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Abstracts and Conference Materials for the th 16 European Conference on Knowledge Management The University of Udine, Italy
3-4 September 2015
A conference managed by ACPI, UK
Abstracts of Papers Presented at the 16th European Conference on Knowledge Management ECKM 2015 The University of Udine Italy 3‐4 September 2015
Copyright The Authors, 2015. All Rights Reserved. No reproduction, copy or transmission may be made without written permission from the individual authors. Papers submitted to this conference have been double‐blind peer reviewed be‐ fore final acceptance to the conference. Initially, paper abstracts were read and selected by the conference panel for submission as possible papers for the con‐ ference. Many thanks to the reviewers who helped ensure the quality of the full papers. This Booklet of abstracts and other conference materials is provided to confer‐ ence participants for use at the conference. Conference Proceedings The Conference Proceedings is a book published with an ISBN and ISSN. The pro‐ ceedings have been submitted to a number of accreditation, citation and indexing bodies including Thomson ISI Web of Science and Elsevier Scopus for indexing. The Electronic version of the Conference Proceedings is available to download from DROPBOX. (http://tinyurl.com/ECKM15) Select Download and then Direct Download to access the Pdf file. Free download is available for conference par‐ ticipants for a period of 2 weeks after the conference. The Conference Proceedings for this year and previous years can be purchased from http://academic‐bookshop.com E‐Book ISBN: 978‐1‐910810‐47‐7 E‐Book ISSN: 2048‐8971 Book version ISBN: 978‐1‐910810‐46‐0 Book Version ISSN: 2048‐0968 CD Version ISBN: 978‐1‐910810‐48‐4 CD Version ISSN: 2048‐898X Published by Academic Conferences and Publishing International Limited Reading, UK 44‐118‐972‐4148 www.academic‐publishing.org
Contents Paper Title
Author(s)
Preface
vii
xvii
Committee
viii
xviii
Biographies
xi
xxiv
Research papers
1
A Learning Model in Selected Flood‐ Threatened Communities of South‐ Eastern Slovenia
Jernej Agrež and Nadja Damij
1
3
Assessing Knowledge Sharing in Sultan Qaboos University (SQU) Libraries for Enhanced Collaboration
Saud AlRashdi and Shyamala Srinivas
11
4
Knowledge Management and Emerging Collaborative Networks in Tourism Business Ecosystems
Salvatore Ammirato, Alberto Michele Felicetti, Marco Della Gala, Heli Aramo‐ Immonen and Jari Jussila
19
5
Intellectual Capital Elements and Organizational Performance of Russian Manufacturing Companies
Tatiana Andreeva and Tatiana Garanina
27
6
A Process of Generating Trade‐off Curves to Enable Set‐Based Concurrent Engineering
Zehra Canan Araci, Ahmed Al‐Ashaab and Maksim Maksimovic
37
7
Knowledge Management in Research Groups of Higher Education Institutions in Colombia
Óscar Arias and Jimmy Collazos
47
7
56
9
África Ariño and Iryna Meta‐Analysis of the Effect of Barodzich Alliance Social Structure Characteristics on Alliance Learning.
i
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Paper Title
Author(s)
The Customer Knowledge Management Lifecycle in PSS Value Networks: Towards Process Characterization
Samaneh Bagheri, Rob Kusters and Jos Trienekens
66
10
How Human Capital of University Professors Impacts Students: A Russian Case Study
Anna Bagirova, Oksana Shubat and Elena Scherbina
78
11
Motivations for Knowledge Sharing in Free Software Communities
Andrea Balle and Mírian Oliveira
86
12
Using an Intellectual Capital Statement to Deploy Knowledge Management for Organizational Development: An Example From an Austrian Chamber of Agriculture
Roland Bardy, Gerhard Pelzmann and Arthur Rubens
95
13
Knowledge Management Practices and Organizational Improvements in Brazilian State‐Controlled Companies
Fábio Batista and Carlos Quandt
105
14
Exploring the Impact of Organizational and Working Models, Incentives and Collaboration Strategies on Innovation Development in Online Communities of Practices
Cinzia Battistella Alessandro Annarelli and Fabio Nonino
112
15
Building an Ontology to Capitalize and Share Knowledge on Anonymization Techniques
Feten Ben Fredj, Nadira Lammari, Isabelle Comyn‐Wattiau
122
16
Students’ Experiential Knowledge Didiosky Benítez, Production in the Teaching‐Learning Frederik Questier and Process of Universities Dalgys Pérez
132
17
Leveraging Organizational Gianita Bleoju and Knowledge Vision Through Strategic Alexandru Capatina Intelligence Profiling: The Case of Romanian Software Industry
142
18
ii
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Paper Title
Author(s)
Emergent Versus Deliberate Knowledge Management Strategy: Literature Review and Case Study Analysis
Ettore Bolisani, Enrico Scarso and Malgorzata Zieba
153
19
Competence Brokering: An Efficient Tool to Provide R&D to SMEs in Rural Areas
Hans Olav Bråtå, Leif Estensen and Anandasivakumar Ekambaram
161
20
Knowledge Strategy: An Integrated Constantin Bratianu and Approach for Managing Uncertainty Ettore Bolisani
169
21
Beneath the Surface: Exploring the Role of Individuals Learning in the Emergence of Absorptive Capacity
Karl Joachim Breunig and Ieva Martinkenaite
178
22
Linking Knowledge Management Drivers to Innovation Performance: An Exploratory Study
Maria do Rosário Cabrita, Florinda Matos, Virgílio Cruz‐Machado
186
22
The art of Managing Organizational Knowledge and Performance: A Blank or Colorful Canvas?
Pieris Chourides, Lycourgos Hadjiphanis and Loukia Ch. Evripidou
196
23
Knowledge Creation and Diffusion in a Modern Industrial District
Annunziata de Felice and Isabella Martucci
205
24
Knowledge Management and Intellectual Capital in an Enterprise Information System
Souad Demigha
213
25
Knowledge Strategies in Organisations: A Case for the Barcamp Format
Sebastian Dennerlein, Robert Gutounig, Rene Kaiser, Carla Barreiros and Romana Rauter
222
26
Factors Affecting Effectiveness of Knowledge Management: A Case of Bosnia and Herzegovina Enterprises.
Mirela Kljajic‐Dervic and Roberto Biloslavo
231
27
iii
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Paper Title
Author(s)
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Knowledge Management of Angelo Di Iorio, Paolo Scholarly Products: Semantic Lancet Ciancarini, Andrea Project Giovanni Nuzzolese, Andrea Bagnacani, Silvio Peroni, Francesco Poggi and Fabio Vitali
241
27
Knowledge City Metaphors as Reflections of Community‐Driven Knowledge Creation and Learning Ideals
Tiit Elenurm
249
28
Strategic Approaches to Knowledge and Related Intangibles
Scott Erickson and Helen Rothberg
256
29
Collaboration, Learning, Innovation and Regional Development in Norway: The Systems Perspective
Leif Estensen, Anandasivakumar Ekambaram, Heidi Storrøsæter, Ida Kari Lysberg and Ane Caspara Hammer
264
30
The Mediator Role of Leadership in the Relationship Between Knowledge Management and the Relationship Between Employees
Vítor Ferreira, Lídia Espírito Santo and Pedro Espírito Santo
273
31
Main Research Topics in Knowledge Nora Fteimi and Franz Management: A Content Analysis of Lehner ECKM Publications
283
32
How Managing the Knowledge Reliability Improves the Results of a Reasoning Process
Emmanuelle Gaillard, Jean Lieber and Emmanuel Nauer
293
32
CAVIS Versus Canvas: Two Approaches Comparison
Tatiana Gavrilova and Artem Alsufyev
303
33
Knowledge Management and Risk Culture in the Banking Industry: Relations and Problems
Enrico Fioravante Geretto and Rubens Pauluzzo
313
34
iv
Paper Title
Author(s)
Impact of Knowledge Management Processes on the Creation of Innovations: Case Study
Ingrida Girnienė and Zenona Atkočiūnienė
321
35
Realising Value From Knowledge Assets: Empirical Study in Project Environment
Meliha Handzic, and Nermina Durmic
330
36
The Demise of Knowledge Management Executive Leadership: An Empirical Study of Leading Companies That Have Changed Their Knowledge Management Strategies
Harold Harlow
340
36
Share‐Review‐Practise Spiral Model (SRP) to Enhance Postgraduate Students’ Cognitive Skills
Atichart Harncharnchai and Teeraporn Saeheaw
349
37
From Research to a Web‐Based Interactive Tool: Knowledge Transfer Within Social Services Organizations
Nathalie Houlfort, Julie Descheneaux, Préscilla Labelle, Caroline Marion, Mathieu‐Joël Gervais and Benoit Martel
359
38
Sustainability to Improve Barbara Iannone Knowledge Values and Intangible Capital: A Case Study in Wine Sector
367
39
Designed to Fail? Challenges in Sharing Engineering Knowledge Across a Global Company
Aleksandra Irnazarow and Peter Heisig
375
40
An Agile Approach for Designing Marketing Activities
Monica Izvercianu, Miclea Șerban, Potra Sabina and Ivașcu Larisa
383
41
Extending the Organizational Learning Process in Order to Enable Innovative Ideas
Alexander Kaiser, Florian Kragulj, Thomas Grisold and Roman Walser
391
42
v
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Paper Title
Author(s)
Taxonomy Transfer: Adapting a Knowledge Representing Resource to new Domains and Tasks
Laura Kassner and Cornelia Kiefer
399
43
Sharing Scientific Knowledge Through Telling Stories and Digital Storytelling
Marcela Katuščáková
408
43
Learning orientation, market orientation and organizational performance: The mediating effect of absorptive capacity
Radwan Kharabsheh, Waed Ensour and Pavel Bogolybov
416
44
Knowledge Management Practices, Intellectual Capital and Firm Performance: Empirical Evidence From Chinese Companies
Aino Kianto, Liu Gang and Rongbin Lee
424
45
Knowledge Flows and Banks’ Resilience: The Case of Poland
Monika Klimontowicz
432
46
Coaching as a way to Unleash Access to One's own Knowledge: Is it the Same in Every Culture?
Jaroslava Kubátová
442
47
Knowledge Management in the Public Broadcast Industry: A Case Study
Lutz Lemmer
450
48
Storytelling as a Knowledge Strategy in Higher Education Institutions
Ramona ‐ Diana Leon and Elena – Mădălina Vătămănescu
458
49
Intangibles as Source of Effective Returns in the Iberian Stock Exchange Markets
Ilídio Tomás Lopes and Maria Manuela Martins
468
50
Transfer and Knowledge Management in Very Small and Micro Businesses: Developing a Website in Collaboration With and for Flexible Floor Layers
Monique Lortie, Idriss Kefi and Steve Vezeau
477
51
vi
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Paper Title
Author(s)
Leadership Behavior, Perceived Organizational Support, Knowledge Sharing Intensity, and Knowledge Satisfaction: Study on the Headquarters of 3 State‐Owned Enterprises That Implement Knowledge Management
Paul Lumbantobing, Ernie Tisnawati Sule, Jann Hidajat Tjakraat‐ madja, Yunizar, Juli Pur‐ wanti
474
52
Intellectual Capital and Profitability: Maria Manuela Martins A Firm Value Approach in the and Ilídio Tomás Lopes European Companies
496
53
The Relationship Between Knowledge Acquisition on International Assignments and Career Development: An Exploratory Study With Portuguese Repatriates
Dora Martins and Eduardo Tomé
504
54
Comparative Analysis on Country Reputation Through Patterns of Intellectual Capital: The Case Portugal Versus Romania
Florinda Matos, Válter Vairinhos, Alexandru Capatina, Gianita Bleoju and Maria do Rosário Cabrita
514
55
Using Process Ontologies to Contextualize Recommender Systems in Engineering Projects for Knowledge Access Improvement
Mahsa Mehrpoor, Jon Atle Gulla, Dirk Ahlers, Kjetil Kristensen, Soroush Ghodrat and Ole Ivar Sivertsen
524
56
Computer‐Modelling the Innovation‐Based Theory of the Firm
Robert Mellor
532
57
Strategies for Fostering Knowledge Management Programs in Public Organizations
Hugo Mitre‐Hernández, Arturo Mora‐Soto, Héctor Pérez López‐ Portillo and Carlos Lara‐ Alvarez
540
58
vii
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Paper Title
Author(s)
Evaluating the Influence of Social Factors on Knowledge‐Sharing Practices During Systems Migration in the Sugar Milling Industry of Swaziland
Peter Mkhize
548
59
A Systemic Approach to Knowledge Management: Evidence From the Czech Republic
Ludmila Mládková
556
59
Strategic Analysis of Intellectual Capital Through External indicators and Applied to Spanish Companies
Domingo Nevado‐Peña, Víctor‐Raúl López‐Ruiz and Jose‐Luis Alfaro‐ Navarro
563
60
Knowledge Management in Auditing: A Case Study in Vietnam
Loan Nguyen, Katsuhiro Umemoto,Youji Kohdaand John Blake
571
61
Intra‐ Organizational Knowledge Transfer in the SME Lending Process: A Study of Commercial Banks in Kenya
Lilian Ollows and Andrea Moro
578
62
The Role of Student’s Satisfaction on the Strategy of a University
Corina Pelau
585
63
Knowledge‐Based Partnerships Between and Within Lithuanian Health and Science Policy Stakeholders’ Organisations
Birute Pitrenaite‐ Zileniene and Birute Mikulskiene
593
64
Modelling Evolution of Institutional Invention Cycle
Evgeny Popov and Maxim Vlasov
603
65
Managing Managers Knowledge for Universities Performance Improvement: Empirical Evidence on the Italian Context
Pina Puntillo and Stefania Veltri
612
65
viii
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Paper Title
Author(s)
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Solving the Jigsaw Puzzle of Product Meenalochani Rajnish Transition: A Case Study in and Sathiswaran Knowledge Management Thiruvenkadam
621
66
Corporate Social Responsibility Knowledge in Higher Education Students in Portugal
Raquel Reis, Moritz von Schwedler and Sandra Gomes
628
67
Actors Creating Institutional Niches for Agile Innovation Networks: An Exploratory Study
Francesca Ricciardi, Silvia Cantele, Silvia Vernizzi and Bettina Campedelli
635
68
How to Engage Stakeholder Knowledge in Decision‐Making: A Case Study From the Non‐Profit Sector
Gina Rossi, Andrea Garlatti and Chiara Leardini
642
69
Using big Data in the Supply Chain Context: Opportunities and Challenges
Ivan Russo, Ilenia Confente and Antonio Borghesi
649
70
Knowledge Management Practices in Nonprofit Organizations: Evidence From Human Service Sector
Daria Sarti and Teresina Torre
657
71
Mutualism and Knowledge Sharing in an age of Advanced Artificial Intelligence
Thomas Schalow
665
72
Digital Business Transformation in the Context of Knowledge Management
Christian‐Andreas Schumann and Claudia Tittmann
671
73
Entrepreneurial Learning Dynamics for Technology Driven Entrepreneurship: An Integrative Framework
Giustina Secundo, Pasquale Del Vecchio, Giovanni Schiuma, Giuseppina Passiante
676
74
ix
Paper Title
Author(s)
Intellectual Capital in Academic Entrepreneurship: Moving Beyond Measurement
Giustina Secundo, Giuseppina Passiante, Florinda Matos and Maria do Rosário Cabrita
684
75
Make Organisational Life Work
Peter Sharp
692
76
Knowledge Management in Small Software Organisations: A South African Perspective
Mzwandile Muzi Shongwe
702
76
A Model of Knowledge‐Based Human Resource Management
Shahla Sohrabi and Mirali Seyed Naghavi
709
77
Design of Metrics for e‐Word‐of‐ Mouth Evaluation From Unstructured Data for Banking Sector
Lucie Šperková and Petr Škola
717
78
Inter‐Organizational Knowledge Sharing in Incubated Companies: Reality or Myth?
Mário Oscar Steffen and Mírian Oliveira
726
79
KM & Open Innovation: The Expected Evolution of Innovation in the Case of Romania
Marta Christina Suciu and Cristina Andreea Florea
734
80
The Teachers’ Perspective on School Leadership for ICT
Ann Svensson
742
81
Project and Knowledge Strategies: Examination of Cultural Influences
Lajos Szabó and Anikó Csepregi
749
81
Case for Comprehensive Web‐ Presence Digital‐Footprint Education (for K‐12 Learners)
Robert Thompson
759
82
Development of Corporate Knowledge Management Under Condi‐tions of Cyclic Dynamics
Elena Tkachenko, Elena Rogova and Sergey Bodrunov
765
83
Queen Elizabeth II and Knowledge Management
Eduardo Tomé
774
84
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Paper Title
Author(s)
Contextualizing Knowledge Sharing Strategy: The Case of an International Organization in the area of Development assistance
Thierno Tounkara and Pierre‐Emmanuel Arduin
780
85
Analyzing Business Model and Intellectual Capital Components
Anna Ujwary‐Gil
790
85
Customer Knowledge and Service Innovation in Hospitality Industries to Respond to International Customer Needs
Jiro Usugami
797
86
Does a Higher Knowledge Management Maturity Lead to More Innovation and Corporate Success? An Empirical Investigation
Ute Vanini and Saskia Bochert
804
87
The Impact of Strategy Visualization: Evidence From a Field Experiment
Marco Vedovato
812
87
IT Service Quality Model: Evaluation Filip Vencovský and of Quality in use Lucie Šperková
821
88
Academic Knowledge Vs Enterpreneurship: The Spin off way
Walter Vesperi, Rocco Reina and Teresa Gentile
828
89
Knowledge Creation in State‐ Owned Enterprises: Evidence From a Russian Case
Maxim Vlasov and Svetlana Panikarova
837
91
Knowledge Visualization for Strategic Change: Mapping Knowledge for Discovering Business Renewal
Filippo Zanin and Carlo Bagnoli
843
91
Outlining Goals for Discovering new Knowledge and Computerised Tracing of Emerging Meanings
Igor Zatsman and Nadezhda Buntman
851
92
xi
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Paper Title
Author(s)
Application of Preventive Practices of Musculoskeletal Disorders by Nurses: A Knowledge Transfer Approach
Saliha Ziam, Éléna Laroche, Sawsen Lakhal, Marie Alderson, Yanik Simard
861
93
PHD Research Papers
867
95
How Organisational Factors Impact Intentionally Established Communities of Practice: A Qualitative Case Study in a Saudi Arabian Global Business Company
Abobakr Aljuwaiber
869
97
A Framework for Knowledge Sharing, Firm Innovation Capability and Competitive Advantage in the U.A.E
AlShaima AlTaleb
879
97
Empirical Analysis of Factors Influencing Knowledge Sharing Facilities and Barriers in Indian SMEs: A Comparative Case Study
Amitabh Anand and Isabelle Walsh
887
98
Service Employees use of a Social Intranet for Tacit Knowledge Externalisation
Vanessa Bachmaier
896
99
Action Inquiry for Investigating Knowledge Management Within Social Welfare Partnerships
Vipin Chauhan, Gillian Ragsdell and Wendy Olphert
905
100
Factors Affecting Employees’ Knowledge‐Sharing Behaviour in the Virtual Organisation (ECKM 2015)
Hao‐Fan Chumg, Louise Cooke and Jonathan Seaton
913
101
Before Knowledge Management: Quality Expectations in Volunteer Translation
Tabea De Wille, Chris Exton and Reinhard Schäler
920
102
Human Capital’s Explicitation Conceptual Framework
Belkacem Iskhar and Latifa Mahdaoui
929
103
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Paper Title
Author(s)
Understanding the Signaling Information of Incentive Programs
Jouni Laitinen and Dai Senoo
938
104
A Comparison of Integration Models for Professionals With Different Skills in HealthCare
Gianluca Lanza
945
105
A Topography of Knowledge Suzi Muchmore, Gillian Transfer and low Carbon Innovation Ragsdell, and Kathryn Walsh
953
106
Public and Private Investments in Increasing Competitiveness: Case Study for Machinery Industry
Simona Pichová
961
107
The Impact of Public Knowledge Investments on Enterprises’ Competitiveness: Electronics Industry Case
Viktor Prokop
968
108
Knowledge Management in Whole Life Costing: A UK Case Study Findings
Ndibarafinia Tobin and Simon Burnett
976
109
Exploring the CEOs’ Performance Cognitions
Timo‐Pekka Uotila
983
110
Work In Progress Papers
991
111
Open Science Gallery: Successful Group Interactions Across Transdisciplinary Boundaries
Nicole Bittel, Willi Bernhard, Marco Bettoni and Victoria Mirata
993
113
Knowledge Risk Assessments
Boštjan Delak and Nadja Damij
998
113
The Role of Customer Knowledge in Service Co‐Production Throughout the IS/IT Service LifeCycle
Laleh Kasraian, David Sammon and Audrey Grace
1005
114
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Paper Title
Author(s)
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Dealing With Knowledge Management to Build a Safer Health Care
Ane Linden, Claudia Bitencourt, Vilmar Tondolo, Mário Romão and Jorge Gomes
1008
115
Knowledge Management in the Context of Developing Countries: The Case of Chile
Gregorio Perez Arrau
1012
116
Accelerating the Implementation of Knowledge Management Systems in Organizations
Daniela Robu, John Lazar and Barbara Brady‐Fryer
1017
117
What do we Know? Building a Knowledge Concept map
Philip Sisson and Julie Ryan
1028
118
Master’s Research Paper
1035
121
Using Augmented Reality in Manufacturing Firms and its Impacts on Knowledge Transfer
Karam Haddad and David Baglee
1037
123
Abstracts only
125
Organizational Tacit Knowledge Sharing; The use of Social Media Communication Technologies at Global Technology Vendor Dell to Create, Share and Archive Tacit Knowledge
Konstanze Alex‐Brown
127
A Cascade Approach to Capability Andrew Lambe, Joanne Building in the NHS; Sharing Lessons Loughlin‐Ridley, Fiona Learnt Anthoney and Polly Pascoe
128
KM Strategy for Capability Building Within A Healthcare Context: Sharing Lessons Learnt
129
Joanne Loughlin‐Ridley, Andrew Lambe, Polly Pascoe and Fiona Anthoney
xiv
Paper Title
Author(s)
Cultural Barriers to Knowledge Sharing in the NHS In England, Finding Solutions
Polly Pascoe, Joanne Loughlin‐Ridley, Andrew Lambe and Fiona Anthoney
130
Examining Pre‐Colonial Indigenous Knowledge Management Systems Philosophies for Legally Protecting TMK
Mampolokeng Mary‐ Elizabeth Monyakane
131
'JPL Tube' Pioneers Searchable Video Capture
David Oberhettinger
132
Reconstructing the Aggregation of Individual Behavior in Organizations; A Qualitative Empirical Study from the Field of Knowledge Management
Matthias Georg Will and Julia Mueller
133
Competition Abstracts
135
Road Map to Growth and Exit: Jumpstarting Growth with IC
Mary Adams
137
Innovative Contribution to Organ‐ isational Knowledge Management Strategy: A Team Action Learning Initiative
Ghosia Ahmed, Gillian Ragsdell, Wendy Ol‐ phert, Mike Colechin
138
Improving Knowledge Sharing Prac‐ tices Through Team Empowerment: A Knowledge Management Initia‐ tive: Knowledge Management within Dubai Police Force
Ibrahim Ahmad Al Marri Seba
139
Knowledge Repository: Ipea´s Knowledge Repository
Fábio Ferreira Batista
140
Mass Collaborative Knowledge Processing on the Semantic Web
Chaolemen Borjigen
141
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Author(s)
My Knowledge: The academic side of corporate knowledge manage‐ ment: The case of My Knowledge.
