Abstract:

Purpose – To introduce the 2007 annual special issue on knowledge-based development (KBD), from the perspective of the institutionalization of KBD as a field of study and practice, followed by an outline of the contents.
Design/methodology/approach – The approach is a discussion of the issues involved.

Findings – The consolidation of KBD and knowledge cities as a distinctive field of R&D, as well as professional practice, becomes apparent when considering structural elements such as affluents, issues, cases, sources, events, organizations and initiatives. This consolidation seems to underlie the progression of contributions through this special issue and prior ones on the same subject.

Originality/value – This special issue may contribute to raise new questions and stimulate further research into knowledge cities, regions and countries.

Article Type: Viewpoint

http://www.emeraldinsight.com/10.1108/13673270710819753

Abstract:

Purpose – The purpose of this paper is to assess the cultural influences on knowledge sharing behavior in project teams.

Design/methodology/approach – In this paper a simulation setting is used to assess the cultural influences on knowledge sharing. All intercultural simulations were part of an educational program, in intercultural management (MBA level) and of executive development programs respectively.

Findings – The findings in the paper show that different cultural backgrounds of team members due to different ethnicities, gender, national culture or functions create a context of cultural complexity, which might affect knowledge sharing in a negative way. The results of the simulations show that the different identities of team members have an important influence as they might trigger sentiments of negative stereotyping. The findings also reveal that knowledge sharing is only likely to occur if new project members are welcomed emotionally as valuable contributors to a common task.

Research limitations/implications – Given the exploratory nature of this paper, it suggests using the results as a starting ground for future empirical research. The propositions that were developed on the basis of the research may be tested in subsequent studies applying a different research methodology.

Practical implications – Based on the paper’s findings, recommendations for project management in situations of cultural complexity are developed.

Originality/value – The paper extends existing knowledge on cultural influences in knowledge sharing especially in the context of project teams.

Article Type: Research paper
http://www.emeraldinsight.com/10.1108/13673270710832226

Abstract:

Purpose – The purpose of this paper is to assess the cultural influences on knowledge sharing behavior in project teams.

Design/methodology/approach – In this paper a simulation setting is used to assess the cultural influences on knowledge sharing. All intercultural simulations were part of an educational program, in intercultural management (MBA level) and of executive development programs respectively.

Findings – The findings in the paper show that different cultural backgrounds of team members due to different ethnicities, gender, national culture or functions create a context of cultural complexity, which might affect knowledge sharing in a negative way. The results of the simulations show that the different identities of team members have an important influence as they might trigger sentiments of negative stereotyping. The findings also reveal that knowledge sharing is only likely to occur if new project members are welcomed emotionally as valuable contributors to a common task.

Research limitations/implications – Given the exploratory nature of this paper, it suggests using the results as a starting ground for future empirical research. The propositions that were developed on the basis of the research may be tested in subsequent studies applying a different research methodology.

Practical implications – Based on the paper’s findings, recommendations for project management in situations of cultural complexity are developed.

Originality/value – The paper extends existing knowledge on cultural influences in knowledge sharing especially in the context of project teams.

Article Type: Research paper
http://www.emeraldinsight.com/10.1108/13673270710832226

Abstract:

Purpose – The purpose of the paper is twofold: first, it develops a knowledge-based view of the development of networks in new venture settings and second, it provides a dynamic view of knowledge networks. That is, it aims to pay attention to the development and destruction of networks.

Design/methodology/approach – The paper follows a grounded theory approach to develop the model of dynamic knowledge networks. The interviewees came from the following backgrounds: university researchers engaged in entrepreneurial ventures; entrepreneurs that run spin-off companies; entrepreneurs in a university incubator or science park; incubator managers; university innovation managers; and innovation fund administrators.

Findings – The paper finds that the 3C model which is developed from qualitative findings has three core dimensions: knowledge exchange, knowledge structure and network dynamics that stretch across three key new venture phases: conceptualization, commercialization and cultivation. The paper also finds that entrepreneurs build networks because of their particular knowledge needs, once fulfilled these networks are destroyed and new networks are established. The 3C model therefore provides a dynamic perspective on knowledge networks.

Research limitations/implications – The paper shows that a grounded theory approach is limited by it generalisability. The paper has developed a detailed view of knowledge networks in a particular context. Therefore, future research could usefully apply this model to other settings. It would also be useful to conduct further exploratory research into the interimistic nature of knowledge networks.

