scholarly journals Knowledge sharing is knowledge transfer: a misconception in the literature

2016 ◽  
Vol 20 (4) ◽  
pp. 653-670 ◽  
Author(s):  
Gangeswari Tangaraja ◽  
Roziah Mohd Rasdi ◽  
Bahaman Abu Samah ◽  
Maimunah Ismail
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Literature Review ◽  
Knowledge Sharing ◽  
Design Methodology ◽  
Relevant Literature ◽  
Extensive Literature ◽  
Content Type ◽  
Extensive Literature Review ◽  
Practical Implications

Purpose The paper aims to clearly differentiate knowledge sharing (KS) and knowledge transfer (KT) besides exemplifying their interconnections to minimize the current confusions in the knowledge management (KM) literature. Design/methodology/approach An extensive literature review method was used to analyse relevant literature on both KS and KT to clearly delineate their differences and their interconnections. Findings The paper found that KS is a subset of KT (using personalization strategy), whereas KT as a whole is a broader concept, if compared with KS. However, KS is not one of the immediate processes involved in KT (using codification strategy). The processes involved in KS and KT differ according to the strategy used (in KT) and perspective chosen (in KS). Other findings include KS (unidirectional) as reflective concept (viewed so far), whereas KS (bidirectional), KT (personalization) and KT (codification) as formative concepts. Research limitations/implications The findings of this paper were based on the review of selected relevant articles only. Practical Implications The paper will minimize the current confusions in the KM literature and will assist future researches on both KS and KT to ensure what these concepts entail to avoid construct underrepresentation. Originality/value As compared to previous attempts, the present paper has shown the interconnections between KS and KT, as well as the differences based on the two perspectives of KS (unidirectional/bidirectional) and the two strategies of KT (personalization/codification), and such effort is new in the literature.

Innovation capability: a systematic literature review

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrea Mendoza-Silva
Keyword(s):  
Design Methodology ◽  
Web Of Science ◽  
Relevant Literature ◽  
Extensive Literature ◽  
Innovation Capability ◽  
Firm Level ◽  
Content Type ◽  
Design And Implementation ◽  
Antecedents And Consequences ◽  
Practical Implications

PurposeInnovation is considered an important stage in the process of competitiveness of companies. While there is an extensive literature in the management and innovation field that shows the characteristics that enhance a firm's ability to innovate, there is still no consensus on its determinants and nature. This study aims to advance the understanding of innovation capability (IC) by conducting a systematic review of relevant literature at the firm level.Design/methodology/approachThe study reviews the literature by applying the categorization and contextualization of qualitative strategies. The study gathered 137 peer-reviewed papers from Scopus and Web of Science databases.FindingsThe papers were analysed and synthesized into an integrated framework that links IC with its internal and external determinants, and its consequences. In doing this, this study proposes directions for future investigations that might enlighten a better understanding of IC.Practical implicationsThe study provides elements that can be useful during the design and implementation of innovative initiatives in a firm.Originality/valueThe paper jointly examines in the same model the nature, antecedents and consequences of IC. In the same vein, the framework provides the little-researched links between those themes in the IC literature.

How to measure knowledge management: dimensions and model

VINE ◽  
2015 ◽  
Vol 45 (1) ◽  
pp. 107-125 ◽  
Author(s):  
Mariano García-Fernández
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Design Methodology ◽  
Present Model ◽  
Content Type ◽  
Proposed Model ◽  
The Creation ◽  
And Storage ◽  
Practical Implications

Purpose – The aims of this paper are: to identify the dimensions of knowledge management (KM), and to propose a model for KM that will be useful for future researchers in carrying out KM measurement. Design/methodology/approach – The paper is based on a literature review of theoretical and empirical contributions to KM. Findings – The results obtained show that the creation, transfer and storage, and implementation and use are dimensions of the concept of KM. On the basis of these dimensions, this study proposes a model integrating these dimensions and operationalizes it using selected items, so that future researchers may carry out measurements using the proposed model. Practical implications – The study implies that companies and researchers use a smaller time in theoretical checks and can devote to measurements which develop improvements. Originality/value – The present model differs from other, previous models in that it integrates various approaches to the study of KM.