Evangelia Siachou
141
Lessons learnt from nearly two hundred cases of KM journeys by Hong Kong and Asian enterprises
Eric Tsui
142
Participatory Planning, Monitoring Alberto Un Jan & Evaluation Course: Critical Reflec‐ tion about Knowledge Management in a Participatory Planning, Moni‐ toring & Evaluation Course
143
The Germany ICS initiative: Experi‐ ences from more than 10 years of ICS – made in Germany:
Sven Wuscher
144
Paper Citations
145
Google Scholar
The Importance of Paper citations and Google Scholar
147
Jotter Page
Blank Paper for notes
xvi
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Preface These proceedings represent the work of researchers presenting at the 16th European Conference on Knowledge Management (ECKM 2015). We are de‐ lighted to be hosting ECKM at the University of Udine, Italy on the 3‐4 September 2015. The conference will be opened with a keynote from Dr Madelyn Blair from Pelerei Inc., USA on the topic “The Role of KM in Building Resilience”. On the afternoon of the first day Dr Daniela Santarelli, from Lundbeck, Italy will deliver a second key‐ note speech. The second day will be opened by Dr John Dumay from Macquarie University, Sydney, Australia. ECKM is an established platform for academics concerned with current research and for those from the wider community involved in Knowledge Management to present their findings and ideas to peers from the KM and associated fields. ECKM is also a valuable opportunity for face to face interaction with colleagues from similar areas of interests. The conference has a well‐established history of helping attendees advance their understanding of how people, organisations, regions and even countries generate and exploit knowledge to achieve a competitive advan‐ tage, and drive their innovations forward. The range of issues and mix of ap‐ proaches followed will ensure an interesting two days. 260 abstracts were initially received for this conference. However, the academic rigor of ECKM means that, after the double blind peer review process there are 102 academic papers, 15 PhD research papers, 1 Masters research papers and 7 Work in Progress papers published in these Conference Proceedings. These papers reflect the continuing interest and diversity in the field of Knowl‐ edge Management, and they represent truly global research from many different countries, including Algeria, Austria, Bosnia and Herzegovina, Brazil, Canada, Chile, Colombia, Cuba, Cyprus, Czech Republic, Estonia, Finland, France, France, Germany, Hungary, India, Indonesia, Iran, Ireland, Italy, Japan, Jordan, Kenya, Lithuania, Mexico, Nigeria, Norway, Pakistan, Poland, Portugal, Romania, Russia, Slovakia, Slovenia, South Africa, Spain, Sri Lanka, Sultanate of Oman, Sweden, Switzerland, Thailand, The Netherlands, UK, United Arab Emirates, USA and Vene‐ zuela. We hope that you have an enjoyable conference. Maurizzio Massaro and Andrea Garlatti The University of Udine, Italy September 2015
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Conference Committee Conference Executives Dr Andrea Garlatti, Udine University, Italy Dr Maurizio Massaro, Udine University, Italy Prof Stefano Miani, Udine University, Italy Prof Andrea Moretti, Udine University, Italy Mini track chairs: Dr Carlo Bagnoli, Ca’ Foscari University of Venice, Italy Dr. Ciara Heavin, University College Cork, Ireland Dr Sandra Moffett, University of Ulster, Northern Ireland, UK Prof.Dr. Constantin Bratianu, Bucharest University of Economic Studies, Romania Prof.Dr. Ettore Bolisani, DTG – University of Padova, Italy Dr Irina Neaga, Plymouth University, United Kingdom Prof. Marta‐Christina Suciu, Bucharest University of Economic Studies, Romania Prof Luca Anselmi, University of Pisa, Italy The conference programme committee consists of key individuals from countries around the world working and researching in the Knowledge Management and IS community. The following have confirmed their participation: Mahmoud Abdelrahman (Manchester Business School, UK); Dr. Mohd Syazwan Abdullah (Universiti Utara Malaysia, Malaysia); Prof. Rute Abreu (Guarda Poly‐ technc Institute, Portugal); Habib Abubakar (African Development Bank Group, Tunisia); Dr. Bulent Acma (Anadolu University, Turkey); Dr. Ali Alawneh (Philadel‐ phia University, Jordan); Dr. Abdallah Al‐Shawabkeh (University of Greenwich, UK); Prof. Dr. Eckhard Ammann (Reutlingen University, Germany); Albena An‐ tonova (Sofia University, Bulgaria); Dr. Nekane Aramburu (University Of Deusto, San Sebastian, Spain); Pierre‐Emmanuel Arduin (Universit Paris‐Dauphine, France); Dr. Derek Asoh ("Ministry of Government Services, Ontario, Canada); Dr Carlo Bagnoli, (Ca’ Foscari University of Venice, Italy , Italy); Dr Tabarak Ballal (The University of Reading, UK); Dr. Joan Ballantine (University of Ulster, UK); Dr. Pierre Barbaroux (French Air Force Academy / Research Center of the French Air Force, France); Dr Fabio Batista (Catholic University of Brasilia, Brazil, Brazil); Prof. Dr. Aurelie Aurilla Bechina Arnzten (College University of Bruskerud, Norway); Prof. Julie Béliveau (University of Sherbrooke, Canada); Dr. David Benmahdi (Université Paris 8, France); Ass Prof. Maumita Bhattacharya (Charles Sturt University, Albery, Australia); Prof. Dr. Markus Bick (ESCP Europe Wirtschaftshochschule Berlin, Ger‐ many); Heather Bircham‐Connolly (University of Waikato, Hamilton, New Zea‐ land); Dr. Claudia Bitencourt (Universidade do Vale do Rio dos Sinos , Brazil); xviii
Nicole Bittel (Swiss Distance University of Applied Sciences, Switzerland); Pavel Bogolyubov (Lancaster University Management School, Dpt. of Management Learning and Leadership, UK); Prof. Karsten Böhm (University of Applied Sciences, Kufstein, Austria); Dr. Ettore Bolisani (University of Padua, Vicenza, Italy); Prof. Ionel Bostan (University of Iasi, Faculty of Economics, Romania); Prof. Constantin Bratianu (Bucharest University of Economic Studies, Bucharest, Romania, Roma‐ nia); Dr. Antonio Juan Briones (Universidad Politécnica de Cartagena, Spain); Prof. Elisabeth Brito (University of Aveiro, ESTGA, Portugal); Dr. Sheryl Buckley (Unisa, South Africa); Prof Maria Cabrita (FCT/UNL, Portugal); Dr. Dagmar Caganova (Slo‐ vak University of Technology Faculty of Materials Science and Technology, Slova‐ kia); Prof. Leonor Cardoso (University of Coimbra, Portugal); Prof. Sven Carlsson (School of Economics and Management, Lund University, Sweden); Dr. Gabriel Cepeda Carrion (Universidad de Sevilla, Spain); Dr. Juan‐Gabriel Cegarra‐Navarro (Universidad Politécnica de Cartagena, Spain); Satyadhyan Chickerur (B V Bhoomaraddi College of Engineering and Technology, Hubli, India); Ana Maria Correia (Universidade Nova de Lisboa, Portugal); Dr. Bruce Cronin (University of Greenwich Business School, UK); Anikó Csepregi (University of Pannonia, Depart‐ ment of Management, Hungary); Roberta Cuel (University Of Trento – Faculty Of Economics, Italy); Prof Marina Dabic (Nottingham Trent University, UK); Dr. Farhad Daneshgar (University of New South Wales, Australia); Dr. Ben Daniel (University of Saskatchewan, Saskatoon, Canada); Prof. Monica De Carolis (Uni‐ versity of Calabria, Italy); Prof. Annunziata De Felice (University of Bari, Italy); Dr. John Deary (Independent Consultant, UK, Italy & Dubai); Dr. Paulette DeGard (The Boeing Company, Seattle, USA); Dr. Izabela Dembinska (University of Szczecin, Poland); Dr Souad Demigha (Univ Paris 1 Sorbonne And Univ Paris 11 Orsay, France); Dr. Charles Despres (Conservatoire des Arts et Metiers, Paris, France); Dr. Mihaela Diaconu ("Gheorghe Asachi" Technical University, Romania); Zeta Dooly (Waterford Institute of Technology , Ireland); Dr. Yan Qing Duan (Luton Business School, University of Luton, UK); Nasser Easa (University of Stirling, Scotland, UK); Sally Eaves (Sheffield Hallam University, UK); Prof. John Edwards (Aston Business School, UK); Dr. Anandasivakumar Ekambaram (SINTEF, Norway); Dr. Jamal El Den (Charles Darwin University, Australia); Dr. Steve Eldridge (Manchester Business School, , UK); Isaac Enakimio (University of Greenwich/Kent and Medway Health Informatics, USA); Dr. Scott Erickson (Ithaca University, USA); Mercy Escalante (Sao Paulo University, Brazil); Dr. Mansour Esmaeil Zaei (Panjab University, India); Dr Iancu Eugenia (Stefan cel Mare University, Romania); Nima Fallah (University of Strasbourg, France); Dr. Doron Faran (Ort Braude College, Israel); Dr. Péter Fehér (Corvinus University of Budapest, Hungary); Dr Vitor Ferreira (Polytechnic Insti‐ tute of Leiria, Portugal); Pedro Ferreira (Lusiada University, Portugal); Prof. Elisa Figueiredo (Guarda Polytechnic Institute, Portugal); Dr. Silvia Florea (Lucian Blaga University of Sibiu, Romania); Dr Terrill Frantz ( Peking Univerisity HSBC Business xix
School, China); Dr. Andras Gabor (Budapest University of Economic Sciences and Public Administration, Hungary); Brendan Galbraith (University of Ulster, UK); Dr Andrea Garlatti (Udine University, Italy , Italy); Ass Prof. Balan George (German‐ Romanian University, Romania); Elli Georgiadou (Middlesex University, UK); Dr. Lilia Georgieva (Heriot‐Watt University, UK); Prof. Secundo Giustina (University of Salento, Italy); Dr. Andrew Goh (International Management Journals, Singapore); Gerald Guan Gan Goh (Multimedia University, Melaka, Malaysia); Dr. Miguel Gon‐ zalez‐Loureiro (University of Vigo, Spain); Dr. Loganathan Narayansamy Govender (University of Kwazulu‐Natal, South Africa); Francesca Grippa (Scuola Superiore ISUFI, University of Salento, Italy); Norbert Gronau (University of Potsdam, Ger‐ many); David Gurteen (Gurteen Associates, UK); Dr. Leila Halawi (Embry‐Riddle Aeronautical University, USA); Linda Cathrine Hald (NTNU, Norway); Dr. Matthew Hall (Aston Business School, UK); Prof. Meliha Handzic (International Burch Uni‐ versity , Bosnia and Herzegovina); Dr. Harold Harlow (Wingate Univeristy, USA); Dr. Mahmoud Hassanin (Pharos University,Alexandria, Eygpt); Dr. Liliana Hawrysz (Opole Univarsity of Technology, Poland); Prof. Igor Hawryszkiewycz (University of Technology, Sydney, Australia); Dr. Ciara Heavin (University college cork, UK); Dr. Peter Heisig (Leeds University Business School, UK); Dr Nina Helander (University of Vaasa, Finland); Dr. Ali Hessami (Vega Systems Ltd., UK); Dr. Eli Hustad (Univer‐ sity of Agder, Norway); Fahmi Ibrahim (Glasgow Caledonian University, UK); Dr. Thomas Jackson (Loughborough University, UK); Dr. Harri Jalonen (Turku Univer‐ sity of Applied Sciences, Finland); Prof. Brigita Janiunaite (Kaunas University of Tehnology, Lithuania); Dr. Daniel Jimenez (Universidad de Murcia, Spain); Prof. Palimra Juceviciene (Kaunas University of Technology , Lithuania); Prof. Robertas Jucevicius (Kaunas University of Technology , Lithuania); Dr. Magdalena Jurczyk‐ Bunkowska (Opole University of Technology, Poland); Selvi Kannan (Victoria Uni‐ versity, Melbourne, Australia); Dr. Silva Karkoulian (Lebanese American University Beirut Campus, Lebanon); Dr. Sarinder Kaur Kashmir Singh (University Malaya, Malaysia); Eden Kassa (George Mason University, United States); PhD Hys Katarzyna (Opole University of Technology, Poland); Dr. Marcela Katuščáková (University of Žilina, Slovakia); Prof. Dr. Turksel Kaya Bensghir (TODAIE‐Public Ad‐ ministration Institute for Turkey and the Middle East, Turkey); Dr. Radwan Khar‐ absheh (Hashemite University Jordan, Jordan); Dr. Prof. Aino Kianto (Lappeen‐ ranta University of Technology, Finland); Monika Klimontowicz (University of Eco‐ nomics in Katowice, Poland); Ute Klotz (Lucerne University of Applied Sciences and Arts, Switzerland); Dr. Andrew Kok (Western Cape Government, South Africa); Ass.Prof.Dr. Jaroslava Kubatova (Palacky University, Czech Republic); Dr. Bee Theng Lau (Swinburne University of Technology, Australia); Prof Carmem Leal (Universidade de Tr s‐os‐Montes e Alto Douro (UTAD), Portugal); Rongbin W.B Lee (The HongKong Polytechnic University, Hong Kong); Prof. Dr. Franz Lehner (Uni‐ versity of Passau, Germany); Jeanette Lemmergaard (University of Southern xx
Denmark, Denmark); Dr. Ramona‐Diana Leon (National School of Political Science and Public Administration, Romania); Prof. Ilidio Lopes (Polythenic Institute of Santarém, Portugal); Prof. Monique Lortie (Universit du Qu bec Montreal, Can‐ ada); Dr. Maria de Lourdes Machado‐Taylor (CIPES, Portugal); Miss Naheed Malik (University of Manchester, United Kingdom); Avain Mannie (Dept of Finance, Port Elizabeth, South Africa); Prof. Virginia Maracine (Academy of Economic Studies, Bucharest, Romania); Prof. Carla Susana Marques (University of Tr s‐os‐Montes e Alto Douro, Portugal); Prof. Dora Martins (ESEIG‐IPP (Superior School of Industrial and Management Studies, Polytechnic of Porto), Portugal); Prof Antonio Martins (Universidade Aberta, Portugal); Prof. Maurizio Massaro (Udine University, Italy); Fiona Masterson (National University of Ireland, Galway, Ireland); Florinda Matos (ISCTE‐IUL, Lisbon, Portugal , Portugal); Prof. Jane McKenzie (Henley Business School, UK); Dr. Dalila Mekhaldi (University of Wolverhampton, UK); Dr. Robert Mellor (Kingston University, UK); Prof. Dr. Kai Mertins (Fraunhofer‐IPK, Germany); Dr. Anabela Mesquita (School of Accounting and Administration of Porto (ISCAP) / Politechnic Institute of Porto (IPP), Portugal); Prof Stefano Miani, (Udine Univer‐ sity, Italy , Italy); Dr. Antonio Leal Millan (Universidad de Seville, Spain); Dr. Kristel Miller (Queens University, Northan Ireland); Dr Hugo Arnoldo Mitre‐Hern ndez (CIMAT ‐ Research Centre in Mathematica, Mexico); Ludmila Mládková (University of Economics Prague, Czech Republic); Dr. Sandra Moffett (University of Ulster, Londonderry, UK); Prof. Samuel Monteiro (University of Beira Interior, Portugal); Dr. Mahmoud Moradi (University of Guilan, Iran); Dr. Arturo Mora‐Soto (Carlos III University of Madrid, Madrid); Prof. Oliver Moravcik (Slovak University of Tech‐ nology, Slovakia); Prof. Mieczysaw Morawski (Wroclaw University of Economics, Faculty of Economics, Management and Tourism, Poland); Prof Andrea Moretti, (Udine University, Italy , Italy); Aboubakr Moteleb (B2E Consulting, UK); Dr. Mary Muhenda (Uganda Management Institute, Uganda); Aroop Mukherjee (King Saud University, Saudi Arabia); Dr. Birasnav Muthuraj (New York Institute of Technol‐ ogy, Bahrain); Arash Najmaei (MGSM, Australia); Dr. Elena Irina Neaga (School of Management (Plymouth Business School) Plymouth University, UK); Dr. Gaby Neumann (Technical University of Applied Sciences Wildau, Germany); Dr. Emanuela Alia Nica (Center for Ethics and Health Policy (CEPS) and University "Petre Andrei" Iasi, Romania); Dr. Cristina Niculescu (Research Institute for Artifi‐ cial Intelligence of the Romanian Academy, Romania); Klaus North (FH Wies‐ baden, Austria); Dr Miguel Nunes (Information School, The University of Sheffield, UK); Dr Nora Obermayer‐Kovacs (University Of Pannonia/Faculty Of Economics, Hungary); Gary Oliver (University of Sydney, Australia); Dr. Ivona Orzea (Academy of Economic Studies, Romania); Dr. Kaushik Pandya (Sheffield Business School, City Campus, UK); Dr. Paul Parboteeah (Loughborough University, UK); Dr. Dan Paulin (Chalmers University of Technology, Sweden); Jan Pawlowski (University of Jyväskylä, Austria); Dr. Corina Pelau (Academy of Economic Studies, Bucharest, xxi
Romania); Monika Petraite (New York Institute of Technology, Lithuania); Rajiv Phougat (IBM, USA); Prof. Paulo Pinheiro (Universidade da Beira Interior, Portu‐ gal); Prof. Mário Pinto (Polytechnic Institute of Porto, Portugal); Prof. Selwyn Pi‐ ramuthu (University of Florida, Gainesville, USA); Dr. Gerald Polesky (IBM. 11425 N. Bancroft Dr, Phoenix, USA); Dr. John Politis (Charles Darwin University, Austra‐ lia); Dr. Nataša Pomazalová (Frdis Mendelu in Brno, Czech Republic); Dr. Stavros Ponis (National Technical University Athens, Greece); Prof. Asta Pundzienė (Kau‐ nas University of Technology , Lithuania); Dr. Devendra Punia (University of Petro‐ leum & Energy Studies, India); Dr. Gillian Ragsdell (Loughborough University, UK); Dr. Lila Rajabion (Penn State University, Mont Alto , USA); Prof. Thurasamy Rama‐ yah (Universiti Sains Malaysia, Malaysia); Dr. M S Rawat (DCAC, University of Delhi, India); Prof. Elizabeth Real de Oliveira (Universidades Lus ada, Portugal); Prof. Dr. Ulrich Reimer (University of Applied Science St. Gallen, Switzerland); Dr. Marcin Relich (University of Zielona Gora, Poland); Gerold Riempp (EBS,Germany, Germany); Dr Goce Ristanoski (National Information and Communication Tech‐ nology Australia (NICTA), Australia); Paula Rodrigues (Lus ada University Porto, Portugal); Dr Eduardo Rodriguez (IQ Analytics, Ottawa, Canada); Dr. Josune Sáenz (University of Deusto, San Sebastián, Spain); Prof. Lili Saghafi (Canadian Interna‐ tional College, Egypt); Mustafa Sagsan (Near East University, Nicosia, Northern Cyprus, CYPRUS); Prof. Svetlana Sajeva (Kaunas University of Technology, Lithua‐ nia, Lithuania); Dr. Kalsom Salleh (Faculty of Accountancy, University Technology MARA, Malaysia); Dr. María‐Isabel Sanchez‐Segura (Carlos III University of Madrid, Spain); Dr. Antonio Sandu (Mihail Kogalniceanu University, Romania); Dr Anna Saniuk (University of Zielona ZGora, Poland); Ass.Prof.Dr. Sebastian Saniuk (Uni‐ versity of Zielona Gora, Poland); Prof. Helena Santos‐rodrigues (IPVC, portugal); Prof. Dan Savescu (Transilvania University of Brasov, Romania); Dr. Ousanee Sa‐ wagvudcharee (Centre for the Creation of Coherent Change and Knowedge, Liver‐ pool John Moores University, Thailand); Dr. Golestan Hashemi Sayed Mahdi (Ira‐ nian Research Center for Creanovatology , TRIZ & Innovation Science, Iran); Enrico Scarso (Università Degli Studi Di Padova, Italy); Dr. Thomas Schalow (University of Marketing and Distribution Sciences, Japan); Dr. Christian‐Andreas Schumann (University of Zwickau, Germany); Prof. Jurgita Sekliuckiene (Kaunas University of Technology , Lithuania); Dr. Maria Th. Semmelrock‐Picej (Alpen‐Adria Universität Klagenfurt, Austria); Amani Shajera (University of Bahrain, Bahrain); Dr. Mehdi Shami Zanjani (University of Tehran, Iran); Peter Sharp (Regent’s College, London, UK); Dr. Evangelia Siachou (Hellenic American University , USA); Dr. Kerstin Siakas (Alexander Technological Educational Institute of Thessaloniki, Greece); Prof. Umesh Kumar Singh (Vikram University, Ujjain, India); Dave Snowden (Cognitive Edge, Singapore); Dr. Siva Sockalingam (Glasgow School for Business and Society, UK, UK); Dr Inga Stankevice (Kaunas University of Technology, Lithuania); Mr Erik Steinhoefel (Fraunhofer IPK, Germany); Dr Trine Marie Stene (SINTEF, Norway); xxii
Prof. Dr. Marta‐Christina Suciu (Bucharest University of Economic Studies, Bucha‐ rest, Romania, Romania); Dr Christine Nya‐Ling Tan (Multimedia University, Ma‐ laysia); Dr. Llewellyn Tang (University of Nottingham Ningbo , China); Ass.Prof.Dr. Gintare Tautkeviciene (Kaunas University of Technology , Lithuania); Dr. Sara Tedmori (Princess Sumaya University for Technology, UK); Dr. Eduardo Tomé (Universidade Europeia, Lisbon. , Lisbon); Dr Piotr Tomski (Czestochowa University of Technology, Poland); Dr. Zuzana Tuckova (Tomas Bata University in Zlín, Czech Republic); Prof. Alexandru Tugui (Alexandru Ioan Cuza University, Romania); Geoff Turner (University of Nicosia, Cyprus); Dr. Anna Ujwary‐Gil (Wyzsza Szkola Biznesu‐National‐Louis University, Poland); Dr Abel Usoro (University of the West of Scotland, UK); Andras Vajkai (University of Pécs, Hungary); Dr. Changiz Valmo‐ hammadi (Islamic Azad University‐South Tehran Branch, Iran); Dr. Christine van Winkelen (Henley Business School, University of Reading, UK); Dr Murale Venugopalan (Amrita School of Business,Amrita Vishwa Vidyapeetham University, India); Prof. Jose Maria Viedma (Polytechnic University of Catalonia, Spain); John Walton (Sheffield Hallam University, UK); Maria Weir (Independent Consultant, Italy); Christine Welch (University of Portsmouth, UK); Florian Welter (IMA/ZLW & IfU ‐ RWTH Aachen University, Germany); Anthony Wensley (University of To‐ ronto, Toronto, Canada, Canada); Dr. Sieglinde Weyringer (University of Salzburg, Austria); Roy Williams (University of Portsmouth, UK); Dr. Lugkana Worasinchai (Bangkok University, Thailand, Thailand); Prof. Les Worrall (University of Coventry, UK); Dr. Mohammad Hossein Yarmohammadian (Health Management and eco‐ nomic research Center, Isfahan University of Medical Sciences, Iran); Dr. Malgor‐ zata Zieba (Gdansk University of Technology, Poland).