Practical implications – The paper points to the importance of cross-boundary knowledge exchange. It needs to look beyond the boundary of a particular unit, such as a firm, to develop the understanding of the dynamics of knowledge management. Second, the context of the knowledge network becomes important managerially. The network has a purpose. It is knowledge-need driven and this purpose changes remarkably over time. Finally, the creative destruction of knowledge networks needs to be anticipated and managed.

Originality/value – The paper provides a knowledge-based perspective on entrepreneurial networks. The 3C-model, which is grounded in reliable data includes several stakeholders in an entrepreneurial network which is in itself valuable and original.

Article Type: Research paper
http://www.emeraldinsight.com/10.1108/13673270710832217

Abstract:

Purpose – The purpose of this paper is to determine the association between the strength of different types of ties with the sharing of different kinds of knowledge.

Design/methodology/approach – In this paper the association of ties with the sharing of different types of knowledge was measured by a specifically created and developed web survey that was made available to 22 units in the subject organization. Multiple Regression Quadratic Assignment Procedure (MRQAP) was used to examine the resulting data in order to address the following questions: first, is there a significant association between strength of business ties and the sharing of public knowledge? Second, is there a significant association between strength of social ties and the sharing of private knowledge?

Findings – Findings in this paper show that the strength of business relationships rather than the strength of social relationships contributed most significantly to the sharing of public and private knowledge in this organization. Specifically, the frequency of business interactions predicted the sharing of public non-codified knowledge, while the closeness of business relationships predicted the sharing of private non-codified knowledge and the sharing of public codified knowledge. Unexpectedly, neither business nor social ties predicted the sharing of private codified knowledge.

Research limitations/implications – The paper shows that one organization belonging to a certain type of business was studied, and these results might be more relevant in the setting of similar business organizations that have similarities in their contexts and profiles with this organization.

Practical implications – The results in this paper may assist organizations in rethinking the ways of approaching certain types of knowledge sharing in their strategic and infrastructural decisions and their application. Organizations might invest in promoting inter-unit exchanges and in creating meaningful social nets for more innovative products and better performance.

Originality/value – This paper makes a distinct contribution to the available body of research on how social networks in organizations operate in sharing knowledge. The paper provides answers to a number of research questions that have not been addressed thus far in the literature; this study also provides fresh insights into the investigation of patterns of association and prediction.

Article Type: Research paper
http://www.emeraldinsight.com/10.1108/13673270710832208

Abstract:

Purpose – The purpose of this paper is to show that separate sources of knowledge are identified, described and clearly defined as organizational intangible knowledge assets. These knowledge assets are referred to as knowledge capabilities (KCs). knowledge management (KM) is utilized to leverage these assets with a view to systematic improvement in the process of achieving increased firm performance.

Design/methodology/approach – In this paper knowledge capabilities are described in terms of their knowledge life cycle, tacit/implicit/explicit nature of knowledge, technology and organizational processes that encompass a firm’s human capital identified as knowledge workers.

Findings – The paper finds that five knowledge capability are presented and described as expertise, lessons learned, policies and procedures, data and knowledge documents.
Research limitations/implications – The paper shows that knowledge assets can be measured and improved in order to investigate causal relationships with identified measures of performance.

Practical implications – The paper shows that by explicitly describing these knowledge assets, the KM activities within organizations can more effectively leverage knowledge and improve performance.

Originality/value – The paper sees that by drawing from both resource based and organizational learning literature, a knowledge management framework is presented to describe distinctly separate sources of knowledge within organizations. These knowledge sources are constructed as knowledge capabilities that can allow the assessment of organizational knowledge assets.

Article Type: Research paper
http://www.emeraldinsight.com/10.1108/13673270710832190

Abstract:

Purpose – The purpose of this paper is twofold: to understand how recent developments in systems thinking and social construction can influence understanding of knowledge transfer (KT); and to propose a new systems-based knowledge transfer model.
Design/methodology/approach – The paper is a review of the literature on knowledge transfer, systems thinking and social construction leads to the proposal of a new KT paradigm.

Findings – The Dynamic Knowledge Transfer Capacity model (DKTC) found in this paper identifies the components required for social systems to generate, disseminate and use new knowledge to meet their needs. The model includes pre-existing conditions, (need and prior knowledge) and four categories of capacities (generative, disseminative, absorptive and adaptive/responsive) that social systems must possess for KT to take place.

Research limitations/implications – The paper shows that the DKTC model is particularly well suited to analyzing complex systems with multiple stakeholders as opposed to small-scale knowledge transfer systems. Empirical analysis in complex systems environments will help verify, enrich and generalize the model.

