produce change in any field or system” (Collins Dictionary, 2020). Over the last few years, scholars have recognised the importance and impact of dynamics in the management of knowledge by the influence of different environmental factors (Schiuma, 2009; Schriber & Löwstedt, 2018; Venkitachalam & Willmott, 2015). For example, external factors like competition, role of government regulation, changing industry boundaries, and technological advancements can contribute to the knowledge dynamics in organisations. Similarly, internal factors like leadership change, culture and politics within organisations, knowledge creation and innovation can create dynamics in organisational knowledge. As businesses today become increasingly interdependent, innovation in information and communication technologies (ICTs) for the knowledge economy (Drucker, 1999; Tsoukas, 1996) has contributed to the dynamics of strategic knowledge management involving codified and tacit knowledge in organisations. Likewise, the advancements in ICTs have fostered the expansion of organisational knowledge raising the need for its effective management and use by business organisations for gaining competitive advantage and by progressive governments for functional effectiveness. Furthermore, the
{"title":"Relevance and importance of KM dynamics – a primer for future research directions","authors":"Krishna Venkitachalam, L. Ganesh, J. Löwstedt","doi":"10.1080/14778238.2020.1851616","DOIUrl":"https://doi.org/10.1080/14778238.2020.1851616","url":null,"abstract":"Research dealing with Knowledge Management (KM) has grown exponentially during the past three decades and more. In this regard, extant literature comprehends several facets of KM in organisation studies. They include the rationales/justifications for its rise in theory and practice; the relevant organisational conditions, structure, functions, processes, and concerns. The interfaces and relationships with different dimensions of organisational performance connected to the domain of KM research have increasingly appeared in a number of scholarly works (see, for example, Baskerville & Dulipovici, 2006; Denford & Chan, 2011; Grant, 1996; Schiuma et al., 2008; Venkitachalam & Ambrosini, 2017; Venkitachalam & Willmott, 2015; Von Krogh et al., 2001) that have identified problems and possibilities concerning managing changes in organisational knowledge management. Furthermore, studies indicate that KM was then at a pre-science stage within its development life cycle as an academic discipline, beginning with just a couple of works in the mid-1970s to several hundreds until recently (Wang et al., 2018). In recent times, fast-paced, disruptive business innovations and changing (volatile) markets have spawned varying environmental as well as internal dynamics for organisations. Allied to this trend, there is increasing evidence of hyper-connectivity and talent mobility in knowledge economies in the twenty-first century that have significantly contributed to the changing knowledge dynamics in organisations (Börejson & Löwstedt, 2017; Drucker, 1999; Kim & Rhee, 2009; Ramírez & Nembhard, 2004; Venkitachalam & Willmott, 2015). The term “dynamics” is not new and explicated in the dictionary as “those forces that produce change in any field or system” (Collins Dictionary, 2020). Over the last few years, scholars have recognised the importance and impact of dynamics in the management of knowledge by the influence of different environmental factors (Schiuma, 2009; Schriber & Löwstedt, 2018; Venkitachalam & Willmott, 2015). For example, external factors like competition, role of government regulation, changing industry boundaries, and technological advancements can contribute to the knowledge dynamics in organisations. Similarly, internal factors like leadership change, culture and politics within organisations, knowledge creation and innovation can create dynamics in organisational knowledge. As businesses today become increasingly interdependent, innovation in information and communication technologies (ICTs) for the knowledge economy (Drucker, 1999; Tsoukas, 1996) has contributed to the dynamics of strategic knowledge management involving codified and tacit knowledge in organisations. Likewise, the advancements in ICTs have fostered the expansion of organisational knowledge raising the need for its effective management and use by business organisations for gaining competitive advantage and by progressive governments for functional effectiveness. Furthermore, the ","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"211 - 215"},"PeriodicalIF":3.2,"publicationDate":"2023-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47433809","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-07DOI: 10.1080/14778238.2023.2174909
Vittorio Dell’Atti, G. Russo, Grazia Dicuonzo, Matteo Palmaccio
ABSTRACT The paper investigates the impact of digital technologies in the academic entrepreneurship by enhancing the creation of public value and engaging with stakeholders in all the stages of the entrepreneurial process. We analyse the university of Bari as a pilot case to show emerging digital technologies in the academic environment. The research question is answered through a single case study approach based on Yin’s prescriptions.The analysis consists in a single case study and includes semi-structured interviews with student representatives, the Rector, the General Director, the IT coordinator and the academic delegate for innovation. The paper is novel because describes the impact of digital technologies, as forms of knowledge, on the entrepreneurial process of a public academic institution with the creation of public value. We show how digital technologies enhance the creation of public value for the stakeholders of the University of Bari. The results of this research are relevant for academic institutions seeking to implement digitalisation processes in their ecosystem.