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Biographies Conference Co‐Chairs Prof Andrea Garlatti, PhD, is a full Professor of Public Management at Udine University. He is also Director of Udine University Interdepartmental Center for Research on Welfare and Coordinator of the Accounting and Management Control section within the Department of Economics and Statistics. Andrea has wide research and teaching experience in the fields of public management and welfare. Dr Maurizio Massaro, Ph.D., is aggregate professor at Udine University since 2008, having worked as teacher at Udine University since 2001. He was visiting scholar at the FGCU, Florida, USA, in 2010 and Leicester, UK, 2013. His academic interests are primarily in the field of business performance measureme nt, intellectual capital, knowledge management and entrepreneurship. Programme Co‐Chairs Prof Stefano Miani is full professor of Bank and Finance at Udine University. Stefano is member of the board of Udine Uni‐ versity and scientific director of the observatory on financial systems of Udine University. Prof Andrea Moretti is full Professor of Business Strategy and Relationship Marketing and Head Department at DIES, University of Udine. Andrea has published on the topics of management of growth of SMEs. He has done research in the field of creative industries. Recently, he focuses his attention on the relationship between social media management and firm’s performance. Keynote Speakers Dr John Dumay is Associate Professor in Accounting at Mac‐ quarie University, Sydney. Originally a consultant he joined academia after completing his award winning PhD in 2008. John’s research specialties are intellectual capital, knowledge management, non‐financial reporting, management control, research methodologies and academic writing. John has pub‐ lished ov er 30 peer reviewed articles in leading academic journals. He is also on xxiv
the Editorial Board of Advice for the Electronic Journal of Knowledge Manage‐ ment; Meditari Accountancy Research; Accounting, Auditing and Accountability Journal, and is the Australasian Editor of the Journal of Intellectual Capital. Dr Madelyn Blair is a speaker, author, and senior consultant to management. She is founder and president of Pelerei, Inc. Her specialty is organizational learning and the approaches that support it. She has particular experience in knowledge man‐ agement from strategic planning to unlocking personal resil‐ ience for navigating complex challenges. Dr. Blair is a Taos Insti‐ tute Associate and charter member of the Associates Council to the Board. She is on the Board of American Friends of Chartres. Dr. Blair received her doctorate in organizational psychology from the University of Tilburg, The Netherlands, and holds an MBA from The Wharton School. She is the author of Riding the Current and Essays in Two Voices. She is a contributing author of Lessons from the Field, Wake Me Up When the Data Is Over, Making it Real: Sustaining Knowledge Man‐ agement, and Smarter Innovation. Daniela Santarelli works as Market Access and Public Affairs Director for Lundbeck Italy. She has a technical and an alytical background in pharmaceutical business. From a significant regu‐ latory experience, responsibilities have expanded since 2006 both at National and Regional market access levels with first‐ hand responsibilities and proven track record. She also has an active people management experiences proven over time. Mini‐track Chairs Dr Carlo Bagnoli is Associate Professor of Strategy Innovation in the Department of Management, Ca’ Foscari University of Ven‐ ice (Italy). He received a Ph.D. in Business Economics from Ca’ Foscari University of Venice. He was visiting research fellow at the University of Florida (USA). His research interests include knowledge management, competitive strategy and business model innovation. His research has been published in various outlets including Journal of Management and Governance, Industrial Management & Data Systems, Journal of Business Economics and Management, Journal of Intellectual capital.
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Dr Sandra Moffett is a Senior Lecturer of Computer Science with the University of Ulster’s School of Computing and Intelligent Systems, Magee Campus. She is a core member of the Ulster Business School Research Institute. Her expertise on Knowledge Management contributes to her being one of the UK leading authors in this field. She has received a number of research awards and citations for her work. External funding has enabled Dr Moffett to undertake extensive quantitative/qualitative research to benchmark KM imple‐ mentation within UK companies. Constantin Bratianu is professor of Strategic Management and Knowledge Management at the Bucharest University of Eco‐ nomic Studies, Romania. He is the founding Director of the Re‐ search Centre for Intellectual Capital and Entrepreneurship, and the former Director of the UNESCO Department for Business Administration, Bucharest University of Economic Studies. He was a Visiting Professor at Universities in USA, Japan, Austria, Hungary, and Egypt. He is a member of the American Academy of Management, International Associa‐ tion of Knowledge Management, and Society for Business Excellence. His main academic interests are: knowledge dynamics, knowledge management, intellec‐ tual capital, learning organizations, and strategic management. Dr Ettore Bolisani (Laurea in Electronic Engineering, PhD in Innovation Studies ‐ Padua University) after being an EU ‘Marie Curie’ Research Fellow at the University of Manchester and researcher at the Universities of Trieste and Padua, is currently Associate Professor at the Department of Management and Engineering ‐ University of Padua. His research centres on ICT management and knowledge management. He also was visiting researcher at Coventry University, Visiting Lecturer at Kaunas Technological University, Chair of the European Conference on Knowledge Management, University of Padua, 2009, and editor of Building the Knowledge Society on the Internet: Sharing and Ex‐ changing Knowledge in Networked Environment, IGI Global. He is co‐Founder and first President of the International Association for Knowledge Management (http://www.iakm.net), and a Series co‐Editor (with Meliha Handzic) of the IAKM Book Series on Knowledge Management and Organizational Learning, Springer.
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Dr Marta‐Christina Suciu is a Graduate of Cybernetics from the Faculty, Academy of Economic Studies Bucharest (ASE). She is a Research fellow at the Romanian Academy, National Institute for Economic Research. She gained her PhD in Economics in 1995 and has been a PhD supervisor and full professor since 2000. She has been Director of six national research projects: investment in lifelong learning (2001‐2003); education, culture & creativity (CE‐ RES, 2002‐2005); economic convergence (CEEX, 2006‐2008); high skills demand (CEEX, 2005‐2007); creative economy & knowledge‐based society (IDEI, 2007‐ 2010); equality of chance, diversity management and intercultural dialogue (Part‐ eneriate, 2008‐2011). Her research interests are in KM, intellectual capital, crea‐ tive economy, investing in people and skills.
Biographies of Presenting Authors Jernej Agrež is a teaching assistant and a Ph.D. student at Faculty of Information Studies in Novo mesto, Slovenia. He received his M.Sc. in Management of non‐ profit organizations from University in Ljubljana. His research interests include loosely coupled organizational systems, organizational learning and learning man‐ agement systems in the field of public safety. Abobakr Aljuwaiber is a doctoral student at Norwich Business School, University of East Anglia, UK. His research interests include knowledge management, knowledge sharing culture and Communities of Practice (CoPs). He is currently studying the influential role of organisational factors in intentionally created CoPs within business organisations. AlShaima Taleb Hussein is currently studying for a Doctorate in Business Admini‐ stration at Abu Dhabi University, UAE. Her research area is Knowledge manage‐ ment. She has Master and Bachelor of Science degrees in Computer Science from Abu Dhabi University. AlShaima is a Police Officer in Abu Dhabi Police and a Head of Section in Strategy Department. Anand Amitabh is an experienced professional in the field of academic and re‐ search. An MBA from University of Stockholm, been working on knowledge man‐ agement research since 2012. Presently he is the doctoral scholar with Ecricome Group in Paris. Previously has worked in senior management positions In Indian Business schools. Zehra Canan Araci is a PhD researcher atCranfield University. Zehra completedher BSc in IndustrialEngineering in 2008 at Dumlupinar University, Turkey, and MSc in xxvii
IndustrialEngineering and Operations Management in 2013 at University of Not‐ tingham, UK. Herresearch interests include trade‐off curves, knowledge manage‐ ment andvisualisation, set‐based concurrent engineering, and lean thinking. Heli Aramo‐Immonen, D.Sc (Tech), is associate professor of industrial manage‐ ment at Tampere University of Technology Finland and adjunct professor on inno‐ vation and knowledge management in networked organizations. Her research is focused on knowledge management and project management. She has worked in Universities of Exeter and Calabria. She has positions of trust in international journals. Óscar Arias Londoño is a business Administrator, Universidad Nacional de Colom‐ bia. Specialist in Teaching of Social Sciences. MSc in Administration, Universidad Eafit Medellín‐HEC Montreal. Category of associate researcher, consultant and full‐time researcher professor at the Institución Universitaria de Envigado, Co‐ lombia. Director of the research group on management and research in business studies‐GICE. Zenona Atkočiūnienė Academic degree ‐ Prof. Dr. (HP) (Communication and In‐ formation Science) Employment ‐ Communication faculty of Vilnius University. Position ‐ Head of the Information and communication Institute Research inter‐ ests – Knowledge management; Creative industries ; Creativity and Innovation; Knowledge management practices from a crosscultural perspective; Science communication. Vanessa Bachmaier holds a master´s degree in innovation and management in tourism. She is a PhD student at the University of Innsbruck, Austria, at the de‐ partment of strategic management, marketing and tourism. Her research inter‐ ests include knowledge management, information systems and tourism. Samaneh Bagheri is a second‐year PhD‐Researcher in Eindhoven University of Technology. Her research focuses on “Business‐IT alignment (BIA) in PSS value network”. More specifically she investigates the issue of BIA in the area of cus‐ tomer knowledge management within the context of PSS value network.She ob‐ tainedthe Master degree in Industrial Engineering from TarbiatModares Univer‐ sity in Iran. Andrea Balle is MSc. in Business Administration by Pontifical Catholic University of Rio Grande do Sul (PUCRS) and bachelor in Computer Science by Federal Uni‐ versity of Rio Grande do Sul (UFRGS). She is currently a PhD. candidate and her
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research focus on Knowledge Management, Free Software Communities and In‐ formation Systems. Dr. Roland Bardyengages in managementeducation, and he servesas Executive Professor of General Management and Leadership at Florida Gulf Coast Univer‐ sity. Born in Vienna, Austria, B.Sc. in Chemistry (1964), M.B.A. (1969), Ph.D. (1974, (majoringin econometrics. Worked in Financeand Administration of BASF SE, the German multinational chemicalsmanufacturer, from 1970 to 1999. Iryna Barodzich is a PhD student at the Autonomous University of Barcelona. In her doctoral thesis she deals with organizational learning processes in the context of strategic alliances. She worked as a research assistant at the IESE Business School in the project related to strategic alliances structure, process, and per‐ formance. Originally she is from Belarus. Fabio Ferreira Batista, PhD is a Senior Researcher at Institute of Applied Eco‐ nomic Research (Ipea) and professor of Knowledge Management at Catholic Uni‐ versity in Brasilia, Brazil. He is the author of the book Knowledge Management Framework for Brazilian Public Administration (2012) and has conducted research about KM in the public sector in Brazil since 2003. Cinzia Battistella has a degree and PhD in Management Engineering. She is an assistant professor at the Free University of Bozen‐Bolzano, has participated in foresight studies at the Area Science Park in Trieste, and has explored future‐ related issues in the sectors of agro‐food, telecommunications and e‐governance. Iskhar Belkacem holds a General Education Diploma in electric engineering. Engi‐ neer in computer sciences, option: advanced information systems. Master’s de‐ gree in computer sciences, option: knowledge and information systems. PhD stu‐ dent at the high school on computer sciences, Algiers, Algeria. Computer teacher at preparatory school on economic and commercial sciences and management sciences, Constantine, Algeria. Feten Ben Fredj is preparing her Ph. D. degree in Computer Science at the CNAM University (Conservatoire National des Arts etMétiers), Paris, France. She is a re‐ searcher in the CEDRIC Laboratory of CNAM and in the MIRACLE laboratory of the Sfax University since2012. Her research is mainly related to information system security engineering. Nicole Bittel was born on the 7th of August 1982 in Visp, Switzerland. She holds a Master of Arts in Pedagogy, Science of Comparative Religions and Criminology xxix
from the University of Zurich. Since May 2011 she is a researcher at the Swiss Dis‐ tance University of Applied Sciences and since January 2015 she is responsible for the research field storytelling for learning and working. Saskia Bochert is a lecturer at the Universityof Applied Science Kiel, Germany where she teaches since 2008. Saskia completed her Ph.D. at the Christian‐ Albrechts‐University in Kiel, Germany. Her research interest lies in the area of innovation management and knowledge management. Dr Hans Olav Bråtå is a senior researcher at Eastern Norway Research Institute, Lillehammer, Norway. Bråtå is resource geographer and frequently applyknowledge as theoretical perspective in his studies. Major research topics are innovation, food history, planning and use of natural resources;in particular commonpool resources, mountain areas and wild reindeer. He is competence broker. Karl Joachim Breunig is an Associate Professor at the School of Business, Oslo and Akershus University College. He received his PhD in Strategic Management from BI Norwegian Business School, and holds a MSc from London School of Econom‐ ics. Dr. Breunigs research concentrates on knowledge work with emphasis on in‐ novation and internationalization of Professional Service Firms. Maria do Rosário Cabrita holds a Ph.D. in Business Administration. She is Assis‐ tant Professor and researcher at the Universidade Nova de Lisboa, and Assistant Professor at the Portuguese Banking Management School. She has more than 70 published articles in conferences, book chapters and scientific journals. She teaches several disciplines in graduate and post‐graduate courses. Alexandru Capatina’s interest topics are Customer Relationship Management, Knowledge Management, Business Simulations and Digital Marketing. She is the author and co‐author of six books, more than 60 articles published in journals and Proceedings of conferences. She has attended international conferences hosted in France, Spain, Finland, Poland, Turkey, Croatia, Tunisia, Algeria, Brazil and Mexico. Giuseppe Carignani is a professor at ITI Malignani (a technical high school) and a professional engineer. He holds a master degree in civil engineering and a PhD in industrial and information engineering. His research interests are focused on the evolutionary perspectives of technological change and their implications for man‐ agement, organizations and technological creativity.
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Vipin Chauhan MA, GDCE, BA works as a Knowledge Management Officer in an innovative UK‐based advice partnership body. He has extensive experiences and an established track record of training, consultancy and research work in the vol‐ untary, community, public and higher education sectors, nationally and interna‐ tionally. His current research interests include practice‐led research and the syn‐ chronicity between action and inquiry. Dr Pieris Chourides multinational‐awarded [Global Award on Business Excellence from the Multinational Alliance for the Advancement of Organisational Excellence (MAAOE)], research activities and interest involve and focus of developing best practice in Knowledge Management (KM). His research involves the development of sophistication scale, people portfolio matrix, knowledge adaptability matrix, knowledge management intelligent system, knowledge transfer model, and per‐ formance measurement. Hao‐Fan Chumg is a Ph.D. candidate in the Centre for Information Management, School of Business and Economics at Loughborough University. His research inter‐ ests focus on the areas of intellectual capital, knowledge management, E‐ commerce and strategic management. His articles have been published in leading academic journals such as Computers in Human Behaviour, etc. Anikó Csepregi is an assistant professor at Department of Management at Uni‐ versity of Pannonia in Veszprém. Her research interests are competence, knowl‐ edge and project management. She has presented several papers at conferences, and has authored and co‐authored several articles. She is an editorial board member of KM journals and a committee member of international KM confer‐ ences. Tabea De Wille holds an MA (Magister Artium) in German and English Linguistics from the University of Erlangen‐Nürnberg, Germany and an MSc Multilingual Computing and Localisation from the University of Limerick, Ireland. She is cur‐ rently a PhD student at the University of Limerick, Ireland within CNGL II, where she examines quality in social localisation. Boštjan Delak, Ph.D, CISA, CIS, is a senior consultant at ITAD, Technology Park, Ljubljana, Slovenia. He is assistant professor at several Slovenian faculties, he is lecturing IS audit and Fundamentals of Information Security. His research interest is: IS due diligence, IS analysis and knowledge management. Souad Demigha is a Doctor in Computer Science from the University of Paris1 Sorbonne (Paris). She is a researcher at CRI (Centre de Recherche en Infor‐ xxxi
matique) at the Sorbonne University and Lecturer at the University of Paris XI (Or‐ say). Her Research field deals with: information systems, medical imaging, elearn‐ ing systems, artificial intelligence (case‐based reasoning), knowledge‐ based sys‐ tems, knowledge management and data warehousing systems. She is the author or co‐author of 21 international scientific papers. Tiit Elenurm is head of the entrepreneurship department at the Estonian Business School. Ph. D. in 1980 for the dissertation “Management of the Process of Imple‐ mentation of New Organizational Structures”. Author of more than 120research publications.Research interests include knowledge management, innovative en‐ trepreneurship and international transfer of management knowledge. Scott Erickson is Professor and Chairof Marketingin the School of Business at Ithaca College, Ithaca, NY where he has also served as Department Chair and In‐ terim Associate Dean. He holds a PhD from Lehigh University,Masters degrees from Thunderbird and SMU, and a BA from Haverford College. Leif Estensen works as a senior advisor at SINTEF – Technology and Society, Indus‐ trial Management Department, Trondheim, Norway. He has a master's degree in Mechanical Engineering from Norwegian University of Science and Technology (NTNU). He has more than 20 years of experience as a researcher and a compe‐ tence broker in regional development initiatives in Norway. Vitor Hugo Ferreira has received his PhD from Lisbon University (ISEG) in Innova‐ tion. He is associate professor at Polytechnic Institute of Leiria and a Business Consultant. He is author of scientific published works, chair at GBATA and reviewer in different journals. He is executive director at the D.Dinis Business School and was coordinator of the MSc in Management Control. Nora Fteimi studied Information Systems (Wirtschaftsinformatik) at Otto‐ Friedrich University of Bamberg in Germany. Currently she works as a PhD re‐ searcher at the Chair of Information Systems II of the University of Passau in Ger‐ many. Her fields of research and interest are particularly knowledge manage‐ ment, business intelligence and process modeling. Emmanuelle Gaillard has a Master’s degree in cognitive sciences, and is currently PhD student in Computer Science at Lorraine University. Her thesis focuses on acquisition and management of meta‐knowledge to improve a case‐based reason‐ ing system. She applies her work to the Taaable system, a cooking application.
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Tatiana Gavrilova (BS, MS, PhD, Dr.S) is a Head of Information Technologies in Management Department at Graduate School of Management (GSOM) in St.Petersburg University. Dr. Gavrilova has more than 150 publications in the field of KM. Her research interests deal with knowledge codification and structuring using the cognitive approach. Enrico Fioravante Geretto is lecturer of financial intermediation and financial markets at the University of Udine. For over 20 years, he has worked in some banks at local, national, and international level, mainly dealing with planning and control, internal organization, and human resource management. He is also con‐ sultant to numerous Italian banks and companies. Ingrida Girnienė has a PhD degree in Information and Communication Sciences. Since 2010 she teaches at Faculty of Communication, Vilnius University. Her re‐ search interests and publications are in information management, organizational learning, human resource management, knowledge management and innovation. Scientific experience: participation in the international and national projects. Thomas Grisold is a research and teaching assistant in the field of knowledge‐ based management and information systems at the Vienna University of Econom‐ ics and Business. Thomas is currently doing his PhD and he is interested in inter‐ disciplinary research on innovation. Robert Gutunig is a research fellow and academic staff at departments of Media & Design and Applied Computer Sciences ‐ University of Applied Sciences FH JOANNEUM.Studied Philosophy and Information‐ and Knowledge Management at the University of Graz and the University of Siena. PhD in Philosophy from the University of Graz, focussing on knowledge processes in digital network struc‐ tures. Karam Haddad holds a Master’s degree in Engineering Management with Distinc‐ tion. This paper is a result of his master’s research which was sponsored by the Institute of Automotive and Manufacturing Advance Practices.Karamhas worked on severalICT projects in the Middle East and the UK and he is interested in Tech‐ nology Management research. Meliha Handzic is Professor of Management and Information Systems at the In‐ ternational Burch University, Sarajevo and Suleyman Sah University, Istanbul. Her PhD is from the University of New South Wales, Sydney. Meliha’s main research interests lie in the areas of knowledge management and decision support. She has published extensively on these topics in leading journals. xxxiii
Dr. Harold Harlow’s research interests include developing measures of intellec‐ tual capital and tacit knowledge. Doctoral degree (DBA) in strategic management from Alliant International University (San Diego, California); MBA in Finance from Xavier University (Cincinnati, OH); undergraduate degree in mechanical engineer‐ ing technology (BT.) from University of Dayton. Industry experience includes ex‐ ecutive positions as vice president, director, CEO and senior manager at IBM and Novatel, QUALCOMM, Air Weigh and Rockwell Collins Aviation respectively. Atichart Harncharnchai received his Ph.D. in Knowledge Management from Chiang Mai University, Thailand. He received the Erasmus Mundus Postdoctoral research scholarship at Lyon, France in 2010. He is now a lecturer at College of Arts, Media and Technology, Chiang Mai University. His research interests lie in applying knowledge management to SME and educational practices. Nathalie Houlfort Ph.D. Prof. Houlforthas a Ph.D. in social psychology from McGill University. She is an industrial and organizational psychology professor at UQAM since 2010 and has a research Chair in knowledge transfer. Her expertise lies in the motivational processes of knowledge transfer and organizational behaviour. Her work is based on self‐determination theory. Barbara Iannone is Assistant Professor in Business Administration. She works in the Department of Philosophy, Education and Economical‐Quantitative Sciences: University of Chieti‐Pescara (Italy). Her interests of research are in Corporate Reputation, Corporate Social Responsibility, Sustainable Development, Brand Val‐ ue. Aleksandra Irnazarow is a PhD Candidate at the Management Division of Leeds University Business School, University of Leeds. Her research interests are knowl‐ edge sharing, organisational routines, organisational behaviour and decision mak‐ ing under uncertainty. She holds MA in Comparative Economics from University College London and MA (Social Sciences) in Economics and Psychology from Uni‐ versity of Glasgow Laleh Kasraian is a PhD candidate and researcher at the Business Information Systems (BIS), University College Cork in Ireland, with over 22 years of experience in IT industry. Her PhD research explores the relationship between the service co‐ production and firm capabilities throughout the service lifecycle. Marcela Katuščáková is a Lecturer at the University of Žilina. Masters and PhD. graduate of the Comenius University in Bratislava. She is working in research and education, specializing in information and knowledge management, scientific col‐ xxxiv
laboration, storytelling and text mining. She has worked in the field of knowledge management implementation in research projects such as the Memory of Slova‐ kia and KNIHA SK. Dr. Radwan A. Kharabsheh is a lecturer in international business and the assistant dean, international affairs at the Hashemite University in Jordan. His research interests include organizational learning, knowledge management and interna‐ tional joint ventures. He is member of ANZIBA and ANZMAC and the Sydney Uni‐ versity Centre for Peace Studies and Conflict Resolution. Aino Kianto (née Pöyhönen), D.Sc. (Econ. & Bus. Adm.) is a Professor of Knowl‐ edge Management at the School of Business and Management in Lappeenranta University of Technology, and the Academic Director of Master’s Programme in Knowledge Management and Leadership. Her research focuses on knowledge management, intellectual capital, and innovation. Cornelia Kiefer holds a M.Sc. degree in computational linguistics and has years of experience in text mining and sentiment analysis for social media monitoring. She has also worked on automated assessment of free‐text answers. She just started a computer science PhD on data quality at the Graduate School of Excellence ad‐ vanced Manufacturing Engineering in Stuttgart. Monika Klimontowicz, Ph.D, is a lecturer at University of Economics in Katowice. Her latest research focuses on the role of intangibles in the process of achieving banks’ competitive advantage. Her interests include business strategy, innovation, knowledge and intellectual capital. She has been working as a marketing manager and business consultant. Mirela Kljajic Dervic is a PhD student on Faculty of management Koper at Univer‐ sity of Primorska. Her research focuses on knowledge management and factors affecting effectiveness of knowledge management. Her master research is in the area of Management of business systems. Her other research interests include tourism and effectiveness of tourism products. Jaroslava Kubátová Ph.D. Associate Professor at Palacky University Olomouc, Czech Republic. Head of the Department of Applied Economics. Areas of Exper‐ tise: Human Capital Management and Knowledge Management with ICTs utiliza‐ tion Jouni A. Laitinen is a PhD student at Tokyo Institute of Technology, Tokyo, Japan where he does research on incentives used to encourage knowledge sharing. His xxxv
other research interests include knowledge management, behavioral economics, open innovation and national culture. Dr. Gianluca Lanza is a PhD Student in Economic and Management of Innovation and Sustainability at University of Parma and University of Ferrara. His areas of investigation include efficiency and quality of service of public organizationsand performance measurement in public institutions, particularly healthcare organiza‐ tions. Prof. Dr. Franz Lehner has been assistant professor at the Institute for Organiza‐ tional Research at the Universityof Linz, Austria, since 1986. In 2004 he accepted a call to the University of Passau where he holds now the Chair for Information Sys‐ tems (Wirtschaftsinformatik) since April 2004. His research is focusing on E‐ Learning as well as Information and Knowledge Management Lutz Lemmer has been practising as a Knowledge Management Consultant and Knowledge Manager for the past six years, first with Hewlett Packard's European GM account and currently at the BBC Technology Operations. He holds an MBA, is an accredited coach, has experience in travel, education and financial services industries and is passionate about dancing. Ane Linden is a doctoral student in Management at the University of Vale dos Sinos (UNISINOS) in Brazil, and a sandwich PhD studentat Lisboa School of Eco‐ nomics and Management. Before, she completed two postgraduate programmes: Master in Business Administration and Health Care Management Specialist, at‐ PUC‐ Rio de Janeiro. Ilídio Tomás Lopes is a professor and researcher at ISCTE Business School – Uni‐ versity Institute of Lisbon. Graduate in Business Administration, he obtained a Master Degree in Statistics and Information Management and a PhD in Manage‐ ment, Specialization in Accounting (University of Coimbra, Portugal). Researcher in the fields of: Knowledge Management, Management and Financial Accounting, Management Control Systems, and Research Methodologies. Monique Lortie Ph.D., is a tenure professor at Université du Québec à Montréal. She graduated in Industrial Engineering from École Polytechnique de Montréal and completed her graduated studies in Ergonomics in France. Her main field of research is the occupational health and safety from which various issues on knowledge transfer and management are explored.