Secrets and knowledge management strategy: the role of secrecy appropriation mechanisms in realizing value from firm innovations

2019 ◽  
Vol 23 (2) ◽  
pp. 297-312 ◽  
Author(s):  
David Hannah ◽  
Michael Parent ◽  
Leyland Pitt ◽  
Pierre Berthon
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Design Methodology ◽  
Organizational Dynamics ◽  
Extensive Literature ◽  
Negative Effects ◽  
Knowledge Management Strategy ◽  
Content Type ◽  
Practical Implications

PurposeThe purpose of this paper is to explore in depth the mechanisms that organizations use to keep their innovations secret. This paper examines how, when and why secrecy appropriation mechanisms (SAMs) can enable innovators to appropriate value from their innovations.Design/methodology/approachBuilding from an extensive literature review of innovation and secrecy, the paper presents a number of implications for theory and research in the form of testable propositions.FindingsThis conceptualization proposes that SAMs can have both positive and negative effects on a number of organizational dynamics. SAMs involve tradeoffs, and the key to understanding whether they create value to organizations lies in understanding that these tradeoffs exist and the nature of these tradeoffs.Practical implicationsWhile most managers recognize the importance of secrecy in innovations, many struggle with the practical challenges of doing so. The paper presents guidance for managers to overcome these challenges.Originality/valueThis paper adds to previous research that has identified secrecy as an important appropriation mechanism for firms by digging deeper into the details of SAMs and exploring their sources, characteristics and effects.

Three debates in organizational learning: what every manager should know

2015 ◽  
Vol 29 (3) ◽  
pp. 3-6 ◽  
Author(s):  
Nobin Thomas ◽  
Neharika Vohra
Keyword(s):  
Organizational Learning ◽  
Literature Review ◽  
Design Methodology ◽  
Reading Time ◽  
Extensive Literature ◽  
Content Type ◽  
Theoretical Perspectives ◽  
Basic Understanding ◽  
Pertinent Information ◽  
Practical Implications

Purpose – The present study aims to address three major debates in organizational learning, review past literature and pinpoint practical implications for managers. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Though theoretical contributions have enriched “organizational learning” literature for over five decades, there seems to be little consensus among scholars about its definition, methodology and theoretical perspectives. Little did anyone realize that the construct itself would become so encompassing that its merit of being understood gets overshadowed by the multitude of perspectives. For managers, it requires a basic understanding of these three debates to remain open to the organizational learning efforts in their organization. Originality/value – Based on an extensive literature review, the briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Defining project efficiency, effectiveness and efficacy

2017 ◽  
Vol 10 (3) ◽  
pp. 621-641 ◽  
Author(s):  
Youcef J.-T. Zidane ◽  
Nils O.E. Olsson
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Design Methodology ◽  
Extensive Literature ◽  
Management Journal ◽  
Content Type ◽  
Academic Literature ◽  
Management Literature ◽  
Google Books ◽  
Practical Implications

Purpose This paper studies how the concepts of efficiency, effectiveness and efficacy are used in project management literature. The concepts relate to the degree of success or failure of projects and the degree to which the results are achieved. The purpose of this paper is to review the use of the concepts of efficiency, efficacy and effectiveness in project management literature and among practitioners. Design/methodology/approach The study is based on an extensive literature review, initially from the International Journal of Managing Projects in Business. The first phase involved searching the words “efficiency”, “effectiveness” and “efficacy” in all articles of the journal, and then quantifying the results. This was followed by a qualitative search of the same articles with the aim of understanding how the terms “project efficiency”, “project efficacy” and “project effectiveness” are used. A further intensive literature review was then conducted in other literatures in the field of project management, including, but not limited to, International Journal of Project Management and Project Management Journal. Finally, the authors complemented the review by including theories from deep searches of Google Scholar and Google Books using the parameters “project efficiency”, “project effectiveness” and “project efficacy” and checked how the three concepts are used in other fields. Findings This research reveals there is wide diversity in interpretations of the three concepts among research scholars and practitioners, which makes it challenging to apply these three concepts appropriately and clearly. As a consequence, the authors propose a model for describing these concepts. Research limitations/implications This research is based on an academic and non-academic literature review. It identifies a number of inconsistencies in existing literature regarding the three concepts. Practical implications This review enriches understanding of project management. Clarifying the understanding of project efficiency, project effectiveness and project efficacy will help and support organisational improvement. A clear and aligned view of these concepts can also be a basis for measurements based on possible developed indicators. Originality/value This paper highlights the gap in the literature concerning the practical use and interpretation of the concepts “project efficiency”, “project effectiveness” and “project efficacy”.