Practical implications – The paper sees that in an increasingly knowledge-based economy, the ability to base decisions on the latest knowledge is vital for the success of organizations. The capacity for effective and sustained exchange between a system’s stakeholders (researchers, government, practitioners, etc.); exchanges characterized by significant interactions reflected within the DKTC model, results in the appropriate use of the most recent discoveries in the decision making process.

Originality/value – The paper proposes a new knowledge transfer paradigm that views knowledge as a systemic, socially constructed, context-specific representation of reality. The proposed knowledge transfer model is in sharp contrast to past attempts, focusing attention on the capacities that must be present in organizations and social systems as a precondition for knowledge transfer to occur.

Article Type: Research paper
http://www.emeraldinsight.com/10.1108/13673270710832181

Abstract:

Purpose – The purpose of this paper is to show that knowledge management (KM) practitioners usually describe implementation in ideal and positive terms, such as making KM strategy happen, putting ideas into practice or turning embryonic KM strategies into reality. Research has been mainly confined to failures or mistakes in implementation.

Design/methodology/approach – This conceptual paper seeks to coalesce some of the scholarly contributions about implementation success and failure, by providing an overview and critical analysis of configurational theory as an alternative approach in research and thinking about KM implementation issues.

Findings – This paper reviews the dominant approaches to KM implementation. It looks at the past academic and business practice literature on KM and calls for a radical change in the way of thinking and studying KM implementation, which incorporates configuration and contextual theories.

Originality/value – This paper provides an understanding of implementation from a holistic perspective, which allows divergent paradigms and perspectives to co-exist, yet when able to recognise both strengths and limitations of each, it ultimately contributes to a more robust and coherent final analysis of KM implementation.

Article Type: Research paper
http://www.emeraldinsight.com/10.1108/13673270710832172

Abstract:

Purpose – The main purpose of this paper is to investigate the effects of knowledge management (KM) infrastructure and KM processes on the performance of KM practices.
Design/methodology/approach – The paper is based on personal interviews, data were collected from 83 managers from a single case study of a Global System for Mobile Communications (GSM) operator in Turkey.

Findings – The paper finds that hypotheses were tested using structural equation modeling. Test of hypotheses revealed that both KM processes and KM infrastructure positively and significantly influenced the performance of KM practices. These findings tend to corroborate our conceptual model and are also in line with the existing literature. KM infrastructure was found to be more significantly affecting KM performance than KM processes, indicating that the context and background of KM is more important than the application aspects of KM.

Research limitations/implications – The findings in this paper cannot be generalized due to the case study approach. It may not be claimed that both KM processes and KM infrastructure solely determine the performance of KM practices. Instead, there are many other factors that may influence KM performance, which are somewhat beyond the scope of this research.

Practical implications – The paper shows that the evaluation of KM performance is expected to increase the effectiveness, efficiency and adaptability of KM efforts so as to add more value to the overall performance of the organization.

Originality/value – In this paper there is little or no empirical evidence investigating the influence of KM infrastructure and KM processes on KM performance. This paper rectifies this imbalance by clarifying the link between KM infrastructure, processes and performance.

Article Type: Research paper
http://www.emeraldinsight.com/10.1108/13673270710832163

Abstract:

Purpose – The purpose of this paper is to identify the several key drivers for developing organizational KM capability and examining their relationships with KM performance. It shows that despite the active interest in managing organizational knowledge as a strategic resource, most organizations do not yet understand the challenges involved in implementing KM initiatives.

Design/methodology/approach – In the paper data was collected from a questionnaire survey of 66 Korean firms. The structural equation modeling technique called Partial Least Squares method was chosen for analyzing the research model.
Findings – The paper found that KM drivers such as learning orientation, KM system quality, reward, and KM team activity were significantly related to the organizational KM performance – knowledge quality and user knowledge satisfaction. The paper also found that a KM team activity and a reward system have significant effects upon other KM drivers. In addition, the KM stage of an organization was found to have a significant and positive effect on KM team activity.

Research limitations/implications – The paper shows that the sample consists of organizations from only one country, which reduces the generalizability of the results obtained. The paper also shows that the KM stage of the respondent organizations is skewed toward the low stage, which also reduces the representativeness of our sample.
Practical implications – The results of this paper are helpful for researchers to examine and identify the characteristics of KM that may enhance certain outcomes of KM. The paper also shows that a KM team can obtain some direction toward understanding and evaluating KM performance.

Originality/value – This paper identifies the key management drivers to improve KM performance.

Article Type: Research paper
http://www.emeraldinsight.com/10.1108/13673270710832154