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Paul Lumbantobing, M.Eng, currently serves as VP Business Performance in PT. Dayamitra Telecommunications, which is a subsidiary of PT. Telekomunikasi Indo‐ nesia, Tbk. He completed his doctoral program at the University Padjadjaran and has published two books: Knowledge Management: Konsep, Arsitektur dan Implementasi (2007) dan Manajemen Knowledge Sharing Berbasis Komunitas (2011). Articles and his opinions in the field of knowledge management were pub‐ lished in various media in Indonesia. Dora Martins did her PhD thesis on expatriates’ management on Portuguese companies and continues researching this topic. She has also attended several international conferences. She teaches in the degree and master course of Human Resources Management at Superior School of Industrial and Management Stud‐ ies, Polytechnic of Porto, Portugal. Maria Manuela Martins is a professor and researcher at ISCTE Business School – University Institute of Lisbon. Graduate in Management, she obtained a Master Degree in Business Administration specialization in Information Systems Man‐ agement and a PhD in Management, specialization in Accounting (University Insti‐ tute of Lisbon ‐ ISCTE‐IUL). Researcher in the fields of: Knowledge Management, Management and Financial Accounting. Florinda Matos is PhD in Social Sciences, Organizational Behaviour Studies by University of Lisbon. She has a master's degree in Business Sciences by ISCTE ‐ IUL Business School, an Engineer's degree, in Agricultural Engineering and a Licentiate degree in Management of Agricultural Business by Polytechnic Institute of San‐ tarém. Mahsa Mehrpoor is a PhD student at NTNU. Research work is about“Context‐ driven information access in the professional workplaces”; how to use recom‐ mender systems to improve knowledge access. Has a computer science back‐ ground. Bachelor degree is in Software engineering and Masters degree is in in‐ formation Technology (E‐Commerce). Serban Miclea is a PhD Student at the Faculty of Management in Production and Transportation, Politehnica University Timisoara. He is a Marketing Management enthusiast, has a bachelor degree in Marketing and a master in Advertising and Sales Promotion. His PhD research interests include Marketing Management in SMEs, IT&C, Knowledge Management and Legacy Management and Marketing. Hugo A. Mitre‐Hernández is a Software Engineering researcher hired at CIMAT Zacatecas, México and member of the SEL‐UC3M (Software Engineering Lab, xxxvii
sel.inf.uc3m.es) group at Carlos III University of Madrid. He hold a Ph D. Dregree in Computer Science and Technology from the Carlos III University of Madrid (Spain, Oct‐2010). Peter Mkhize completed his PhD in 2012. He is currently working for University of South Africa as a senior lecturer. He has published few journal and conference papers on e‐Learning and knowledge management. Among other research inter‐ ests is human capital development, social networks, communities of practice. Ludmila Mládková works as an associate professor at the University of Economics Prague, Faculty of Business Administration, and Department of Management. She specializes in knowledge management, management of knowledge workers and managerial leadership. Her activities involve lecturing, writing and work with Ph.D. students. MMM Monyakane has a BA Law; LLB; LLM (Mercantile Law) LLM(Public Law). Lectures Law of Evidence at UNISA since January 2014. She is an Advocate of the High Court of South Africa, since 2004. She researches International Economic Law and is an LLD candidate in Intellectual Property Law. Suzi Muchmore is a PhD studentat the School of Business and Economics at Loughborough University. She holds an MBA (distinction) from the University of Newcastle, Australia and was previously a project manager at the University of Queensland. Her research interest encompass knowledge transfer, low carbon technology and collaborative innovation. Domingo Nevado Peña is a professor of Financial Economics and Accounting at Castilla‐La Mancha University and EOI teacher of the Master’s in Finance and Knowledge Management. He also participates in seminars, Master’s courses and consultancies developed for organisations such as CISSPRAXIS, EOI, Learning Re‐ sources Associates (LRA), Agnes, DOPP. Consultants Inc. and BIC in Ciudad Real. Loan Nguyen received BA. International Business (2008), MS. Knowledge Man‐ agement (2014), all with high distinction from Foreign TradeUniversity and JAIST.Since 2014, she has been a PhD candidate in Knowledge Management of JAIST. She worked fora CPA firm in five years. Concurrently,she is a member of ACCA. Mírian Oliveira obtained her doctoral degree in Business Administration from the Federal University of Rio Grande do Sul (UFRGS) in 1999. She is a professor and researcher at Pontifical Catholic University of Rio Grande do Sul (PUCRS), School xxxviii
of Business, Brazil. Her current research interests include Knowledge Manage‐ ment, Knowledge Sharing, Information Management and Research Method. Lilian Ollows is a Finance lecturer at Strathmore University where she has taught for over 13 years and now is currently also pursuing her PhD studies. Prior to join‐ ing academia, she worked at the former First American Bank of Kenya. Her re‐ search interest in mainly in the area of SME financing. Svetlana Panikarova graduated from Katanov State University of Khakasia, Insti‐ tute of Economics and Management, in 1999. PhD degree in economics awarded by St.Petersburg State University in 2004. Since 2013, I have been a professor of the Chair of Economics, Finance and Management, Ural Federal University. Corina Pelau is associated professor at the Academy of Economic Studies, Bucha‐ rest Romania, at the Department for Business Administration ‐ UNESCO. Her main research interests are marketing‐controlling, customer relationship management and consumer behavior. Since October 2010, she is postdoctoral researcher in the program “Performance and excellence in postdoctoral research in Romanian eco‐ nomics science domain”. Simona Pichova is currently a Ph.D student at the University of Pardubice, Czech Republic. Her field of study is Regional and Public Economics. She works presently in project team concerning the modelling of knowledge spillover effects in the context of regional and local development. Birutė Pitrėnaitė‐Žilėnienė is a Doctor of Social Sciences, a Professor at the Insti‐ tute of Management of the Faculty of Policy and Management, MykolasRomeris University, Vilnius, Lithuania.Her primary research interests fall on disaster man‐ agement. In addition, sheisinvolvedin the number of projectsresearching stake‐ holders’ engagement in different public policies. Viktor Prokop is a student in the first year of doctoral study program Economic Policy and Administration at the University of Pardubice. The author is co‐ researcher of the grant project:Modeling knowledge spill‐over effects in the con‐ text of regional and local development; and explores the issue of measuring the knowledge economyin his dissertation. Pina Puntillo is assistant professor in Public Administration within the University of Calabria. Her main research interests are related to local government, perfor‐ mance of public organizations, systems of measurement intellectual capital, Plan‐ ning and control in public administration. On these research themes she has pub‐ xxxix
lished books, journal articles and presented papers to national and international congresses. Francesca Ricciardi, PhD, is a Research Fellow in Management at the University of Verona, Italy. Her research interests span themes such as inter‐organizational networks, smart cities, business model innovation, e‐health, e‐government, IT management, and methodological issues. She has published more than 30 papers and books on these subjects. Daniela Robu has been a leader in various domains of practice: Medical Affairs, Health Information and Knowledge Management. In these roles, she employed management, leadership, organizational, technical, and educational knowledge and skills to enable team’s perspective, motivation to recognize how system transformation links to performance and advance the organization goals related to sustainability, quality and access. Elena Rogova holds the position of Professor and the head of Finance department of St.‐Petersburg campus of National Research University Higher School of Eco‐ nomics. She got her Doctor degree from St.‐Petersburg State University of Eco‐ nomics and Finance in 2006. Her research interests lay in the sphere of financial management of innovation‐based companies, venture capital and innovation management. Gina Rossi is an Associate Professor of Business Economics at the University of Udine (Italy). Her current research interests include governance and accountabil‐ ity in non‐profit organizations, and accounting in religious institutions under an historical perspective. She has written several publications on these topics, and has some more forthcoming. Ivan Russo is an Associate Professor at University of Verona, Business Administra‐ tion Department. His research interests target returns management in the supply chain strategy, customer value in a business to business context across supply chain. Moreover, Dr. Russo’s research interests include global supply chain linked with the business relationship. Enrico Scarso is Associate Professor of Engineering Management at the Depart‐ ment of Management and Engineering. His current research interests are in the area of technology and knowledge management, with a particular focus on the role of knowledge‐intensive business services in local innovation systems. He is founding member of IAKM (International Association for Knowledge Manage‐ ment. xl
Dr. Thomas Schalow is a professor in the Department of Information and Eco‐ nomics at the University of Marketing and Distribution Sciences in Kobe, Japan. He is a graduate of Princeton University. Giustina Secundo is Assistant Professor and Senior Researcher at University of Salento (Lecce, Italy). Her research interest regards entrepreneurial competence development, intellectual capital management and future trends in knowledge management. These research activities have been documented in 90 international publications. She is visiting researcher at the Innovation Insights Hub of the Uni‐ versity of the Arts (London), UK. Dr Peter Sharp is a principal Lecturer who teaches and mentors postgraduates in business and life skills. Does action research projects? Coaches people, organises and chairs business research and training events. Experienced trainer of disserta‐ tion supervisors. Research areas include knowledge management, life coaching, action research methodology, teaching research methods and dissertation super‐ vision. Developing research in art, creativity and knowledge. Mzwandile Muzi Shongwe is am a lecturer in the department of Information Studies, University of Zululand, South Africa. A PhD candidate in the department of Information Studies, University of KwaZulu‐ Natal, South Africa. Research inter‐ ests are knowledge management, knowledge management systems and mobile technologies. Oksana Shubat is an Associate Professor of Economics at Ural Federal University (Russia). She has received her PhD in Accounting and Statistics in 2009. Her re‐ search interests include the labour relations and the development of human capi‐ tal (especially at the household‐level), demographic dynamics and its impact on human resources development. Philip Sisson is a retired Lockheed Martin Senior Program Manager and an Engi‐ neering Management (KM focus) doctoral candidate in George Washington Uni‐ versity's School of Engineering and Applied Science. One of his Lockheed respon‐ sibilities was the coordinator for the Lockheed Martin KM Working Group and a KM track co‐leader at Lockheed's annual best practices symposiums. Shahla Sohrabi is an associate professor of the Islamic Azad University in Iran and senior lecturer at the department of management at the University of Allameh Tabatabaˊi. She is head of Department management in University. She has pub‐ lished several papers in national and international conferences and valid scientific publications. His main topics of interest are: KM and HRM. xli
Lucie Šperková is a PhD student atDepartment ofInformation Technologies, Fac‐ ulty of Informatics and Statistics, University ofEconomics in Prague whereshealso‐ got her master degree in 2012. Sheisworking in Business Intelligencefield.Her re‐ search focuses on design of amethodology for analyses of unstructured data, mainlyeWoM, and its integration toqualityassessmentof ICT services. Mario Oscar Steffen is a Systems Engineer with more than 30 years of experience in different IT fields, including software development and commercialization, pro‐ ject management and development team leadership. He is also a researcher on IT management and his research areas are knowledge management and science and technology parks. Dr Ann Svensson holds a PhD in informatics and is an assistant professor at Uni‐ versity West, Sweden. Her research interests are e‐learning and collaboration within e‐learning as well as knowledge anagement with a particular focus on complex and professional work within and across organizations. Lajos Szabó is an Associate Professor, Head of the Department of Management at University of Pannonia. He was educated at the University of Veszprém and at the EniScuolaMattei. He received his PhD in Strategic Management. He is founder member of the Hungarian Project Management Association, and the co‐director of the Strategic Research Group. Elena Tkachenko is the Doctor of Economic sciences, the professor of the De‐ partment of the Enterprise Economics and Industrial Management ( St. Peters‐ burg State University Of Economics), director of the master program “Financial management of the Industrial Enterprise”. The sphere of scientific interests – innovations, investments, finance, management of the intellectual capital, Indus‐ trial development, industrial policy Eduardo Tome PhD in Economics (2001), with a Thesis on the European Social Fund presented at the Technical University in Lisbon. Since then he published 24 papers in peer‐reviewed Journals and presented 48 papers in international con‐ ferences. He has also authored three book chapters. From September 2013 he is working at Universidade Europeia in Lisboa. Teresina Torre is Associate Professor of Organization and Management at the University of Genova (Italy), where she teaches the courses of Human Resource Management and of Business Organization. Her research has been always focused on strategic human resource management in profit and non‐profit sectors, re‐
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cently she studies the evolution of compensation system and diversity manage‐ ment. Thierno Tounkara PhD in computer science at University Dauphine of Paris (2002) . Works at Business School “Telecom Ecole de Management” (TEM) as professor in Information Systems Department. Delivers courses in information system de‐ sign, project management, Enterprise Resource Planning (ERP) and KM. Written scientific articles on KM and Engineering. Worked at ONERA, First Aerospace Re‐ search Player in France, as KM engineer, 3 years. In 2000, joined French Knowl‐ edge Management Club, association rallying a lot of French companies. Dr. Anna Ujwary‐Gil PhD from Warsaw School of Economics, College of Manage‐ ment and Finance. Fellow of Foundation Scholarship and Training (Norwegian Funds). Currently Editor‐in‐Chief of Journal of Entrepreneurship, Management and Innovation. In 2010, book entitled "Intellectual Capital and Market Value of a Company" (Ch&Beck, Warsaw 2009) received a prestigious award granted by Pol‐ ish Academy of Sciences. Timo‐Pekka Uotila is a Project Researcher and doctoral candidate at the Univer‐ sity of Vaasa. His research interests include managerial cognitions, agile human resource management, and performance of the company. Jiro Usugami is a professor at Aoyama Gakuin University Tokyo. His research top‐ ics include Knowledge Management in disaster risk reduction and Cross Cultural Management. Ute Vanini is a full professor at the Universityof Applied Science Kiel, Germany where she teaches Management Accounting and Risk Management. She is vice‐ dean of the faculty. Her research interest lies in the area of performance meas‐ urement and knowledge management. Elena Mădălina Vătămănescu is a is Lecturer at the College of Management (NUPSPA), and member of IAKM. She is Head of the Research Center in Manage‐ ment and Leadership, Associate Editor of the International Journal of Interdiscipli‐ nary Social Sciences, and Reviewer for the International Business Review. Cur‐ rently, she is a Ph.D. candidate in Economics and International Business. Marco Vedovato is a researcher at Ca’ Foscari University, Venice. His research interests are in strategy, small business management and performance measure‐ ment. Recent efforts are focused on the role of management tools in shaping
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business strategy and promoting (or preventing) innovation. He enjoys consulting and teaching at executive level within the above areas. Filip Vencovský is a PhD student at Department of Information Technologies, Faculty of Informatics and Statistics, University of Economics in Prague. He took master degree in AppliedInformatics in the year 2012. His field of study is IT man‐ agement in which he focuses on service quality from the customer’s perspective and its evaluation. Walter Vesperi is Ph.D student, in Economics at the University of Messina. Re‐ search focuses on the management of knowledge flows and intellectual capital in knowledge Management. He is a member of ASSIOA and AIDP Maxsim Vlasov. Serious science worker of Institute of Economics, the Ural Branch of the Russian Academy of Sciences Maxim Vlasov investigate the problems of institutional and knowledge economics modeling. Matthias Georg Will is a Post‐Doc‐Researcher and Lecturer at the Chair in Eco‐ nomic Ethics at Martin‐Luther‐Universität Halle‐Wittenberg. In his research, Mat‐ thias focuses on governance structures in companies and societies. His focus is not only on the impact of institutions; he also examines the mental models of the concerned stakeholders. Filippo Zanin is is a lecturer at Udine University. Dr.Zanin’s interest is on the areas of visualization of firms’ knowledge processes, practice‐based approach and stra‐ tegic decision making. Igor Zatsman has the PhD (Computer and Information Science). Currently, he is the head of the research department at the Institute of Informatics Problems of the FRC CSC RAS. He has the highest research diploma obtained after the PhD. Research interests are in the fields of Knowledge Science, Cognitive Informatics, Modeling Emerging Meanings Processes and Their Tracing by Computer. Dr. Saliha Ziam is a professor at the TÉLUQ‐University of Québec. Research inter‐ ests focus knowledge transfer in health sector, health assessment tools for deci‐ sion support and knowledge absorptive capacity strategies. Works on knowledge transfer have been published in Allergy Asthma & Clinical Immunology Journal and Evidence & Policy, Review of Business Research Papers, International Journal of Innovation and Technology Management.
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Małgorzata Zięba is an Assistant Professor of Management in the Department of Management, Faculty of Management and Economics at Gdansk University of Technology. Her research areas concern knowledge and innovation management in small and medium sized companies, mainly from the knowledge‐intensive busi‐ ness services (KIBS) sector.