Coaching to enhance self-regulated learning

2017 ◽  
Vol 25 (4) ◽  
pp. 3-6 ◽  
Author(s):  
Randall Paul Bandura ◽  
Paul Lyons
Keyword(s):  
Literature Review ◽  
Design Methodology ◽  
Employee Performance ◽  
Extensive Literature ◽  
Organizational Success ◽  
Content Type ◽  
Self Regulated Learning ◽  
Extensive Literature Review ◽  
Regulated Learning

Purpose This paper aims to express the value of manager/supervisor coaching with the intent of improving employee self-regulated learning (SRL). It examines the concept of SRL and its components; how SRL can assist employee performance and contribute to organizational success; and ways in which managers may intervene with employees via coaching to assist employees’ learning. Design/methodology/approach This discussion of SRL and coaching is based on an extensive literature review of recent research regarding SRL. Findings There are many practical opportunities for managers to enhance SRL of employees through coaching in the workplace. Originality/value There are many practical opportunities for managers to enhance SRL of employees through coaching in the workplace.

A model of mobile technologies acceptance for knowledge transfer by employees

2017 ◽  
Vol 21 (5) ◽  
pp. 1053-1076 ◽  
Author(s):  
Michal Kuciapski
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Conceptual Model ◽  
Mobile Devices ◽  
Mobile Technologies ◽  
Intention To Use ◽  
Content Type ◽  
Model Based ◽  
New Variables ◽  
Practical Implications

Purpose Although mobile devices are ubiquitous among employees, their awareness and readiness to use mobile technologies for competence development is still not widespread and therefore requires further exploration. The purpose of this study is to propose a conceptual model based on the unified theory of acceptance and use of technology (UTAUT) to explain the determinants that affect employees’ intention to use mobile devices and software for knowledge transfer during the process of knowledge management. Design/methodology/approach A conceptual model based on the UTAUT with new variables concerning relative usability (RU) and user autonomy (UA) and new connections between the determinants was developed as a result of a subject matter literature review. A structural equation modelling approach was used to validate the model on the basis of data collected via a survey collected from 371 employees from 21 sectors, both public and private. Findings The UTAUT model extended by new variables like RU and UA explains employee acceptance of mobile technologies for knowledge transfer reasonably well. New proposed variables highlighted that the usability of technology compared to other solutions and user autonomy in the selection and the use of applications have the strongest impact on the employees’ intention to use mobile devices and software for knowledge transfer. Research limitations/implications This model explains the 55 per cent behavioral intention of employees to use mobile technologies for knowledge transfer. Even though it is quite high in terms of acceptance theories, some new variables should be explored. Furthermore, study does not verify whether m-learning acceptance for knowledge transfer is sector-specific. Practical implications Mobile technologies used for knowledge transfer by employees should allow for high UA through their ability to select solutions that they find convenient, use of preferred platforms, personalize applications and utilize devices and software in various environments. They should not be simplified and should have the same functionality and efficiency of use as alternative solutions like web and desktop applications, even if additional effort to learn them would be required. Mobile technologies that take into account UA and RU support the process of employees capturing, distributing and effectively using knowledge. Originality/value The elaborated model provides a valuable solution with practical implications for increasing mobile technologies acceptance for knowledge transfer. The study results contribute both to knowledge management and technology acceptance research fields by introducing two new determinants for the acceptance of technologies in knowledge transfer, such as UA and RU with several additional connections between existing UTAUT variables.

Stairways to heaven: implementing social media in organizations

2013 ◽  
Vol 17 (5) ◽  
pp. 741-754 ◽  
Author(s):  
Moria Levy
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Empirical Study ◽  
Design Methodology ◽  
Applied Research ◽  
Service Marketing ◽  
Content Type ◽  
Four Levels ◽  
Functional Components ◽  
Practical Implications