{"title":"Digital academic entrepreneurship: knowledge and public value from an Italian case study","authors":"Vittorio Dell’Atti, G. Russo, Grazia Dicuonzo, Matteo Palmaccio","doi":"10.1080/14778238.2023.2174909","DOIUrl":"https://doi.org/10.1080/14778238.2023.2174909","url":null,"abstract":"ABSTRACT The paper investigates the impact of digital technologies in the academic entrepreneurship by enhancing the creation of public value and engaging with stakeholders in all the stages of the entrepreneurial process. We analyse the university of Bari as a pilot case to show emerging digital technologies in the academic environment. The research question is answered through a single case study approach based on Yin’s prescriptions.The analysis consists in a single case study and includes semi-structured interviews with student representatives, the Rector, the General Director, the IT coordinator and the academic delegate for innovation. The paper is novel because describes the impact of digital technologies, as forms of knowledge, on the entrepreneurial process of a public academic institution with the creation of public value. We show how digital technologies enhance the creation of public value for the stakeholders of the University of Bari. The results of this research are relevant for academic institutions seeking to implement digitalisation processes in their ecosystem.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"54 1","pages":"943 - 956"},"PeriodicalIF":3.2,"publicationDate":"2023-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91271605","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-18DOI: 10.1080/14778238.2023.2169203
C. Prentice, S. Zeidan, Mai Nguyen
ABSTRACT In view of the mental health issues associated with the COVID-19 pandemic, this study draws on the theories of proactive coping and altruism to examine how knowledge sharing can be used to address employee performance and mental wellbeing. Emotional intelligence is modelled as a moderator in these relationships. Two studies were conducted in Australia and Vietnam to validate the proposed relationships. The results show that only knowledge donating has a positive effect on employee performance, whereas both types of knowledge sharing are significantly related to positive mental wellbeing. Emotional intelligence exerted significant moderation effects between knowledge donating and positive mental health in the case of Australia, and between collecting and performance in the Vietnam study. This study enriches knowledge sharing literature by integrating into position psychology. The findings have implications for practitioners to adopt a cost-effective means to address mental health and increase job performance.
{"title":"Want to feel better, share what you know","authors":"C. Prentice, S. Zeidan, Mai Nguyen","doi":"10.1080/14778238.2023.2169203","DOIUrl":"https://doi.org/10.1080/14778238.2023.2169203","url":null,"abstract":"ABSTRACT In view of the mental health issues associated with the COVID-19 pandemic, this study draws on the theories of proactive coping and altruism to examine how knowledge sharing can be used to address employee performance and mental wellbeing. Emotional intelligence is modelled as a moderator in these relationships. Two studies were conducted in Australia and Vietnam to validate the proposed relationships. The results show that only knowledge donating has a positive effect on employee performance, whereas both types of knowledge sharing are significantly related to positive mental wellbeing. Emotional intelligence exerted significant moderation effects between knowledge donating and positive mental health in the case of Australia, and between collecting and performance in the Vietnam study. This study enriches knowledge sharing literature by integrating into position psychology. The findings have implications for practitioners to adopt a cost-effective means to address mental health and increase job performance.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"1008 - 1019"},"PeriodicalIF":3.2,"publicationDate":"2023-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43343829","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-02DOI: 10.1080/14778238.2022.2144512
Ayush Gupta, Rajesh Kr Singh, Sachin S. Kamble, Ruchi Mishra
ABSTRACT Knowledge is an intangible asset that can increase employees’ and organisation’s effectiveness. Limited research has been done to upgrade existing knowledge management systems in the Industry 4.0 environment. Hence, this study identifies thirteen critical factors for developing a knowledge management system in Industry 4.0 environment. Interpretive Structural Modelling (ISM) is utilised to develop the structural relationships among these factors. Finally, fuzzy MICAMC is used to categorise the factors based on driving-dependence value. The results reveal the direct and indirect effects of these factors in developing a KM system in the digital age. Findings suggest that top management support, development of knowledge management strategy, knowledge friendly culture, creation and maintenance of digital infrastructure, and employees training are the major drivers for developing a KM system in Industry 4.0 environment. Organizations can use the proposed framework to prioritise their actions to develop a KM system in the Industry 4.0 environment.
{"title":"Knowledge management in industry 4.0 environment for sustainable competitive advantage: a strategic framework","authors":"Ayush Gupta, Rajesh Kr Singh, Sachin S. Kamble, Ruchi Mishra","doi":"10.1080/14778238.2022.2144512","DOIUrl":"https://doi.org/10.1080/14778238.2022.2144512","url":null,"abstract":"ABSTRACT Knowledge is an intangible asset that can increase employees’ and organisation’s effectiveness. Limited research has been done to upgrade existing knowledge management systems in the Industry 4.0 environment. Hence, this study identifies thirteen critical factors for developing a knowledge management system in Industry 4.0 environment. Interpretive Structural Modelling (ISM) is utilised to develop the structural relationships among these factors. Finally, fuzzy MICAMC is used to categorise the factors based on driving-dependence value. The results reveal the direct and indirect effects of these factors in developing a KM system in the digital age. Findings suggest that top management support, development of knowledge management strategy, knowledge friendly culture, creation and maintenance of digital infrastructure, and employees training are the major drivers for developing a KM system in Industry 4.0 environment. Organizations can use the proposed framework to prioritise their actions to develop a KM system in the Industry 4.0 environment.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"20 1","pages":"878 - 892"},"PeriodicalIF":3.2,"publicationDate":"2022-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42659891","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-02DOI: 10.1080/14778238.2022.2144511
G. Elia, A. Lerro, G. Schiuma
ABSTRACT Business model (BM) creation and development for Technological Start-ups (TSs) strongly grounds on knowledge assets. Despite such relevance, it emerges the paucity of research on BM within the knowledge-based research streams, and specifically for TSs that need a proper digital-enabled knowledge management system (KMS) to ensure the effective organisation of their knowledge assets. To investigate such issues, a study on the relationships between BM and knowledge assets grouped by the Intellectual Capital (IC) elements has been carried out by submitting a semi-structured questionnaire to a sample of 52 Italian TSs. Results show that both the foundation and innovation of BM rely mainly on human capital, followed by relational and structural capital. The study identifies also the trajectories that TSs follow to define their BM by leveraging their IC, and the enabling conditions. The paper ends with a discussion about how digital-enabled KMS can support the exploitation of IC for TSs.
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