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Research Papers
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A Learning Model in Selected Flood‐Threatened Communities of South‐Eastern Slovenia Jernej Agrež and Nadja Damij Faculty of Information studies in Novo mesto, Slovenia Abstract: Between 2009 and 2015, the communities located in the Lower Sava valley experienced five flood events. The flood events occurred due to continuous rain in central and north‐eastern parts of Slovenia. The least threatening of the flood events included increased water level of the Sava and the Krka rivers, which isolated only few houses from the rest of the community. The most devastating event caused several roadblocks, flooding the entire areas of the communities located close to the two rivers. The data on the rivers’ flow rates and levels during the flood events was obtained from the Slovenian Environment Agency database, and data on the severity of the flood events from the Administration for Civil Pro‐ tection and Disaster Relief database. We merged both types of data in a single database and created a timeline of the events with river dynamics for every event. Based on past events, the communities have learned how to react and pro‐ tect any endangered property. The communities near the Sava and the Krka in the Lover Sava valley date back to the times before the Franciscan cadastre. Floods occurred several times in the past, but the respective communities learned their first significant lesson only in 2010 when they were affected by a flood of historic proportions. Several types of tacit knowledge emerged during that event and the events that followed almost every year since. We identified a new knowledge base concerning when, to what extent, and how to organize the protection of threatened households. To be able to create a community‐learning model, we conducted semi‐structured interviews with people from the households threat‐ ened by the flood events after 2009. The learning model, supported by a timeline of the events, revealed which event affected the learning process and how. Based on the emerged knowledge, communities not only changed their own behaviour but also influenced the response process of public services. The influences mani‐ fested themselves as two type of information delivered to public services. The first type provided public services with new insight into endangered areas that would otherwise remain undisclosed, along with the need for distress assistance. The second type of information provided public services with an updated over‐ view of the local water level situation, not covered by the official reports. Based on the community’s informal information source, public services were able to adjust their on‐field response process in order to support the endangered com‐ munities. The data on information exchange was taken from the database of the national Administration for Civil Protection and Disaster Relief database, and local Civil Protection Command logbook. In the final learning model, we merged the data on response process modification with the timeline of the events and the 3
community learning process. We used different statistical methods to discover which community performed best as a learner, influenced public services the most, and why. We also determined some learning rules, typical for the chosen communities in the Lower Sava valley and defined behavioural and learning corre‐ lations among different households in the Lower Sava valley. Keywords: floods, community learning, experiential knowledge, disaster response
Assessing Knowledge Sharing in Sultan Qaboos University (SQU) Libraries for Enhanced Collaboration Saud AlRashdi 1 and Shyamala Srinivas2 1 Sultan Qaboos University, Muscat, Sultanate of Oman 2 Middle East College, Muscat, Sultanate of Oman Abstract: Knowledge is the acquired skills and competencies through experience or education. Knowledge Management is the process of how the knowledge can be managed within an organisation. In today’s work environment, there are dif‐ ferent parts of visible (explicit) and non‐visible (tacit) knowledge that are ex‐ changed among people and systems. Knowledge sharing is the process of ex‐ change of knowledge between people, communities and organisation. Most or‐ ganisations characterize and focus their approach in knowledge management around their own specific business objectives. Libraries are among the most im‐ portant tools that help people to spread culture and gain knowledge. It is the place where one can find various types of information to develop knowledge. The aim of libraries is to facilitate the use of the library content by information special‐ ists and to provide the academic community with all sources of knowledge. Uni‐ versity libraries concentrate on improving their ability to make new environment for knowledge sharing. Knowledge management plays an important role in the universities, especially in academic libraries because libraries are considered as knowledge repositories and are one of the oldest areas using knowledge sharing concept applied through inter‐library loan operations. The purpose of this re‐ search is to assess the knowledge sharing in seven libraries within Sultan Qaboos University (SQU), in terms of common standards, guidelines and policies for pa‐ trons. The research will employ both theoretical and empirical analysis. The study is based on a review of best practices throughout the specialized literature and the use of questionnaires and interviews. The study population consisted of 30 library staff representing the seven libraries in SQU and the four managers of the‐ se libraries. The study investigated the motivation to share, use of technology tools in collaboration and the strength of knowledge sharing culture. In the first part of the research, an introduction to knowledge, knowledge management (KM) and knowledge sharing will be provided. In addition, the literature review around 4
knowledge management and the role and practices of knowledge sharing in some organizations will be taken up. In the second part an overview of SQU as an or‐ ganization, its operations and its services will be looked into along with different structure of current libraries in SQU. In the third part, the methodology and ap‐ proach of how can knowledge sharing can be applied will be discussed. The re‐ search uses tools such as interviews and surveys to extract the information re‐ quired for the analysis. Through the use of these tools the main challenges and issues facing SQU libraries with respect to collaboration was examined. Keywords: knowledge management, knowledge sharing, SQU libraries, collabora‐ tion
Knowledge Management and Emerging Collaborative Networks in Tourism Business Ecosystems Salvatore Ammirato1, Alberto Michele Felicetti1, Marco Della Gala1, Heli Aramo‐Immonen2 and Jari Jussila3 1 Department of Mechanical, Energy and Management Engineering, University of Calabria, Rende (CS), Italy 2 Industrial Management and Engineering, Tampere University of Technology, Pori Unit, Pori, Finland 3 Information Management and Logistics, Tampere University of Technology, Tampere, Finland Abstract: If we critically look at the evolution of the Tourism Industry (TI), we can note that, in the past decade, nothing has changed as much as ICTs and the Inter‐ net which caused an extensive transformation of the TI. Both demand and supply of ICT, together with innovation in transportation and international trade agree‐ ments, have evolved the tourism sector in operational workflows, management and marketing of new of tourism experiences. The massive use of new technolo‐ gies has facilitated the rise of new flat organizational models where traditional brokers have disappeared, replaced by direct connections between local provid‐ ers and tourists, or they have been reconfigured into new forms of dynamic and web‐based tourism package providers. The depicted industry evolution shows potential, unthinkable just a few years ago, for local service providers usually marginalized from main tourism flows, due to their small sizes, and who are una‐ ble to compete in the globalized market. In many regions characterized by a niche tourism vocation, local tourism operators have started organizing themselves spontaneously in Collaborative Networks in order to create aggregate tourism offers that are able to compete with big tourism operators thus transforming re‐ gions with potential and vocation in real tourism destinations. The main 5
socialeffect of instantiating these tourism partnerships, is the stimulus towards Tourism Business Ecosystems (TBEs) giving local tourism service providers a means for economic growth. The aim of this paper is to describe how the organi‐ zational paradigm of CNs, applied to the TBEs knowledge management and sup‐ ported by ICTs, can be the key means for the growth of emerging TBEs. Such models are able to reengineer the tourism destination management model in order to gain much more flexibility in service provision and provide tourists the possibility to live an augmented tourism experience.In this paper we point out that tourism destinations, in an effort to give services able to actively support each phase of the 2.0 tourist lifecycle, can benefit from collaborative network models. Keywords: tourism business ecosystem, collaborative network, ICT, tourist 2.0 lifecycle
Intellectual Capital Elements and Organizational Performance of Russian Manufacturing Companies Tatiana Andreeva and Tatiana Garanina St.Petersburg University Graduate School of Management, Abstract: Intellectual Capital (IC) has been argued to be the key element of value creation in the contemporary economy, and this argument has been widely sup‐ ported by empirical research, but mainly based on the data from developed mar‐ kets. The questions of how IC and its elements work in emerging markets remains under‐researched, and limited empirical evidence that exists contrasts the conclu‐ sions drawn from developed countries. The aim of this study is to provide empiri‐ cal insight into the relationship between three main elements of IC (human, rela‐ tional and organizational) and organizational performance of Russian companies. The sample includes 240 Russian companies. The data is collected with the survey using the scales that have been already validated in international context. The paper contributes to further development of IC theory by investigating its applica‐ tion in anew institutional and cultural context. Keywords: intellectual capital, intellectual capital elements, knowledge manage‐ ment practices, organizational performance
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A Process of Generating Trade‐off Curves to Enable Set‐ Based Concurrent Engineering Zehra Canan Araci, Ahmed Al‐Ashaab and Maksim Maksimovic Manufacturing Department, School of Aerospace Transport and Manufacturing, Abstract: The increased international competition in the current open global mar‐ ket is putting pressure on companies to improve the performance of their product development. This is to sustain and improve market share through the production of a high quality product in a cost effective manner and in a shorter time. Set‐ based concurrent engineering (SBCE) has got the potential to decrease time‐to‐ market as well as enhance product innovation to be produced in good quality and cost effective manner. However, SBCE success needs a knowledge‐based envi‐ ronment. One way to provide this environment is the use of trade‐off curve (ToC). ToCs are a tool to create and visualise knowledge in the way to understand the relationship between various design characteristics to each other. This paper pre‐ sents the differences between math‐based and knowledge‐based ToCs as well as the role of knowledge‐based ToCs in SBCE by employing an extensive literature review and industrial field study. It then proposes a process of generating and using ToCs in order to create and visualise knowledge to enable generating a set of conceptual design solutions in SBCE. Finally, in order to provide a better under‐ standing of this process, an industrial example of generating knowledge‐based ToCs is presented. Keywords: set based concurrent engineering, trade‐off curves, knowledge visuali‐ sation
Knowledge Management in Research Groups of Higher Education Institutions in Colombia Óscar Arias1 and Jimmy Collazos2 1 Facultad de Ciencias Empresariales, Institución Universitaria de Envigado, Colombia 2 Centro de Investigación, Institución Universitaria de Envigado, Colombia Abstract: The aim of the paper is to propose answers to the research question: What are the variables associated with knowledge management, which are con‐ ducted by the research groups of higher education institutions –HEI‐ in Colombia? This problem was identified by analyzing two major tensions. First, between the socially relevant knowledge and knowledge required by the market; and second, 7
between the social research and research oriented by science, technology and innovation. These tensions put the knowledge management, which are conducted by the research groups, at the center of analysis. The methodology used is a case study of a qualitative and descriptive type, for which interviews and analysis of the curriculum vitae of directors and members of research groups were conduct‐ ed. Review of literature on knowledge management was made, and research done on this topic by HEI. The findings are shown in three groups of variables as‐ sociated with knowledge management: a) the research structure: planning, re‐ source management, openness to change, leadership, teamwork, initiative, part‐ nership, research training and employment; b) the research process: the problem and research questions, hypotheses, methodology, analysis and interpretation of results, participation in calls, regulation, research platforms and academic produc‐ tion; and c) the innovation process: prospective vision, interaction with the envi‐ ronment, creativity and use of information technologies. The findings indicate that the knowledge management in research groups, should be redirected through institutional policies articulated to the scientific and technological devel‐ opment. Although research groups perform activities resulting from the model of knowledge management (socialization, outsourcing, combination, and interna‐ tionalization), these are not always practiced in a conscious way; and they also have structural difficulties during the research process, hindering the transfer of knowledge. Taking into account that HEI have integrated management systems that support the research process, it still requires improving the quality of these stages of management. The usefulness of the results leads to rethink policies that guide the processes of institutional research, and redirect knowledge manage‐ ment that is performed from the research groups. This for to move from the structuring of research problems arising from a weak conception of knowledge, to others where sociocultural realities are the benchmark for its formulation. Also aims to consolidate knowledge management from improving academic productiv‐ ity of research groups, despite the risks of productivism. This is because the productivism is characterized by the proliferation of scientific papers based on the logic of the stacking, but, not of the knowledge creation and its social relevance.. Such practices transformed the publication, which it is a byproduct of the re‐ search, in a order of itself. Keywords: knowledge management, higher education institutions, research, re‐ search groups, variables
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Meta‐Analysis of the Effect of Alliance Social Structure Characteristics on Alliance Learning África Ariño1 and Iryna Barodzich2 1 Strategic Management Department, IESE Business School, Barce‐ lona 2 Spain Department of Business, Universitat Autònoma de Barcelo‐ na, Barcelona, Spain Abstract: The aim of this study is to systematically analyze how characteristics of collaborative interactions between alliance partners – commitment, disagree‐ ments, and transparency of information exchange – mediate the effect of alliance social structure on learning. Partners’ ability to interact effectively, i.e. to enact effective alliance process, depends both on their actions in situ and on character‐ istics of their social context. At interorganizational level two characteristics of social structure have been the most frequently studied – cultural distance and mutual experience. Partner firms rely on interorganizational collaborations to create new knowledge – related both to an alliance´s task and to collaborative process itself – out of knowledge held by each of them individually. Partners differ in their perspectives on alliance‐related issues, and this may impair learning. The‐ se differences are caused by variations in partners´ personal and organizational values that are routed in their respective cultural contexts, among other reasons. The survival of an alliance and the ability of partners to reach their goals depend on their ability to build shared understanding on a variety of important questions related to the alliance´s purposes, and how to achieve them. This shared under‐ standing is built as the alliance process unfolds, and it relies on interpersonal in‐ teractions. Current research on alliance learning determinants is broad but frag‐ mented. Researchers focused extensively on characteristics of a single partner and of the alliance task, and dedicated less attention to the role of alliance social structure. Knowledge creation and learning in an organization happens through social practice. Social structural characteristics of a dyad form the immediate so‐ cial context which influences the way partners interpret each other’s actions, and how they interact. Therefore, it is important to understand (1) how a dyad’s social structure affects the partners’ ability to enact constructive collaborative interac‐ tions as the alliance process unfolds, and (2) how interpersonal process factors mediate the influence of alliance social structure on learning. Given the frag‐ mented nature of research on social structural determinants of alliance learning as well as the sometimes conflicting results of empirical studies on this question, we employ meta‐analytic techniques to empirically assess how alliance social structure and characteristics of collaborative interactions between partners are related, and how they influence alliance learning. To articulate these relationships 9
we build on social exchange and institutional perspectives. Results of our analysis contribute to research on alliance learning, alliance capability, and relational gov‐ ernance. Keywords: alliance learning, social structure, collaborative process, social ex‐ change, institutional perspective, meta‐analysis
The Customer Knowledge Management Lifecycle in PSS Value Networks: Towards Process Characterization Samaneh Bagheri, Rob Kusters and Jos Trienekens School of Industrial Engineering, Eindhoven University of Technol‐ ogy, Eindhoven, The Netherlands Abstract: Following a service orientation paradigm, value is no longer restricted to product functionalities. Value is in particular based on co‐creation with custom‐ ers, making use of their experiences and leading to so‐called integrated solutions. The longitudinal view on relationships with customers requires networked collab‐ oration of multiple partners with their mutual customers within the context of a product‐service system (PSS) value network. A customer‐centric view on solution offerings motivates PSS value networks to enhance their understanding of cus‐ tomers’ needs. To achieve a shared understanding of customers’ needs across a network, customer knowledge can be seen as a prerequisite. Prior research has been primarily focused on an intra‐organizational perspective on customer knowledge management (CKM), in which customer knowledge (CK) is obtained in a one‐to‐one relationship. In the context of PSS value networks, besides the indi‐ vidual CK of each partner, CK is also co‐created through the interaction of several partners with customers during solution processes. However, this asks for a broader conceptualization of CKM. Moreover, a long term relationship with cus‐ tomers demonstrates new opportunities for CKM. Hence, a firm‐centric approach is inadequate for managing the network‐level processes of CK creation, storage / retrieval, transfer, and application across a PSS value network. Based on a sys‐ tematic literature review on both CKM within a PSS value network, and collabora‐ tive knowledge management, we present in this paper a conceptual framework of the value network customer knowledge management (VN‐CKM) lifecycle. We will characterize its four main processes based on the novel characteristics of a PSS value network. Keywords: customer knowledge management, co‐creation, integrated solution, PSS value network
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How Human Capital of University Professors Impacts Students: A Russian Case Study Anna Bagirova1, Oksana Shubat1 and Elena Scherbina2 1 Ural Federal University, Ekaterinburg, Russia 2 Russian State Vocational Pedagogical University, Ekaterinburg, Russia Abstract: The development of professional competencies among university stu‐ dents has become a key issue for the Russian higher educational system. The pa‐ per presents a case study of professors and students from the Russian State Voca‐ tional Pedagogical University. Over two years, we collected and analyzed data on the performance and effectiveness of the professors and monitored the devel‐ opment of competencies among students. The methodology used to assess the professors included three groups of indicators, which reflect three areas of teach‐ ing and corresponding types of management: scientific work, the educational pro‐ cess and effective communication. The proposed methodology allows the calcula‐ tion of current and cumulative indicators. To monitor the evolution of competen‐ cies among students, we tracked the dynamics of their grades. We also took into account expert evaluations from potential employers as a measure of the level of professional competencies attained at university. In our research, we identified a group of students with the lowest level of professional competencies and the lowest grades. In the final year of their studies, this group was taught by profes‐ sors who were the highest performers as regards educational processes and methods, and the organization of the teaching (we note that in Russia, professors for specific groups of students are appointed by the university, not selected by the students). As a result of this targeted placement of teachers, we observed a significant improvement in the level of competencies developed by the test group. The case study thus showed that in the Russian education system, such an approach to the selection of university professors has a positive impact on the outcomes of the students' education. This confirms that there may be a possible correlation between the quality of the human capital of university professors and the human capital formed among students through the development of the rele‐ vant competencies. Our results highlight the need to improve the way teaching is organized at one particular university. At the same time, low levels of professional competencies among university graduates are a typical problem for Russian uni‐ versities, which could be effectively addressed through the proposed methodolo‐ gies. Keywords: human capital, competencies, students, professors, educational sys‐ tem 11
Motivations for Knowledge Sharing in Free Software Communities Andrea Balle and Mírian Oliveira Pontifical Catholic University of Rio Grande do Sul, Porto Alegre, Brazil Abstract: Knowledge sharing is a key aspect for a community of practice. Free software communities can be considered communities of practice, since they ag‐ gregate people interested in donating and collecting, that is, sharing knowledge about free software. According to the literature, the donation and collection of knowledge are motivated by different factors and these motivations may vary depending on the context. Free software communities may include members from different countries and backgrounds, which can make keeping such commu‐ nities active and vigorous a challenge. This study aims to identify the motivations for knowledge sharing behaviour that are susceptible to leadership actions in free software communities. The research was carried out in three phases. First, a qual‐ itative study involving twenty semi‐structured interviews was conducted among members of a free software community, who suggested sixteen motivations for knowledge sharing behaviour. These motivations were then organized into three groups, each with a specific focus: three motivations only influence knowledge collection and focus on the knowledge itself; nine motivations only influence knowledge donation and focus on the individual; and four motivations influence both knowledge collection and knowledge donation, and focus on the relation‐ ships among individuals. After that, based on the groups of motivation identified in the previous phase, five leaders from different communities of practice were interviewed with the aim of identifying the main motivations that would be sus‐ ceptible to their actions, which were knowledge quality, ease of access to knowledge, recognition, community support for knowledge sharing, learning and professional reasons. Finally, these six main motivations indicated by the leaders were tested in a quantitative phase involving 260 members of different free soft‐ ware communities. The results show that learning and ease of access to knowledge influence knowledge collection; recognition, community support for knowledge sharing and knowledge collection influence knowledge donation; and professional reasons influence both knowledge collection and knowledge dona‐ tion in the context of free software communities. Keywords: knowledge sharing, motivations, free software communities, commu‐ nities of practice
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Using an Intellectual Capital Statement to Deploy Knowledge Management for Organizational Development: An Example From an Austrian Chamber of Agriculture Roland Bardy1, Gerhard Pelzmann2 and Arthur Rubens1, 3 1 Florida Gulf Coast University, Fort Myers, USA 2 Styrian Chamber of Agriculture, Graz, Austria 3 Università di Macerata, Macerata, Italy Abstract: The paper reports on the impact of building an intellectual capital statement for the Chamber of Agriculture in Styria, Austria (Landeskammer Steiermark, “LK Styria”), and with the subsequent issues of organizational devel‐ opment. The LK Styria is a knowledge‐based organization where intellectual capi‐ tal accounts for a large share of the entity’s value. Building on the activities of LK Styria and their outcomes, a knowledge‐based intellectual capital inventory was set up for the human, structural and relationship resources based on the method “Wissensbilanz made in Germany”. The strengths of the intellectual capital of Styria LK lie primarily in its core competencies of promotion, training and consult‐ ing. It was found that the establishment of an of the Intellectual Capital (IC) Statement not only enhances the performance of LK Styria but also increases the resilience of the LK Styria when unexpected changes arise on the EU‐level and on the national level, and thus expands the sustainability of the organization. Conse‐ quential to this IC Statement, knowledge management was to be introduced to improve processes and output, with a central lever being a new framework for process orientation; from there, information handling inside and outside the or‐ ganization was re‐structured. This was to go hand‐in‐hand with new quality man‐ agement. Keywords: intellectual capital, knowledge management, public institutions, agri‐ culture, service and consulting
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Knowledge Management Practices and Organizational Improvements in Brazilian State‐Controlled Companies Fábio Batista1 and Carlos Quandt2 1 Instituto de Pesquisa Econômica Aplicada – IPEA, Brasília, Brazil 2 Pontifícia Universidade Católica do Paraná – PUCPR, Curitiba, Brazil Abstract: Knowledge is increasingly viewed as a strategic resource to leverage results in all kinds of organizations. However, most knowledge management (KM) initiatives to develop, share and extract results from organizational knowledge are still focused on the private sector. This article describes the results of a survey of public sector organizations in Brazil, more specifically a sample of seventeen large state‐controlled companies. The study is a part of a larger survey of federal gov‐ ernment organizations, which revealed that few government agencies have de‐ veloped a significant number of KM practices, and fewer still are reporting im‐ portant impacts on internal efficiency, productivity and quality of services. In a considerable part of the organizations, the practices are incipient and restricted to a few departments or divisions. In contrast, among the companies surveyed, five of them are in an advanced stage of implementation, that is, KM is seen as a strategic priority by top management as well as by mid‐level managers. A second group of state‐controlled companies, comprising six organizations, has reached an intermediate stage in terms of commitment to KM and implementation, encom‐ passing mostly short‐term initiatives. The remaining six companies are at an early level of KM implementation. The study also identified the main obstacles and op‐ portunities for implementation, as well as the different factors that facilitate or hinder the success of KM initiatives. In the first, more advanced group, all compa‐ nies report measurable results from their KM efforts, including: knowledge reten‐ tion, enhanced workforce skills, generation and use of innovations, improved sharing, mapping and dissemination of critical knowledge, reduction of rework due to the dissemination of knowledge retention and sharing practices, optimiza‐ tion and streamlining of processes, the establishment of a corporate culture of organizational intelligence, and more agile decision‐making. The second, interme‐ diate group of companies has been relatively successful in the implementation of KM practices, and the results are aligned with their KM objectives. Some of the benefits include better access to organizational knowledge and information, preservation of organizational memory, more efficient human resource develop‐ ment, sharing of critical knowledge, more efficient work systems and processes, and communication of organizational results. In comparison with federal govern‐ ment organizations in general, most of the state‐owned companies surveyed have taken more effective steps towards turning the KM approach into a coordinated action. As a result, they have established concrete objectives, practices, results 14
and indicators. In conclusion, the findings indicate that the process of establishing KM objectives is clearly linked to corporate strategy. The prevailing initiatives are associated with innovation, knowledge sharing, professional and personal devel‐ opment, and preservation of organizational knowledge. Accordingly, the organiza‐ tions also report important improvements in terms of enhancing personnel skills in areas where competencies have been mapped by the organization, improve‐ ments in personnel recruitment and selection, and increases in patent applica‐ tions. Additionally, the findings indicate the existence of a clear relation between the commitment and formalization of KM at the strategic management level and the results obtained by the organization. Keywords: knowledge management, public sector, state‐controlled companies, KM strategy, KM practices