Purpose – This paper is aimed at both researchers and organizations. For researchers, it seeks to provide a means for better analyzing the phenomenon of social media implementation in organizations as a knowledge management (KM) enabler. For organizations, it seeks to suggest a step-by-step architecture for practically implementing social media and benefiting from it in terms of KM. Design/methodology/approach – The research is an empirical study. A hypothesis was set; empirical evidence was collected (from 34 organizations). The data were analyzed both quantitatively and qualitatively, thereby forming the basis for the proposed architecture. Findings – Implementing social media in organizations is more than a yes/no question; findings show various levels of implementation in organizations: some implementing at all levels, while others implement only tools, functional components, or even only visibility. Research limitations/implications – Two main themes should be further tested: whether the suggested architecture actually yields faster/eased KM implementation compared to other techniques; and whether it can serve needs beyond the original scope (KM, Israel) as tested in this study (i.e. also for other regions and other needs – service, marketing and sales, etc.). Practical implications – Organizations can use the suggested four levels architecture as a guideline for implementing social media as part of their KM efforts. Originality/value – This paper is original and innovative. Previous studies describe the implementation of social media in terms of yes/no; this research explores the issue as a graded one, where organizations can and do implement social media step-by-step. The paper's value is twofold: it can serve as a foundational study for future researches, which can base their analysis on the suggested architecture of four levels of implementation. It also serves as applied research that will help organizations searching for social media implementation KM enablers.

A conceptual framework to address barriers to knowledge management in project-based organizations

2014 ◽  
Vol 7 (2/3) ◽  
pp. 98-119 ◽  
Author(s):  
Peyman Akhavan ◽  
Mohammad Reza Zahedi ◽  
Seyed Hosein Hosein
Keyword(s):  
Knowledge Management ◽  
Conceptual Framework ◽  
Design Methodology ◽  
Previous Literature ◽  
Content Type ◽  
Stepping Stone ◽  
Iranian Context ◽  
Level Of Importance ◽  
Practical Implications

Purpose – The purposes of this study are to identify, classify and prioritize knowledge management (KM) barriers in an Iranian project-based organization (PBO) and to present a conceptual framework for improving attitudes to KM in the Iranian context. Design/methodology/approach – After studying previous literature on the topic, initial barriers of KM in PBOs were extracted. Then, a list of barriers of KM in the aforementioned organizations was finalized by interviewing experts in KM. After that, the barriers were prioritized using a questionnaire. Finally, a conceptual framework for successfully tackling KM barriers was presented. Findings – In this article, barriers of KM in PBOs have been divided into five categories: individual, organizational, technological, contextual, and inter-project. Then a three-layered conceptual framework has been presented which describes how the barriers of KM in PBOs may be removed progressively. Practical implications – The prepared and prioritized list of barriers of KM in PBOs is a stepping stone and a guideline for managers in PBOs which will enable them to identify barriers of KM in their own organizations and resolve them and improve KM in their organizations. It also serves as a useful base for researchers to expand further research concerning barriers of KM in PBOs. Originality/value – This article is probably the first article which has identified barriers of KM via interviews and questionnaires carried out in 50 active PBOs which had a KM section. The article also presents a three-layered framework for lowering barriers of KM, which can be applied step by step after considering the level of importance of each one identified.

Existentialism and organizational behaviour

2012 ◽  
Vol 25 (3) ◽  
pp. 405-421 ◽  
Author(s):  
Robert J. Blomme ◽  
Kirsten Bornebroek‐Te Lintelo
Keyword(s):  
Literature Review ◽  
Complexity Theory ◽  
Design Methodology ◽  
Sense Making ◽  
Content Type ◽  
Organizational Behaviour ◽  
Important Input ◽  
Emergent Change ◽  
Organisational Behaviour ◽  
Practical Implications

PurposeThis article aims to develop a conception consisting of insights from complexity theory and additional notions from Weick's sense‐making theory and existentialism for examining organization behaviour.Design/methodology/approachThis paper carries out a literature review of Karl Weick's theory of sense‐making and some notions from existentialism to discuss the possible contributions to complexity theory and with this a further comprehension of organizational behaviour.FindingsFour existential conditions, namely death, freedom, existentialism and meaninglessness, give a further comprehension of Weick's concept of equivocality. Equivocality is an important input for organizing processes. The complexity of organizing processes is an object for examining organizational behaviour from a complexity scientific standpoint. The authors argue that the concept of equivocality and with this the states of equilibrium in an organization can be approached with examining the states of the mentioned four existential conditions.Practical implicationsAn important point of application for change managers in an organization is equivocality. The increase of equivocality will lead to a shift in the state of equilibrium in which new themes will emerge and corresponding organisational behaviour. The level of equivocality is due to the presence of existential fears. Hence, change managers should focus on existential themes and anxieties in an organization to advance emergent change.Originality/valueNew in this paper is the usage of notions from existentialism to elaborate Weick's conception of sense‐making. Also this paper discusses the possible contribution of this elaboration to research of organisational behaviour from the perspective of complexity theory.

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