Exploring the Impact of Organizational and Working Models, Incentives and Collaboration Strategies on Innovation Development in Online Communities of Practices Cinzia Battistella1 Alessandro Annarelli1 and Fabio Nonino2 1 Faculty of Science and Technology, Free University of Bolzano‐ Bozen, Bolzano‐Bozen, Italy 2 Department of Computer, Control and Management Engineering, Sapienza University of Rome, Roma, Italy Abstract: The aim of the research is to evaluate the actual phenomena of online communities for software development and their potential expansion as interme‐ diary platform in open innovation processes. Consequently, the present paper propose an in‐depth analysis of the characteristics of the virtual communities of practice that drive the innovative development of web applications. The driving research questions are: Which are the preeminent characteristics of practice communities that can favor the process of creation and realization of a web appli‐ cation? Do these characteristics differ in the different phases of web‐application building project (ideation, design, realization and verify)? We adopted a multiple case study research design. After a selection of communities of practice related to the development of a web application, we obtained a sample of 46 communities of practice. We classified them basing on the different processes that support the different phases of the innovation process in software development analyzing six important characteristics for each one. The results of the empirical analysis shows that best practices are: In reference to members’ involvement (strategies to at‐ tract and to permit to collaborate), the use of open source projects or challenges 15
as organizational and working models to attract and to motivate community’s members and strategies like royalties concession, direct charging of participation task from the community and fixed project deadline as form of incentives to be used; In reference to the role of the community and of community members in software development, the support from other developers, involvement of pro‐ fessional developer and direct contact as form of strategies of collaboration. Keywords: online communities of practice, web applications projects, innovation
Building an Ontology to Capitalize and Share Knowledge on Anonymization Techniques Feten Ben Fredj1, 2, Nadira Lammari1, Isabelle Comyn‐Wattiau1, 3 1 CEDRIC, Cnam, Paris, France 2 MIRACLE, Pôle technologique de Sfax, Tunis, Tunisia 3 ESSEC Business School, Paris, France Abstract: Privacy is one of the major concerns when publishing or sharing data. It refers to different forms of disclosure regarding the type of published or shared content. Identity disclosure, for instance, can occur when publishing personnel data. Privacy is guaranteed thanks to the anonymization processes applied to the data sets. Anonymization techniques include generalization, swapping, shuffling, data masking, etc. Each technique may be implemented using different algo‐ rithms. Choosing a suitable algorithm that ensures data privacy and that pre‐ serves data usefulness is a complex task that requires some knowledge on existing anonymization techniques and on their associated algorithms. We propose to build an ontology enabling the capitalization of such knowledge currently embed‐ ded in the myriad of research papers on this topic. The present paper describes, first, the ontology requirements and, second, the incremental ontology building process we have chosen. Then, it focuses on the three‐step knowledge acquisition phase that we re‐use at each increment. This phase leads to the elicitation of the main conceptsof our ontology, of the relationships between them, and of some extensions. These results contribute to the conceptualization and formalization of the ontology. We use respectively UML class and object diagrams to describe con‐ ceptually the structure and the instances of the ontology. Moreover, we use OWL language to formalize the resulting ontology. The transition from the conceptual‐ ization to the formalization of the ontology is performed thanks to transformation rules proposed by the OMG.To demonstrate the feasibility of our knowledge ac‐ quisition phase, we apply it to the generalization technique and its nine algo‐ rithms. This anonymization technique is dedicated to tabular data. It consists in replacing data values with more general ones. Therefore, data are true but less precise. Future research will concentrate on the development of a guidance ap‐ 16
proach and an associated tool based on our ontology and helping data publishers in selecting and launching the relevant anonymization algorithms. Keywords: domain ontology, anonymization, privacy, generalization algorithm, abstraction
Students’ Experiential Knowledge Production in the Teaching‐Learning Process of Universities Didiosky Benítez¹, Frederik Questier² and Dalgys Pérez³ ¹Facultad de Matemática‐Física y Computación, Laboratorio de Tecnología Educativa, Universidad Central “Marta Abreu” de Las Villas, Santa Clara, Villa Clara, Cuba ²Interfaculty Department for Teacher Education, VrijeUniversiteit Brussel, Brussels, Belgium ³Centro de Estudios de Educación, Universidad Central “Marta Abreu” de Las Villas, Santa Clara, Villa Clara, Cuba Abstract: Knowledge management has been gaining acceptance in education as knowledge has become a priority today to change, adapt and innovate. However, despite of requirements for constant innovation at universities, knowledge man‐ agement in higher education constitutes a relatively new research area for this context. As knowledge production has become a primary concern to knowledge management practitioners in addition to the traditional focus on knowledge shar‐ ing, this paper aims to present two theoretical models around the production of students’ experiential knowledge in the teaching‐learning process of higher edu‐ cation: the teacher‐centered production model and the student‐centered produc‐ tion model. From a range of knowledge management and experiential learning theories, the paper elaborates into the nature of students’ experiential knowledge and proposes further adjustments of existing second‐generation knowledge management theories taking into account the structure of the teach‐ ing‐learning process, the nature of students’ experiential knowledge, the partici‐ pants of the teaching‐learning process, and their role managing this process. De‐ spite its theoretical nature, the paper can be relevant for future studies that stress student‐driven improvement and innovation at higher education institu‐ tions. Keywords: experiential knowledge, higher education, knowledge management, teaching‐learning process, experiential learning 17
Leveraging Organizational Knowledge Vision Through Strategic Intelligence Profiling: The Case of Romanian Software Industry Gianita Bleoju1,2 and Alexandru Capatina1 1 Dunarea de Jos University of Galati, Romania and 2 Al. I. Cuza University of Iasi, Romania Abstract: This paper highlights the empirical testing of a Strategic Intelligence profiling tool customized for software development companies that we have pre‐ viously designed, through an abductive methodology. In this way, we conducted a quantitative survey in view to identify the associations between the strategic pro‐ files embedded into the profiling tool (Intelligence Provider, Vigilant Learner, Op‐ portunity Captor and Opportunity Defender) and four variables with high impact on organizational knowledge: strategic scope, organizational agility, organization‐ al cultural change process and the approach of competitors. We appreciate that the relevance of our Strategic Intelligence tool’s variables previously mentioned is a consistent base for testing the robustness of the model in software industry, in order to validate the profiling instrument. We consider that the originality of the Strategic Intelligence profiling tool, tailored to software industry requirements, resides mainly on the foresight capability of the firm, which is highly dependent on less acknowledgeable factors as: anticipative versus non‐anticipative signal processing; the profile specific equilibrium of recognitional versus analytical stra‐ tegic decision and rising the actionability of tacit managerial knowledge through collective intelligence reliability. Keywords: strategic intelligence, maturity model, software industry, vigilant learner, opportunity captor, opportunity defender, intelligence provider
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Emergent Versus Deliberate Knowledge Management Strategy: Literature Review and Case Study Analysis Ettore Bolisani1, Enrico Scarso1 and Malgorzata Zieba2 1 Department of Management and Engineering ‐ University of Pa‐ dua, Vicenza, Italy 2 Division of Management ‐ Gdansk University of Technology, Gdansk, Poland Abstract: This paper discusses emergent and deliberate knowledge management (KM) strategies on the basis of literature review and case study analysis. It grounds on the results of a comprehensive analysis of the literature on KM strate‐ gies and approaches adopted by companies of various sizes. Although KM strate‐ gies have been abundantly examined by scholars, not many studies compare de‐ liberate and emergent approaches. By examining the case of two companies that adopted the two opposite approaches, the paper contributes to a better under‐ standing of their character. The two KM approaches are illustrated with regard to aspects such as: origin, restraints, promoters, scope, universality, and adaptabil‐ ity. In addition, although it is not possible to generalize, and such an assignment cannot be taken as a golden rule, the paper advocates that emergent KM strate‐ gies might better fit the characteristics of small firms, while deliberate KM strate‐ gies might be more appropriate in the case of larger companies. Furthermore, the analysis seems to indicate that emergent KM approach is more in line with a KM personalisation strategy. At the same time both the approaches can equally sup‐ port the different KM processes. The study suggests that companies should be aware of the strengths and the weaknesses of the two approaches, in order to choose the one that is more suitable to their organisational settings and opera‐ tional circumstances. A limitation of the study is that the empirical results are restricted to two companies only (one in Italy and one in Poland). Keywords: knowledge management (KM), emergent KM strategy, deliberate KM strategy, case study, Italy, Poland
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Competence Brokering: An Efficient Tool to Provide R&D to SMEs in Rural Areas Hans Olav Bråtå1, Leif Estensen2 and Anandasivakumar Ekam‐ baram2 1 Eastern Norway Research Institute, Lillehammer, Norway 2 SINTEF, Trondheim, Norway Abstract: Knowledge is becoming increasingly important for companies, particu‐ larly in regards to the provision and use of research and development (R&D). Small and medium size enterprises (SMEs) in rural areas in particularly face a number of problems when it comes to knowledge and of R&D. Many of such problems are contributed by the geographical location of the SMEs. For instance, one problem is that geographically dispersed settlements may make it difficult to create networks and clusters due to the long distance between similar companies. A long distance to research institutions with relevant knowledge can be another challenge. In addition, the research institutions presented in rural regions, such as university colleges, do not necessarily teach topics relevant to the companies. A lower level of education in rural areas in general may be also a mental barrier to the use of research. Distance to business support firms may be another disad‐ vantage. How to stimulate the use of R&D in SMEs in rural areas is therefore a vital challenge. The problems mentioned add to the general problems for use of R&D in SMEs. For example, in SMEs a few people are responsible for many func‐ tions and tasks. Time and efforts for long‐term thinking and inclusion of research into the company’s' activities may therefore have low priority. Other barriers, particularly in the case of foreign provision R&D, may be barriers in terms of the language, culture, distances, currency, trade barriers and legal differences. Devel‐ opment in telecommunication, as the Internet, has certainly reduced some of the potential problems mentioned. Nevertheless, the challenges faced by SMEs are recognized and acknowledged by the government and the public support system in Norway as it has introduced a number of schemes. Hence, a model for technol‐ ogy transfer to SMEs evolved into “Competence Brokering” which is a scheme established in 2004 to widen the focus from technology and traditional industry to a broader selection of industries. The core of this scheme is that a company in collaboration with a researcher and the “broker”, define a minor research project aimed to solve a problem for the company. Another important aspect is that most of the expenses of hiring a researcher are paid by the public authorities. Evalua‐ tions have documented that Competence Brokering has been a success. Some conclusions are that simplicity in regard to organization and decision‐making are important, as well as the provision of public funding. Still, last but not least, the R&D questions have to be developed on the premise of the real needs of the company. Keywords: R&D, rural areas, SMEs, competence brokerage, Norway 20
Knowledge Strategy: An Integrated Approach for Managing Uncertainty Constantin Bratianu1 and Ettore Bolisani2 1 Bucharest University of Economic Studies, Romania 2 University of Padova, Italy Abstract: Knowledge strategy is a new semantic construct that reflects the inte‐ gration process of Knowledge Management and Strategic Management. It is a construct aiming at creating new value by considering knowledge as a strategic resource in managerial decision making. The way knowledge strategy and its planning can be seen is affected by the consideration of uncertainty and envi‐ ronmental turbulence. In a highly predictable environment, knowledge strategy can be seen as a rational approach, where knowledge resources and the process‐ es to achieve and manage them can be set and planned in advance. However, in a turbulent business environment and continuous struggle for achieving a competi‐ tive advantage, strategic thinking and planning implies different approaches. Stra‐ tegic thinking and organizational knowledge integrated in a powerful vision can help managers and business leaders in defining a spectrum of possible futures and transforming some of them into probable and desirable futures. Then, choos‐ ing one of these desirable futures managers work out knowledge strategies to achieve some strategic objectives. The purpose of this paper is to reflect on these issues and to provide an updated survey of strategy thinking by presenting knowledge strategies as an integrated approach to manage uncertainty and to create desirable futures in business environments. Our research questions are the following: a) what is the definition of knowledge strategy, and how can this term be related to the more general issue of strategic thinking and strategic planning in organizations? b) What are limitations of a rational approach to knowledge strat‐ egy in turbulent environments and under uncertainty? c) What are the models that can be applied to formulate knowledge strategies based on a consideration of uncertainty and knowledge dynamics? For dealing with these questions we based our approach on an extensive search and analysis of the existing literature in both fields of knowledge management and strategic management, and on con‐ ceptual modeling of knowledge strategies. Keywords: knowledge, knowledge dynamics, knowledge management, knowledge strategies, strategy, strategic management
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Beneath the Surface: Exploring the Role of Individuals Learning in the Emergence of Absorptive Capacity Karl Joachim Breunig1 and Ieva Martinkenaite2 1 Oslo and Akershus University College, Oslo, Norway 2 BI Norwegian Business School, Oslo, Norway Abstract: Drawing on the micro‐foundations view of strategy, we examine the role of individuals in organizational learning and reveal the micro‐macro interac‐ tions underpinning the emergence of a firm‐level absorptive capacity. Whereas most of theabsorptive capacity research focuses on interaction of external and internal environments, we emphasise the interplay between organizational and individual levels of absorptive capacity. We find that the nature of knowledge, the role of individuals and their social interactions are explicitly addressed in the sem‐ inal works of Cohen and Levinthal. However, these micro‐level considerations are insufficiently problematized in subsequent research. This neglect has resulted in limited explanations of how absorptive capacity emerges as an organisational‐ level phenomenon. Based on an exploratory, longitudinal case study, we re‐ conceptualize absorptive capacity as a set of three, sequentially inter‐linked learn‐ ing processes in which individual and organization interact and suggest three propositions for further empirical research. Keywords: absorptive capacity, explorative case study, individual knowledge, or‐ ganizational learning process, individual‐organisation interaction
Linking Knowledge Management Drivers to Innovation Performance: An Exploratory Study Maria do Rosário Cabrita1, Florinda Matos2, Virgílio Cruz‐Machado1 1 UNIDEMI, Department of Mechanical and Industrial Engineering, Faculty of Science and Technology, FCT, Universidade Nova de Lisboa, Portugal 2 ICAA ‐ Intellectual Capital Accreditation Association, Portugal Abstract: Organizations in today’s globalised world must innovate to compete. KM has appeared as a key issue to ongoing innovation, becoming one of the most vital part in management practices. KM is the process of converting information and intellectual assets into lasting value. The ways in which the intellectual capi‐ tal, or knowledge held within an organization is transformed into innovation is now a central concern to management. Organizations that rapidly capture and implement new knowledge across the organization can be able to foster innova‐ tion as compared to those organizations that don’t focus on this aspect. Innova‐ 22
tion shows up in the quality and quantity of ideas and the efficiency and effec‐ tiveness of implementation of those ideas. These two parameters are independ‐ ent, however, when combined they form the definition of innovation perfor‐ mance (IP). This study aims to provide empirical support for the relationship be‐ tween KM and IP. Literature states that KM process needs a supportive infrastruc‐ ture to enable the implementation of effective KM processes within and inter organizations. KM processes are described as the use of knowledge to create val‐ uable knowledge through a series of coordinated knowledge processes, and KM infrastructure is the supportive structure to assist KM processes. This study sug‐ gests that knowledge process architecture of knowledge acquisition, develop‐ ment, distribution; utilization and retention are essential capabilities for effective IP. The literature offers theoretical support as well as some empirical support for a positive relationship between KM and IP. Through the analysis of a survey col‐ lected from 143 MBA students, all representatives of organizations, this paper explores the effects of KM on the IP, applying the PLS regression analysis. The results show that both KM processes and KM infrastructure positively and signifi‐ cantly influence IP. Although KM processes was found to be more significantly affecting IP than KM infrastructure, it is of particular interest to observe the im‐ pact of infrastructure, namely organizational structure and culture, in innovation environment which indicates the importance of context and background of KM. Keywords: innovation performance, knowledge management processes, knowledge management infrastructure, partial least square (PLS), Portuguese companies
The art of Managing Organizational Knowledge and Performance: A Blank or Colorful Canvas? Pieris Chourides1, Lycourgos Hadjiphanis1 and Loukia Ch. Evripi‐ dou2 1 European University Cyprus, School of Business Administration, Department of Management and Marketing, Cypus 2 European University Cyprus, School of Business Administration Department of Accounting, Economics and Finance, Cyprus Abstract: Purpose: The purpose of this research study was to examine the corre‐ lation, if any, between knowledge and performance management and associated strategies employed by today’s organizations to increase stakeholder and share‐ holder value. Design, methodology: Each strategy was individually examined us‐ ing the quantitative causal method research design in order to examine the rela‐ 23
tionship/correlation of the level of knowledge and performance activities within participant organizations, and then collaboratively examine their inter‐relations. The independent variables and the dependent variables vary in each correlational research questions. Findings: The findings endorsed that effective use of organiza‐ tional explicit knowledge and efficient performance are practices worth doing. Correlations between knowledge and performance and innovation and value added were found to be relatively strong. A moderately strong predictive correla‐ tion between effective implementation of knowledge strategy and performance was also found and presented, and similar findings showing a moderately strong predictive correlation between effective implementation of performance strategy and innovation are also established and shown. Practical implications: Organiza‐ tions can increase and create vital added value to both stakeholders and share‐ holder members by implementing effectively a holistic approach as an integrated part of routine practices that enhances knowledge creation and exceptional per‐ formance, which will contribute to superior results – tangible and intangible ones. The practical implications of this research will contribute to the academic disci‐ pline of knowledge and performance management. Paper relevance: This paper will contribute to the debate regarding the linking of knowledge and performance management. Further, this paper will contribute to the in‐depth analy‐ sis/discussion of the importance of knowledge in innovation and velocity man‐ agement. Keywords: knowledge management, knowledge transfer, innovation, perform‐ ance, strategy
Knowledge Creation and Diffusion in a Modern Industrial District Annunziata de Felice and Isabella Martucci Department of Law, University “Aldo Moro”of Bari, Italy Abstract: One problem with the concept of industrial district and with the de‐ scription of knowledge creation and diffusion emphasised in the literature based on the evolution of the industrial district is that the theory does not explain with rigour how knowledge and particularly tacit knowledge is transferred or exchange over time in industrial districts. Particularly, the theory does not explain how in‐ novation also happens. This paper aims at explaining the knowledge creation and diffusion in a modern industrial district through the application of Nonaka and Takeuchi’s model. We choose the Nonaka and Takeuchi’s model because of the vast literature on the industrial district that does not explain how knowledge transfer happens or changes over time in industrial districts and how innovation happens, too. This paper purpose is to overcome this gap through the application 24
of the Nonaka and Takeuchi’s model (NTM) to the modern industrial district. We start with the industrial district literature and we describe how knowledge and consequently innovation are created and diffused in a traditional industrial dis‐ trict and in a modern industrial district. But in reality a strong theory about it does not exist and the gap in explanation, particularly about innovation, is strong. This gap is filled by Nonaka and Takeuchi’s model. In this context the NTM is used not only to underpin the knowledge creation and diffusion in an industrial district, but also to explain how innovation happens in a firm and in an industrial district, even if the NTM has various shortcomings when it is used in this way. Keywords: knowledge creation, knowledge diffusion, modern industrial district, innovation, Nonaka and Takeuchi’s model
Knowledge Management and Intellectual Capital in an Enterprise Information System Souad Demigha Research Department of Computer Science (CRI), Sorbonne Uni‐ versity, Paris, France Abstract: Managing efficient knowledge is crucial to develop a powerful enter‐ prise information system (EIS). Many knowledge management efforts have been concerned with capturing, codifying, and sharing the knowledge held by employ‐ ees in organizations. However, there is still a lack of consensus over what consti‐ tutes a good definition of knowledge management (KM). Earlier, Knowledge man‐ agement (KM) was defined as “the process of applying a systematic approach to the capture, structuring, management, and dissemination of knowledge through‐ out an organization in order to work better, and reuse best practices.” Knowledge management consists of two types of knowledge: (1) explicit knowledge: captur‐ ing, sharing and using existing knowledge and (2) tacit knowledge: creating new knowledge, spreading its’ use and validating it. On the other hand, Intellectual Capital (IC) was recognized as a key strategic asset for organizational performance and its management is critical for the competitiveness of organizations. IC was defined as “organized knowledge that can be used to produce wealth.” The suc‐ cessful management of IC is closely linked to the KM processes an organization has. In this paper, we stress the importance of both “knowledge management” and “intellectual capital” for the successful enterprise information system. We propose a practical methodology previously developed by our research team. Keywords: knowledge management, intellectual capital, enterprise information system 25
Knowledge Strategies in Organisations: A Case for the Barcamp Format Sebastian Dennerlein1, Robert Gutounig2, Rene Kaiser3, Carla Bar‐ reiros1 and Romana Rauter4 1 Know‐Center GmbH, Graz, Austria 2 FH Joanneum – University of Applied Sciences, Graz, Austria 3 Joanneum Research, Graz, Austria 4 University of Graz, Graz, Austria Abstract: Barcamps are events for open knowledge exchange. They are generally open to everyone, irrespective of background or discipline, and request no at‐ tendance fee. Barcamps are structured by only a small set of common rules and invite participants to an interactive and interdisciplinary discourse on an equal footing. In contrast to scientific conferences, the program is decided by the partic‐ ipants themselves on‐site. Barcamps are often called un‐conferences or ad‐hoc conferences. Since barcamps are typically attended by people in their spare time, their motivation to actively engage and benefit from participating is very high. This paper presents a case study conducted at the annual Barcamp Graz in Aus‐ tria. Within the case study, two field studies (quantitative and qualitative) and a parallel participant observation were carried out between 2010 and 2014. In the‐ se investigations we elaborated on the differences of the barcamp to scientific conferences, inferred characteristics of barcamps for knowledge generation, shar‐ ing and transfer in organizations and propose three usages of barcamps in organi‐ zations: further education of employees, internal knowledge transfer and getting outside knowledge in. Barcamps can be used as further education for employees enabling not only knowledge sharing, generation and transfer via the participating employees, but also for informally promoting a company’s competences. With respect to internal knowledge transfer, hierarchical boundaries can be temporari‐ ly broken by allowing informal and interactive discussion. This can lead to the elic‐ itation of ‘hidden’ knowledge, knowledge transfer resulting in more efficient teamwork and interdepartmental cooperation. Finally, external stakeholders such as customers and partners can be included in this process to get outside knowledge in and identify customer needs, sketch first solutions and to start con‐ crete projects. As a result of the case study, we hypothesise as a step towards further research that organisations can benefit from utilising this format as knowledge strategy. Keywords: barcamp, knowledge transfer, social media, conference format
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Factors Affecting Effectiveness of Knowledge Management: A Case of Bosnia and Herzegovina Enterprises Mirela Kljajic‐Dervic and Roberto Biloslavo University of Primorska, Faculty of management, Koper Abstract: A successful business is a business based on knowledge. In modern economy, successful companies appreciate knowledge and systematically support its creation, shar‐ ing and application within business processes. Very often knowledge is the most critical economic resource; it is therefore necessary to effectively direct and lead processes of creation or acquisition, transfer, use and exploitation of knowledge. These processes to‐ gether form the concept of knowledge management. Through effective knowledge man‐ agement, organizations can improve their performance and gain a competitive advantage. But first they need to identify critical success factors to develop knowledge managements in organizations. This paper shows and discusses results of the empirical study conducted in Bosnia and Herzegovina. Based on existing research and proposed models, the study outlines six factors (i.e. organizational culture, human capital, management, organizational structure, reward system, information technology), which we believe have a direct impact on the effectiveness of knowledge management. Research data have been collected through a survey. The research sample was composed of 317 companies that employed 10 to 600 employees. Collected data were analyzed by use of the structural equation model‐ ing. This will allow us to propose a model of influential factors for effective knowledge management. Results of the study will help organizations to better understand critical fac‐ tors influencing the effectiveness of knowledge management. Keywords: knowledge management, organizational culture, human capital, management, organizational structure, rewarding system, information technology
Knowledge Management of Scholarly Products: Semantic Lancet Project Angelo Di Iorio, Paolo Ciancarini, Andrea Giovanni Nuzzolese, An‐ drea Bagnacani, Silvio Peroni, Francesco Poggi and Fabio Vitali Department of Computer Science, University of Bologna, Italy Abstract: There is an ever increasing interest in publishing Linked Open Datasets about scientific papers. The current landscape is very fragmented: some projects focus on bibliographic data, others on authorship data, others on citations, and so on. The quality is also heterogeneous and the production and maintenance of such datasets is difficult and time‐consuming. In this paper we introduce the Se‐ mantic Lancet Project, whose goal is to make available rich semantic data about scholarly publications and to provide users with sophisticated services on top of those data. We developed a chain of tools that produce high‐quality data from 27
multiple sources. It has been successfully used to produce a rich and freely availa‐ ble LOD, described here as well. Keywords: data reengineering, linked open dataset, scholarly publications, se‐ mantic enhancement, semantic publishing
Knowledge City Metaphors as Reflections of Community‐Driven Knowledge Creation and Learning Ideals Tiit Elenurm Estonian Business School, Tallinn, Estonia Abstract: The purpose of the paper is to explain how different knowledge city development ideals can be aligned with co‐creative, individually innovative and imitative entrepreneurial orientations. The paper also links entrepreneurial com‐ munity creation discourse to the importance of physical and virtual space for knowledge sharing and learning. The paper explains how the roles of a knowledge city and the development priorities of spaces that support knowledge sharing of entrepreneurs are interpreted by experts, entrepreneurship practitioners and business students as potential entrepreneurs. An interactive workshop conducted by the author during the 7th knowledge Cities World Summit revealed various knowledge city metaphors that can be classified as extended triple helix, knowledge flow or knowledge café reflections. The discussion about these meta‐ phors with entrepreneurs demonstrated their applicability for specifying the role of the knowledge community and the city environment as enablers of knowledge sharing and self‐development of entrepreneurs. However, these knowledge crea‐ tion and learning environment ideals and related knowledge city services have different relevance for co‐creative and individually innovative entrepreneurs. Knowledge city developers should customise their services to different entrepre‐ neurial orientations; their services should be adapted to the relevance of the local historical identity versus the global identity based on the creative interests of en‐ trepreneurs. In Tallinn, they could focus on services that link Estonian ICT devel‐ opment knowledge to cross‐border mobility and help innovative start‐ups to at‐ tract talented employees at the first stages of their development. The develop‐ ment paths of many globally oriented start‐ups continue in London, in the Silicon Valley or in some other more distant knowledge hubs. The priorities of face‐to‐ face networking and virtual networking for potential entrepreneurs in Helsinki and Tallinn are discussed in this context in order to explain the advantages and disadvantages of virtual knowledge sharing between two capitals with geographic and linguistic proximity. Focus group discussions revealed the need to study in more detail the functions of face‐to‐face networking enabled by the geographic 28
proximity of Tallinn and Helsinki compared to online networking in different knowledge sharing and learning modes, including knowledge café applications. Keywords: knowledge cities, knowledge sharing, community‐based learning, en‐ trepreneurial orientations, knowledge space
Strategic Approaches to Knowledge and Related Intangibles Scott Erickson1 and Helen Rothberg2 Ithaca College, Ithaca, USA 2 Marist College, Poughkeepsie, USA
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Abstract: Years of research on the strategic role of intangible assets, including data, knowledge and intelligence, have suggested that long‐term investment in intangible development is a situational decision. Not all big data, knowledge man‐ agement, or competitive intelligence initiatives are equally fruitful. Some may even be counterproductive, not justifying their cost or leaving a firm vulnerable to competitor efforts to obtain the same intangibles. A strategic approach becomes a balance between intangible development and intangible protection. But an even more interesting result is that intangibles are not even equally valued by differing parties in similar circumstances. A high level of interest in big data or knowledge by one firm does not mean competitors are similarly interested in exactly the same assets. And vice versa. How can we explain such counterintuitive results? We believe the answer is in more micro aspects of the intangibles themselves and the industry conditions. We know quite a bit about the characteristics of intangi‐ bles, especially knowledge, as well as about their conditions of application. A closer look at metrics from a variety of industries and the intangible circumstanc‐ es behind them will allow us to provide more insight into how and why specific firms should pursue big data, knowledge management, and competitive intelli‐ gence initiatives. Specifically examining the cases of pharmaceuticals, financial services, and hospitality management, we review data on knowledge, intelligence, and data, providing insights as to how and why each is valued in specific circum‐ stances. Keywords: knowledge management, intellectual capital, competitive intelligence, big data, strategy
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Collaboration, Learning, Innovation and Regional Development in Norway: The Systems Perspective Leif Estensen¹, Anandasivakumar Ekambaram¹, Heidi Storrøsæter², Ida Kari Lysberg² and Ane Caspara Hammer² ¹ SINTEF Technology and Society, Trondheim, Norway ²Trondheim Business School, Sør‐Trøndelag University College, Trondheim, Norway Abstract: Collaboration and learning play an important role in innovation and de‐ velopment of regions within a country. Research Council of Norway administrates a large innovation programme (called VRI) to facilitate this kind of development. The programme is operative for 10 years, from 2007 to 2016, and is implemented in 15 regions. One of the means that is applied is competence brokering. The basic idea of competence brokering is to improve collaboration between compa‐ nies in the regions, research and development (R&D) institutions, and public agencies in order to facilitate innovation and value creation in the regions. The major characteristic of competence brokering is to assist companies to obtain the R&D knowledge and apply it. The aim here is to carry out company specific pro‐ jects. The projects are conducted under the supervision of a broker, however the company is responsible. R&D personnel are hired to work in the project. Fifty per cent of the cost of hiring the R&D personnel is paid by governmental founding. Companies can participate as single or in network with more companies. The company specific project may be a pre‐study for a larger and more expensive in‐ novation project, or the project may solve a specific problem that the company has. A wide range of possible innovation projects can also be carried out – for instance, in design, product development, process development, knowledge management, innovation strategies, etc. The paper will present the Norwegian approach and experiences of competence brokering in regional innovation and development from the systems perspective. Systems perspective focuses not only on the elements that constitute a system, but also interactions between the ele‐ ments. Furthermore, the systems perspective is closely related to learning in or‐ ganizations. The paper will look at the experiences of competence brokering, and describe the interactions between different actors in the process of competence brokering when the process establishes a system for collaboration, learning and innovation. The paper will present the aspects of: (1) Competence brokering pro‐ cess and facilitation methods of the collaborative endeavour, (2) Looking at com‐ petence brokering from the systems perspective. The paper will also present case study in this regard. The paper is based on reflection on experiences and litera‐ ture study. The first is an experienced competence broker who has worked in 30
several regional development programmes for more than 20 years. In this regard, the study on which this paper is built, will present elements of action research, at least to a certain extent. Keywords: knowledge transfer, competence brokering, research and develop‐ ment (R&D), Industrial companies, collaboration, case study, SME, regional devel‐ opment, system theory
The Mediator Role of Leadership in the Relationship Between Knowledge Management and the Relationship Between Employees Vítor Ferreira, Lídia Espírito Santo and Pedro Espírito Santo Instituto Politécnico de Leiria, Leiria, Portugal Abstract: According to Nonaka, companies must innovate through knowledge. Nevertheless, knowledge acquisition, application and sharing often require a re‐ organization of the company as well as all the people who constitute it. There is some empiric proof that good employee relations in developments that give rise to high levels of job satisfaction positively influences organisational performance. Thus, it is of utmost importance to study the influence of knowledge management practices in employee relations and on the company work environment. At the same time, leadership also may play an important role by enabling knowledge transfer and assuring a good human resource quality, thus fostering competitive‐ ness. This study tries to identify the influence of knowledge (acquisition and ap‐ plication) and its sharing in “human resource quality relations” in SMEs. Thus, applying a questionnaire to 187 companies considered “SMEs leaders” in Portu‐ gal, this study, through a structural equation model, shows that knowledge man‐ agement has a positive effect on Employee Relations Quality and Leadership has a mediating and positive effect in this relation. This paper, through a significant sample of SMEs, allows has to study the impact of KM practices in the quality of employee relations. This paper further investigates the relation between knowledge sharing and the ability to create a high level of quality of human re‐ sources. Keywords: knowledge management, leadership, relationship between employees, structural equations, SMEs
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Main Research Topics in Knowledge Management: A Content Analysis of ECKM Publications Nora Fteimi and Franz Lehner University of Passau, Passau, Germany Abstract: Knowledge Management (KM) has already reached the level of a scien‐ tific discipline and attracts increasing interest in research and practice. As a con‐ sequence, the number of KM publications is growing exponentially. The wide spectrum of publications comprises a variety of topics ranging from terminologi‐ cal, conceptual, and technological approaches to managerial implementation ap‐ proaches. Several attempts have been made to achieve a common ground of the KM discipline. The aim of this study is a CA‐based review of a total of 755 publica‐ tions published in the proceedings of the European Conference on Knowledge Management (ECKM) since 2006 and obtained from the Scopus Database. To the best of our knowledge, this is the first documented attempt to analyse ECKM con‐ tributions using content analysis (CA). We combine the advantages of manually and automated CA in order to detect research areas and activities within ECKM community. Using the statistical software R, we applied a manually developed KM dictionary on title, abstract and keywords of the publications to identify key re‐ search themes and concepts published over the past years. The results are com‐ pared with existing studies. Since the development of a common ground of the KM discipline is still a challenging task, the findings help to discover emerging themes in KM research but also the preferred research methods. Both thematic shifts in the past and prospective future research priorities are pointed out. In summary the results of the study contribute to the role of KM in building resili‐ ence and can be seen as an attempt to reflect the identity and the research inter‐ ests of the KM discipline. Keywords: knowledge management, ECKM literature, content analysis
How Managing the Knowledge Reliability Improves the Results of a Reasoning Process Emmanuelle Gaillard, Jean Lieber and Emmanuel Nauer Université de Lorraine, LORIA, UMR 7503, Vandoeuvre‐lès‐Nancy, France Inria, Villers‐lès‐Nancy, France CNRS, LORIA, UMR 7503, Vandoeuvre‐lès‐Nancy, France Abstract: This paper shows that managing the reliability of knowledge built col‐ laboratively by an e‐community improves the results of a reasoning process. Our 32
approach for building a reasoning system over knowledge coming from an e‐ community addresses first the management of the reliability of knowledge units provided by non‐experts, and, second, the way a reasoning system will use this reliability to perform better results. The management of the reliability of knowledge units uses MKM (meta‐knowledge model), a model we designed espe‐ cially for this purpose. MKM is based on meta‐knowledge such as belief, trust and reputation, about knowledge units and users. This meta‐knowledge allows to compute the reliability of each knowledge unit. By using MKM, a reasoning sys‐ tem will be able (1) to filter the knowledge units for reasoning only with reliable knowledge, and (2) to better rank its results according to the knowledge reliability of the knowledge units involved in these results. In this paper, we present an evaluation of the benefits of this approach, in the context of a case‐based reason‐ ing (CBR) system which adapts cooking recipes. The results provided by the CBR system using the e‐community knowledge without taking into account reliability are compared to the results provided by the same CBR system taking into account reliability. This comparison shows that users are better satisfied with results pro‐ vided by the system which exploits the knowledge reliability. A qualitative analysis shows that the results returned by the CBR system which do not take into account the knowledge reliability and evaluated as bad by users are due to the use of knowledge units which are not reliable according to MKM. These results are no more returned if the knowledge reliability is taken into account. Moreover, using in priority the most reliable knowledge allows to rank a result at a better place, comparing to its rank in the system which does not use the knowledge reliability. Keywords: e‐community knowledge, knowledge reliability, meta‐knowledge, sys‐ tem evaluation, case‐based reasoning
CAVIS Versus Canvas: Two Approaches Comparison Tatiana Gavrilova and Artem Alsufyev Graduate School of Management (GSOM), Saint‐Petersburg State University, Saint‐Petersburg, Russia Abstract: The current paper describes the results of research that compared two ways of describing and presenting business models: the business model canvas and new mind mapping representation of business models. The proposed ap‐ proach was called CAVIS (CAnvas VISualization) and it combines all nine elements of the business model canvas into four large groups (meta‐concepts): products; environment; finances; customers. To evaluate the proposed framework’s effi‐ ciency, the authors conducted a pilot study involving a survey of experienced top‐ managers of Russian companies and examined their perceptions of two business model representations: Canvas business model by Osterwalder, and a business 33
model mind mapping template in accordance with certain criteria formulated. These six criteria include: easiness to use, speed of perception, clarity and under‐ standability, aesthetic pleasure, opportunity to use of operational activities, ca‐ pacity to provide new insights. Research has showed that the visualization tool with a mind map may be considered a graphical template for a cognitive frame‐ work that positively affects the comprehension and understanding of business model easiness to use, speed of perception, clarity and understandability, aes‐ thetic pleasure. These results are consistent with those of other studies. Keywords: business model; mind mapping; visualization; business model canvas; innovation activity
Knowledge Management and Risk Culture in the Banking Industry: Relations and Problems Enrico Fioravante Geretto and Rubens Pauluzzo Department of Economic and Statistical Sciences, University of Udine, Udine, Italy Abstract: The theme of risk governance in the banking industry has become a core aspect for regulators in particular since the financial crisis of 2007. The ex‐ cessive exposure of many financial intermediaries to certain risk profiles (in par‐ ticular credit and liquidity risks) is due to a set of causes, among which the lack of an adequate level of risk cultures. This term identifies the overall behavior of hu‐ man resources and organizations when managing, monitoring, and dealing with specific risk profiles. Although banks have used professionalism and relevant methodologies with reference to risk management, this has not generated a fur‐ ther spread of the related skills throughout the organizational structure. This has generated a significant and widespread risk vulnerability of credit institutions. The main causes of this situation are probably to be found in the progressive devel‐ opment of "Originate To Distribute" management models, instead of the tradi‐ tional "Originate To Hold" models, that led to a sort of supremacy of financial ac‐ tivities over the usual credit ones. The main aim of this study is to suggest that the recovery of an adequate sensitivity to the risk management can be effectively achieved through the use of knowledge management techniques able to influence values, norms, and practices of the members of the organization. The implemen‐ tation of the related knowledge management process must follow a particular framework to ensure that all the activities needed to create, use, share, and pre‐ serve knowledge have been taken into consideration. Even though knowledge management is able to promote the strengthening of an adequate corporate risk culture, it is believed that at least two kinds of problems may occur: the mere partial diffusion of knowledge management general experiences within the bank‐ 34
ing sector and the lack of the joint presence of specific conditions able to help risk knowledge management tests achieve the desired results. Keywords: knowledge management, risk culture, risk knowledge management, banking industry, financial institutions, financial crisis
Impact of Knowledge Management Processes on the Creation of Innovations: Case Study Ingrida Girnienė and Zenona Atkočiūnienė Vilnius University, Vilnius, Lithuania Abstract: In the contemporary dynamic environment, information and knowledge are one of the most essential assets of organisation and the main sources of inno‐ vation. Deliberate management of these resources facilitates faster development of countries; meanwhile for organisations it helps to create higher value‐added production and increase competitive advantage. According to the theoretical and empirical studies, the creation of innovations can be influenced by many factors, such as financial resources, organisational strategy, organisational structure, or‐ ganisational culture, learning, information technologies and knowledge manage‐ ment. However, academic research fails to provide a unified perspective to the problem of how knowledge management can foster the creation of innovations. One of the most important knowledge management factors are knowledge man‐ agement processes. This paper analyses the impact of the main knowledge man‐ agement processes on the creation of various types of innovations. Analysis of knowledge management cycles, models, theoretical and empirical studies helped to identify the key knowledge management processes: sharing, creation, acquisi‐ tion, identification and storage. Innovations are the result of a productive applica‐ tion of knowledge: a new or improved product, service, method or technology. In this paper analysis of innovations rests on their classification according to con‐ tent: product, process, organisational and marketing innovations. The empirical evidence has been collected through a quantitative study that received 234 re‐ sponses from managers and employees from one group of the Lithuanian infor‐ mation technology sector companies. According to the research results, knowledge management processes such as knowledge sharing, its storage and creation are the most important for the creation of innovations, while knowledge identification and acquisition have a lesser impact. Keywords: knowledge management processes, knowledge sharing, knowledge creation, innovations
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Realising Value From Knowledge Assets: Empirical Study in Project Environment Meliha Handzic 1,2, and Nermina Durmic 1 1 International Burch University, Sarajevo, Bosnia and Herzegovina 2 Suleyman Sah University, Istanbul, Turkey Abstract: This paper reports the results of an empirical test of a research model linking intellectual capital (IC) with project management (PM) in order to deter‐ mine whether and how value from knowledge assets is being realised in a project environment. The proposed model included six interrelated components: project success as the ultimate targeted value and the project team as a human knowl‐ edge asset, the project customer as a relational knowledge asset and three pro‐ ject process steps ( planning, execution, verification) as structural knowledge as‐ sets associated with project success. The model was tested empirically in the con‐ text of information systems (IS) projects. Data were collected by a survey of 603 IS professionals across a variety of projects and were analysed through structural equation modelling. The results revealed an important mediating role of struc‐ tural knowledge assets (three‐step project process) in exploiting human (project team) and relational (project customer) knowledge assets for realising project value (project success). These findings provided several important implications for practice and opened up new opportunities for future research. Keywords: knowledge assets, value creation, intellectual capital, project man‐ agement, empirical study
The Demise of Knowledge Management Executive Leadership: An Empirical Study of Leading Companies That Have Changed Their Knowledge Management Strategies Harold Harlow Wingate University, Charlotte, USA Abstract: Knowledge management is increasingly under attack to show returns on investments and profitable business outcomes. While many companies retain their executive leadership as Chief Knowledge Officers and vice presidents of knowledge management, the trend toward appointing CKOs that developed in the late 1990's has been reversed at many companies and a new trend is to assign the functions of knowledge management to the Chief Information Officer. This new approach has many ramifications that determine if the firm will be able to meet 36
not only short‐term objectives but mission and knowledge management out‐ comes as well. This paper researches over 100 knowledge management execu‐ tives in a broad cross‐section of medium and large US industries and organizations to question why the shift is occurring and what the strategic basis is for this shift? This study is important to understand the corporate level emphasis or de‐ emphasis that is coring at top levels of the company. Does knowledge manage‐ ment continue to have a strong importance at companies or is it simply a sub‐ function of the Chief Information Officers responsibilities ? The results of this study clearly show that there are pros and cons to making this strategic shift and that many firms are doing so with little actual factual knowledge of the effects on knowledge management acquisition at their firms.. This empirical paper is de‐ signed to give top managers (CEO) information to make rational decisions when considering eliminating of the CKO. Decisions on CKO positions should be based on the firm related performance in both measurable intellectual property and financial results. The results are presented and summarized and the statistical methodology of regression and correlation are used in this paper. Keywords: knowledge management, executive knowledge leadership, knowledge management implementation, chief knowledge officer
Share‐Review‐Practise Spiral Model (SRP) to Enhance Postgraduate Students’ Cognitive Skills Atichart Harncharnchai and Teeraporn Saeheaw Chiang Mai University, Thailand Abstract: To achieve a master’s degree in Knowledge Management, critical think‐ ing and analytical skills are required to develop clarity and rigor in reasoning and the ability to understand and evaluate the reasoning of others’ paper work. How‐ ever, most graduate students in Thailand who are familiar with lecture‐based ap‐ proach lack such skills which are the key obstacles to learning process. This paper proposes a Share‐Review‐Practise Spiral Model (SRP) for learning enhancement with the integration of the SECI model, Communities of Practice (CoPs) and After Action Review (AAR) as a new learning paradigm which aims to bring up master’s degree students’ cognitive skills. Four stages consisting of, firstly, socialization in virtual communities of practice helps acquire necessary ‘content knowledge’ and become active members. Then, informal after action review (AAR) is used to ana‐ lyze the content knowledge and transform into ‘lessons‐learned knowledge’. Next, face‐to‐face discussion combining with lecturer’s guidance help students crystallize their lessons‐learned knowledge and transform into ‘critical knowledge’. The final stage is applying critical knowledge into practice of individ‐ ual problem‐solving case. To see students’ cognitive skill improvement, such activ‐ 37
ities are repeated and assessed. Target group is postgraduate students taking the theoretical foundations of knowledge management course at Chiang Mai Univer‐ sity, Thailand. The implementation took approximately 30 hours over 4 weeks. Findings are i) the relationships of social network among students within the CoPs are strong while two nodes show the highest degree centrality of 26 and 23, ii) students’ critical thinking and analytical skills improve after they participating in CoP over time; iii) students’ understanding ability and applying skills have a ten‐ dency of improvement through individual problem‐solving and iv) only a few number of students can shift their cognitive skills from basic level of understand‐ ing and applying to higher level of analysis. Furthermore, the result also reveals that the SRP helps change students’ behavior shifting from spoon‐feeding to self‐ feeding manner. Keywords: after action review (AAR), creative thinking and analytical skills, com‐ munities of practice (CoPs), SECI model, share‐review‐practise spiral model (SRP)
From Research to a Web‐Based Interactive Tool: Knowledge Transfer Within Social Services Organizations Nathalie Houlfort, Julie Descheneaux, Préscilla Labelle, Caroline Marion, Mathieu‐Joël Gervais and Benoit Martel Université du Québec à Montréal, Canada Abstract: Despite growing scientific evidence on knowledge utilization and trans‐ fer, knowledge transfer remains a critical issue for organizations in the social ser‐ vices network. Among the underlying reasons behind this perpetual problem, ac‐ cording to our organizational partners, are the difficulty of choosing the right knowledge transfer activity and a lack of understanding of how to implement a proper knowledge transfer process. Hence, based on our partners’ concerns and the principle that knowledge transfer activities should match the organizational context and goals, we, in partnership with a community of practice, worked for just over two years to co‐construct a tool that would help organizations choose the right activity and implement a proper, comprehensive knowledge transfer process. We examined five knowledge transfer projects in four different social services organizations. In addition to these five case studies, scoping studies on specific knowledge transfer activities were conducted and 18 community of prac‐ tice meetings were held, allowing us to identify a common trajectory for knowledge transfer projects in the social services network as well as common facilitators and obstacles to such projects. Among the results, we found that or‐ ganizations are likely to minimize the importance of analyzing their context, re‐ 38
peatedly choose the same familiar knowledge transfer activities and proceed fol‐ lowing a one‐time evaluation of the level of satisfaction with the activities. Find‐ ings also revealed that knowledge brokers and/or specific task forces, a gradation of measures (activities) and continuous evaluation of the process and effects are key factors in the success of a knowledge transfer process. Findings gained through these different methodologies were used to co‐construct “SACO,” a web‐ based interactive tool to help social services organizations analyze their organiza‐ tional context, choose the right set of knowledge transfer activities and imple‐ ment them, identify the necessary support, and assess the knowledge transfer process as well as its impacts. Keywords: knowledge transfer; web‐based interactive tool; social services organi‐ zations; choice of activity
Sustainability to Improve Knowledge Values and Intangible Capital: A Case Study in Wine Sector Barbara Iannone Department of Philosophy, Education and Economical‐ Quantitative Sciences, University of Chieti‐Pescara, Italy Abstract: In the last decades more and more researchers have concentrated on identifying the new rules and values such as tools to guide businesses ethical be‐ haviour in the global economy towards sustainable development. The relationship between business and the environment is so deep that it should be seen as an integral and essential part of its strategic planning to become a real management regulation. This is true for all types of companies: international companies, small‐ medium enterprises, family‐business, farm, public utility. This paper aims to ex‐ plore one model of a family business in the wine sector where year by year they apply traditional methods of production: this is their “philosophy” of knowledge management. They believe in a good business together with a good environ‐ mental responsibility, thanks to a successful transition of the business from one generation to the next. This goal is possible to realize thanks to a really green production, an excellent quality of product and a good level of know‐how: in other words, by adopting a sustainable development. This is the typical value sys‐ tem referred to as a family business model, such as a strong dependence on the territory, the local institutions and the employees. This system became the para‐ digm of development, both economic and social. This paper adopts a qualitative approach through a field case study: this methodology permits one to explore what the internal factors are, the corporate characteristics and the general con‐ textual factors, to show also the influence in improving value of different intangi‐ bles, such as a good name, a good corporate reputation, a good credibility, a 39
"good sentiment" in the stakeholders' world. The study has used different sources: direct interviews with the family, social accountability, archives, observa‐ tion of the company’s life, etc. In this way it is possible to build others "hidden intangibles", such as cohesion with stakeholders, engagement, better efficiency, protection against boycotts, easier loan facilities. The alignment between envi‐ ronmental and business interests, is also possible through know‐how passed from generation to generation and the trust generated by a good reputation. The fol‐ lowing study was developed according to a qualitative approach and a methodol‐ ogy based on field case studies (Emidio Pepe winery). Then, the research question of this work is: how to control the development about of an intangible such as Corporate Reputation (CR) in a family business like Emidio Pepe. Therefore, it must identify the values of the family that are shared from generation to genera‐ tion and finally it creates a WiRe framework in order to evaluate and to monitor the value of Corporate Reputation ‐ in this paper, the Wine Reputation created by the Emidio Pepe Winery. The goal is to invest “correctly” in order to achieve good results in the medium to long term. Keywords: sustainability, sustainable development, FB (family business), CR (cor‐ porate reputation), WiRe (wine reputation)
Designed to Fail? Challenges in Sharing Engineering Knowledge Across a Global Company Aleksandra Irnazarow and Peter Heisig University of Leeds, Leeds, UK Abstract: Knowledge sharing (KS) initiatives are known to fail at a rate of 50% or higher. In order to understand the causes of failure of a KS initiative I use the Knowledge Management (KM) Framework (Heisig, 1999, 2009) which has been tested in practice and served as a foundation for EU—wide guideline. The case study is conducted within multinational manufacturing company. As a collabora‐ tive researcher in the company's UK division I conduct a retrospective case study (Yin,2003) of a knowledge management project which was stopped after two years. This paper describes the origins and history of the project, changes of the context and the stop of the project. I apply the KM Framework to forensically ana‐ lyse the project, the stakeholders involved and organisational context variables which are regarded as critical for successful knowledge management initiatives. Relevant project documentation, survey and interview data from stakeholders (leadership, project team and end users) are used to analyse interrelated techno‐ logical and social aspects in a structured and systemic way. I present a timeline of the project and a diagram identifying critical events and initiatives undertaken by the organisation, with emphasis on those contributing to project failure. In addi‐ 40
tion, the paper offers insights into the complexities of research collaboration with industry. I believe an understanding of these complexities will help prospective collaborative researchers become more informed and able to make better choices about how to position themselves and their work within an organisation. This approach offers a holistic view of project failure and serves as a useful method to detect early risk signals regarding similar initiatives. Ultimately it could help re‐ duce the failure rate of future knowledge management projects and offer valua‐ ble contributions to design and management of new projects. The paper con‐ cludes with discussion of the limitations of the method used in this study and out‐ lines recommendations for future research directions. Keywords: knowledge management, project failure, failure analysis, organisational change, knowledge sharing
An Agile Approach for Designing Marketing Activities Monica Izvercianu, Miclea Șerban, Potra Sabina and Ivașcu Larisa Politehnica University Timisoara, Romania Abstract: In the last decades, we have witnessed a shift in business administration perspectives. With the ultimate scope of increased performance appraisal, infor‐ mation technology concepts have been transposed and successfully used in other managerial areas of research. One of them is agility. By using agile methodology, scholars have transferred performance capabilities to the marketing domain. The present paper develops an agile approach for knowledge capturing and sharing for small and medium enterprises (SMEs). Unfortunately, agility is a term used prevalent in multinational corporations, unlike SMEs’ management which remains unaware to the benefits of such an approach. The reason for this discrepancy is represented by the absence or scarce marketing personnel and the misled per‐ ception that marketing is limited to sales. Marketing is seen more as a distribution and promotion downstream activity to the client. Agility can be the key for SMEs managers because they need tools and methodologies with simple to use con‐ cepts and guidelines to help them design strategic and operational objectives. With this in mind, we introduce the Design of marketing Activities (DmkA) con‐ cept for conducting an upstream and downstream marketing effort. The agile tool this research proposes is represented by an Agile marketing Audit (AmkA), for evaluating and controlling marketing performance. The information extracted from this agile tool can be analyzed and lessons learned can be shared as Legacy Marketing (LegMk), an adaptation of the concept of Legacy System from the IT&C sphere to marketing. Legacy Marketing together with Agile marketing Audit rep‐ resent a fundamental footprint in knowledge management for the smart compa‐ ny of the future.Keywords: agile marketing, agile marketing audit, legacy market‐ ing, knowledge management, SMEs 41
Extending the Organizational Learning Process in Order to Enable Innovative Ideas Alexander Kaiser, Florian Kragulj, Thomas Grisold and Roman Walser Vienna University of Economics and Business, Vienna, Austria Abstract: Innovation processes require organizations to transcend current bound‐ aries. These include not only technological as well as social limitations but ‐above all‐ the way we address the future. We are used to face the future with our exist‐ ing knowledge and experiences from the past. This strategy, however, can hardly lead to knowledge off the beaten path. We therefore suggest a new learning ap‐ proach for organizations which enables to literally envision a desired future sce‐ nario and thus, allows for the creation of radical new knowledge. In this paper we focus on organizational learning towards the future and compare its output with traditional learning from the past. Based on the idea of Learning from the Future (Greenleaf, 1977; Jaworski, 1998; C. O. Scharmer & Kaeufer, 2013; Senge, Scharmer, Jaworski, & Flowers., 2005) we extend the organizational learning pro‐ cess with an additional source of learning. By interacting with an ideal envisioned future, individuals are enabled to detach particularly from their doubts, concerns and restrictions grounded in their past experiences, which in turn clarifies the necessary actions to realize this desired scenario. We have been successfully ap‐ plying Learning from Interacting with an Envisioned Future, in short Learning from an Envisioned Future, to various problem settings and different project sizes. (Kai‐ ser, Fordinal, & Kragulj, 2014) We argue that our method leads to new knowledge which generally yields a higher degree of novelty and radicalness. In order to sup‐ port our assumption we present our findings from comparing the output of Learn‐ ing from an Envisioned Future and learning from the past. For this study we use data from an on ongoing organizational learning project we are currently conduct‐ ing with a high school in Austria. (Kaiser & Kragulj, 2015) To investigate whether the approaches lead to considerably different results in terms of quality and quantity we apply the Paradigm Relatedness Framework by Nagasundaram & Bostrom (1994). By using this method, we assess the novelty and degrees of ‘radi‐ cal change’ for the system induced by the individual ideas and compare the over‐ all output in a systematic way. The research question of our paper is the follow‐ ing: How does the use of Learning from Interacting with an Envisioned Future as an additional learning mode support the quality and quantity of innovative ideas? Does the output of both learning modes differ in terms of quality and quantity so that they could be used together in order to provide a more holistic knowledge creation? Initial findings suggest that Learning from an Envisioned Future does produce significantly more output modifying the dominant paradigms in the school system compared to the output we gained from the conventional learning 42
approach. Thus, we reason that Learning from an Envisioned Future yields more potential to knowledge that can be regarded as radically new. Our paper will be structured in the following way. Firstly, we will discuss the theoretical background of our advanced approach of Learning from an Envisioned Future. Secondly, we will describe the ongoing research project with an Austrian high school as a quali‐ tative case study. Subsequently, we will extensively compare the results of the two learning approaches we facilitated in the case study in terms of their quantity and quality measured by the Paradigm Relatedness Framework. Keywords: organizational learning, learning from an envisioned future, interacting with an envisioned future, knowledge management, empirical study, learning modes
Taxonomy Transfer: Adapting a Knowledge Representing Resource to new Domains and Tasks Laura Kassner and Cornelia Kiefer Graduate School advanced Manufacturing Engineering, Stuttgart University, Germany Abstract: The landscape of semantic resources today is fragmented and complex. We outline the challenges in the creation and maintenance of semantic resources and present a use case at the intersection of research and industry: The adapta‐ tion of a legacy automotive taxonomy to a text classification task and a new data source. Initial work includes making taxonomy usage more efficient and improv‐ ing coverage. We also present an approach for a data‐driven semi‐automatic ex‐ tension of the taxonomy with new concept synonyms to better adapt it to new data sources and ease resource maintenance. Keywords: semantic resources, taxonomy, ontology extension, automotive, do‐ main‐specific knowledge
Sharing Scientific Knowledge Through Telling Stories and Digital Storytelling Marcela Katuščáková Department of Cultural Heritage and Mediamatics, Faculty of Hu‐ manities, University of Žilina, Slovak Republic Abstract: Today's society is marked with excessive loads information, resulting in a growing problem of transforming it into useful knowledge. Therefore, we pay attention to tools to share useful knowledge with long‐term effect. The strength 43
of a story is known in trade and also education, where it is commonly used for sharing simpler and more general knowledge. Two years ago, we tested the effec‐ tiveness of knowledge transfer through one of the oldest methods ‐ storytelling. We compared the richness and durability of the transmission of scientific knowledge through traditional lectures with the help of a slide presentation and storytelling. We tested the knowledge transfer in two groups of students. We divided the knowledge by type into know‐how, know‐who, know‐why, know when and know‐what. It turned out after follow‐up testing that the students were more successful in the group to whom the knowledge was presented through storytelling than the classical method group. Even greater differences in favour of storytelling emerged in testing after several weeks. We worked with digital stories elaborated on a selected Knowledge Management topic, this constituted a tool to support knowledge sharing (the "river" diagram). We tested three groups of stu‐ dents to whom the same knowledge was presented (the river diagram). In the first group was given a classic Power Point presentation, the second story re‐ ceived oral story and the third group was presented the same story as a digital storytelling project. All three groups were tested using identical questions, in the phase of a pre‐test, a test and a post‐test. No differences in the test results be‐ tween the classic story and the digital story were observed. When comparing sto‐ ries (classic and digital) wit a traditional slide presentation, the results of knowledge transfer were significantly better in favour of story. This pilot study highlights the effectiveness of storytelling in the process of knowledge sharing and the possibilities of its application in education at universities that form one of the pillars of the knowledge society. Keywords: knowledge management, knowledge sharing, storytelling, digital story‐ telling, education
Learning orientation, market orientation and organizational performance: The mediating effect of absorptive capacity Radwan Kharabsheh1, Waed Ensour1 and Pavel Bogolybov2 1 The Hashemite University, Jordan, 2 Lancaster University, UK Abstract: Purpose: While numerous studies found a positive relationship between learning orientation, market orientation and organizational performance, few studies examined the mediating effect of absorptive capacity on the relationship between the two constructs (LO, MO) and organizational performance. This paper aims to do so. Design/methodology/approach – A survey of 190 senior managers 44
in manufacturing firms in Jordan was conducted. Data were analyzed using two‐ stage least squares estimators for latent variable models. Findings – Results sug‐ gest that learning orientation, market orientation and absorptive capacity all have a positive and significant effect on organizational performance. More importantly, absorptive capacity partially mediates the relationship between learning orienta‐ tion and organizational performance thus suggesting that while knowledge acqui‐ sition and values of external knowledge are important, related prior knowledge and basic skills and R&D (absorptive capacity) are important as well. Practical im‐ plications – For managers in manufacturing firms, the study suggests that firms should focus on attaining high levels of LO and MO while also giving attention to building internal knowledge and basic skills including R&D. Originality/value – This paper is the first to examine the mediating effect of absorptive capacity on the relationship between LO, MO and organizational performance. Keywords: Learning orientation, Market orientation, Absorptive capacity, Organi‐ zational performance
Knowledge Management Practices, Intellectual Capital and Firm Performance: Empirical Evidence From Chinese Companies Aino Kianto1, Liu Gang2 and Rongbin Lee2 1 Lappeenranta University of Technology, Lappeenranta, Finland 2 Hong Kong Polytechnic University, Hong Kong, China Abstract: While the knowledge‐based approach to organizations has emerged as a powerful means for understanding the contemporary bases of firm perform‐ ance, there seems to be a lack of studies adopting a holistic approach towards the phenomenon. Many studies demonstrate that taken separately, various knowl‐ edge management (KM) practices and elements of intellectual capital (IC) are re‐ lated with organizational performance. However, little is known about how KMPs and IC interact in value creation. To bridge this gap, the current paper examines the question of how KM practices and IC impact firms’ overall performance. It thereby brings together the static and dynamic perspectives of knowledge in or‐ ganization and management studies. First, we propose a theoretical model con‐ cerning how KM practices, IC elements and overall firm performance are related. We argue that both KM practices (specifically strategic management of knowl‐ edge, supervisory behaviours, knowledge‐based HRM practices and IT practices), as well as IC elements (human capital, structural capital, internal relational capital and external relational capital) increase performance. Then we proceed to em‐ pirically test the model with survey data collected with a structured questionnaire 45
from 139 Chinese companies. Structural equation modelling is utilized for the statistical analyses. Our results demonstrate that while of the separate elements, only strategic management of knowledge and human capital exert a direct impact on firm performance, the impact of KM practices is fully mediated by the IC. We conclude by discussing the wider implications to the knowledge‐based view of the firm and KM and IC studies at large, and by pointing out the key avenues for fu‐ ture research. Keywords: knowledge management, knowledge management practices, intellec‐ tual capital, performance, survey, China
Knowledge Flows and Banks’ Resilience: The Case of Poland Monika Klimontowicz University of Economics in Katowice, Poland Abstract: Globally, banks are entering a new era. Setting out a clear strategy is becoming more difficult as regulatory and political intervention changes the mar‐ ket structure. Concurrently banks are under enormous pressure to restore public confidence. Systematically increasing complexity of new technology, development of information and communication’s techniques, economy’s networking, globali‐ zation and increase of customers’ expectations combined with regulatory re‐ quirements make banks face new challenges. Their turbulence and the economic crisis make the market conditions more and more difficult. Banks respond to the‐ se structural pressures across markets and strive to obtain a competitive ad‐ vantage. The main challenge for them is to remain stable. The ability to cope with all these changes and challenges (known as bank’s resilience) should be the foun‐ dation for gaining competitive advantage and maintaining bank’s market position as the lack of individual bank’s stability can infect other banks and whole financial market. Thus, it is especially important issue for banking and financial systems and should be supported by regulatory schemes. On the other hand, creating val‐ ue for customers and other stakeholders makes bank to keep customer experi‐ ence and wider brand perceptions central to all strategic thinking. Meeting cus‐ tomers’ needs and expectations requires flexibility, creativity and innovativeness what today quite often means taking risk. As a result, the concept of resilience must accommodate and balance the public interest focused on safety with indi‐ vidual bank’s aims focused on value’s creation, market position and profits. Defin‐ ing the foundation for bank’s resilience needs discussing these contradictory as‐ pects. Studying the success stories is surely helpful. Undoubtedly Polish banking system and Polish banks’ experience might be an inspiration for other European banks and all over the world. Twenty‐five years after Poland’s political and eco‐ 46
nomic transformation, the country’s banking sector is one of the most interesting financial markets in Europe. Poland’s banks have gone through several global downturns, including the recent economic crisis, without the need of a single bailout. Polish banking sector is also considered as one of the strongest in Europe. The high level of resilience of Polish banks is confirmed by the regular stress tests. Additionally, despite the crisis it generates increasing incomes and this year is poised to bring in record profits. The purpose of the article is to define banks’ resilience, both from the market and organisational perspective. The paper pre‐ sents the characteristic of the Polish banking sector, the Polish experience in managing systemic and organisational knowledge and main challenges facing the banking sector in Poland over the next few years. Keywords: banks’ resilience, banks’ stability, knowledge flows
Coaching as a way to Unleash Access to One's own Knowledge: Is it the Same in Every Culture? Jaroslava Kubátová Palacký University, Olomouc, Czech Republic Abstract: There are very many sources dealing with methods how to motivate people to share their knowledge. However, people often have some knowledge without actually realizing they do (hidden knowledge), which means that they are neither able to use it nor share it. A possible method how to unleash access to one's own knowledge is coaching. In the first part of this paper we have summed up the current state of knowledge in this field. Given that many working teams nowadays are multicultural, the question is: Can a coach use the same ways of coaching while dealing with coachees from different cultures? The question is well‐founded since leading experts on coaching come mainly from Western coun‐ tries, and the Western cultural ethos is also apparent in the recommended coach‐ ing methods. According to the International Coach Federation, coaching is defined as 'partnering with coachees in a thought‐provoking and creative process that inspires them to maximize their personal and professional potential.' Integral to this conventional understanding are principles such as (a) coaching is a relation‐ ship of equals, (b) the coach must not give advice or tell the coachee what to do, (c) a coaching conversation can focus on the coachee’s agenda without the neces‐ sity for a deep coach‐coachee relationship being established first, (d) a coachee is an independent agent responsible for his/her own destiny and actions. The East‐ ern cultural ethos and values are quite different and for this reason coaching based on the above‐mentioned principles can bring very weak, even undesirable, results when used with coachees from Eastern cultures. In the second part of the paper we have analyzed the main differences between Western and Eastern cul‐ 47
tures important for successful coaching. In the third part of the paper a case study conducted by the author is presented. It is a comparison of coaching done with coachees from the Czech Republic as an example of a Western culture, and coachees from China as an example of an Eastern culture. In the final part of the paper some recommendations how to coach people from different cultures are presented. Keywords: coaching, hidden knowledge, Western culture, Eastern culture
Knowledge Management in the Public Broadcast Industry: A Case Study Lutz Lemmer Lemmer Development Solutions, Morpeth, UK Abstract: Much has changed since one of the large Public Broadcasters in the UK went on air with its first Radio broadcast on November 14, 1922. In those early days radio broadcast technology was brand new and there were no rules, stand‐ ards or an established business purpose to guide its pioneers. Consequently, it was a bonanza for innovation and experimentation that led to a rapid develop‐ ment of new solutions to issues when they presented themselves. Technical Knowledge was shared and documented in a variety of ways and places which were sufficient for the near constant state of flux the technology was in. Re‐ quirements for knowledge management quickly grew, particularly with the advent of a regular TV service in 1936, which added a whole new level of complexity to keeping programs on air. Its mission to ‘inform, educate and entertain’ was not limited to the news and shows broadcasted but extended, and still does, into providing new technology companies and broadcast engineers opportunities to add value and learn. Today the important British Broadcaster has more than 20000 employees. It is arguably the strongest national broadcasting influence in the UK and its World Service arm offers radio and television services in 27 lan‐ guages. All of the broadcast technology and first line IT is now supported by the Technology Operations department. Studio infrastructure, radio and TV broadcast software and hardware, network technology and business support systems all need to work seamlessly to keep the often vital services on air. Apart from the systems developed in house, engineers need to be familiar with a large variety of hard‐ and software supplied by commercial companies. This flood of information requires a fine balance between managing it in an organized fashion to enable wide spread knowledge activation and providing enough freedom for innovation. This case study paper outlines the challenges of and possible solutions for imple‐ menting a successful knowledge management initiative in the creative broadcast industry and a publicly funded organization. It is based on two and a half years of 48
practical work, describing methods for integration into a Service Management (ITIL) guided operations framework, engaging diverse technical staff, building a suitable knowledge management system and content architecture as well as im‐ plications for management and leadership involvement in similar programmes. The described outcomes identify consistent management of knowledge and its information foundation as a key to unlocking creativity in an age of information overload. Linked to this are lessons learned. Keywords: service knowledge management, consistent content, agile, knowledge capture process, public broadcaster, task orientation
Storytelling as a Knowledge Strategy in Higher Education Institutions Ramona ‐ Diana Leon and Elena – Mădălina Vătămănescu College of Management, National University of Political Studies and Public Administration, Bucharest, Romania Abstract: Intellectual capital is usually described as being based on three dimen‐ sions, namely: human capital, structural capital and relational capital. The first and the last component have a critical role in the processes of knowledge crea‐ tion, acquisition and sharing. Human capital defines employees’ knowledge, abili‐ ties, skills and competences and it is the only one capable of transforming all the other organizational resources and generating innovation and strategic renova‐ tion while relational capital includes the relationships hold by a firm with its stakeholders. The second element – structural capital – is fundamental for knowledge codification and sharing due to the fact that it incorporates the organ‐ izational procedures and routines. Each of these intellectual capital components facilitates the development and implementation of knowledge strategies. From the variety of knowledge strategy typologies (formal and informal strategies, sto‐ rytelling, mentoring, team work etc.), storytelling seems to be a fruitful choice for the higher education institutions. It involves sharing cognitive, emotional and spir‐ itual knowledge; it appears as a natural human necessity; it is easy to implement and support; it is free of charge. Starting from these assumptions, our paper aims to analyze how storytelling is used in Romanian higher education institutions at the teaching staff level. In this front, we developed an exploratory research based on a qualitative approach and on a multiple case study strategy. Thus, we con‐ ducted a series of interviews with 29 members from Romanian Management col‐ leges in order to determine the types of stories that are frequently shared in the higher education institutions and also the reasons that lie behind their use.The findings of this research have both theoretical and practical implications. On the one hand, we extend the theory in the knowledge management field by empha‐ 49
sizing the type of stories that are used in the academic environment. On the other hand, we bring forward the shared knowledge primacy, underscoring its rationale and grounds. Keywords: intellectual capital, storytelling, higher education institutions, knowledge sharing
Intangibles as Source of Effective Returns in the Iberian Stock Exchange Markets Ilídio Tomás Lopes and Maria Manuela Martins ISCTE‐IUL – Instituto Universitário de Lisboa, BRU‐IUL, Lisbon, Portugal Abstract: Literature has assigned to intangible assets the ability to generate fu‐ ture inflows, depending from the rights or privileges that the ownership impacts on the business. In the knowledge based economy, value of business has strengthened the identification of the gap between companies’ accounting and market values. Many companies attempt to manage the value of their intangibles, reporting them to stakeholders. Thus, if intangibles are associated to expected returns, a positive impact on turnover, and on other key performance indicators, is expected. This paper aims the identification of that impact and, furthermore, to evidence the typology of intangibles recognized and disclosed on the annual ac‐ counts. Data relates to 127 listed companies in the Iberian Stock Exchange Mar‐ kets. Multiple regression was run towards the identification of the relationship between turnover and independent variables (e.g. intangibles capitalized in the statement of financial position; intangibles information compliance and disclosure index; human capital). Based on the theoretical model and predicted assump‐ tions, empirical evidence has provided a statistically significant and reasonable basis towards the identification of variables embedded on intrinsic immateriality which can predict the businesses’ turnover. Keywords: intangibles, information disclosure and compliance index, Euronext Lisbon, Bolsas y Mercados Españoles
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Transfer and Knowledge Management in Very Small and Micro Businesses: Developing a Website in Collaboration With and for Flexible Floor Layers Monique Lortie1, Idriss Kefi1 and Steve Vezeau2 1 Sciences biologiques, Université du Québec à Montréal, Montreal, Canada 2 École de Design, Université du Québec à Montréal, Montreal, Canada Abstract: The flexible floor layer workers ‐ the group targeted in this research project ‐ are mostly organised in micro businesses. This sector is faced with two major workforce‐related challenges: maintaining an aging workforce and attract‐ ing and retaining new workers. So, we worked on solutions material or immate‐ rial. In both cases, the issue of knowledge management and transfer was a deemed central element and the development of a web site was seen as an inter‐ esting solution. The aim of the paper is to describe the development of this web‐ site in regards to its potential in knowledge management and transfer and the difficulties met. It was developed to satisfy four needs: communication between floor layers; keeping up‐to‐date with new developments; improving trade ac‐ knowledgment and professional identity; communication with manufacturers and retailers. The framework and initial content were developed based on the mate‐ rial collected during the various work meetings on solutions with floor layers. Sub‐ sequent proposals were developed through additional meetings with small groups of floor layers or related people. The site is divided into three sections. The upper section is intended for the floor layers themselves, with four rubrics: Tools and equipment, Resources booklet, Pro’s corner and Exchange corner. The middle section is reserved to current news. The bottom section mostly targets people interested in this sector and future floor layers, with four rubrics: Short portraits featuring floor layers, new floor layer corner, lexicon and a window for external enquiries. The process of development and the difficulties met is described in reference to the type of knowledge captured, what floor layers wanted or didn’t want and the aims in terms of KMT pursued through the various rubrics. In the discussion section, we situate our work in regards to what is known, in particular in the health sector, on the development and use of web tools. Keywords: very small businesses, website, knowledge elicitation, occupational health and safety
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Leadership Behavior, Perceived Organizational Support, Knowledge Sharing Intensity, and Knowledge Satisfaction: Study on the Headquarters of 3 State‐ Owned Enterprises That Implement Knowledge Management Paul Lumbantobing1,3, Ernie Tisnawati Sule1, Jann Hidajat Tjak‐ raatmadja2, Yunizar1, Juli Purwanti3 1 University of Padjadjaran, Bandung, Indonesia 2 Institute of Technology Bandung, Indonesia 3 PT. Telekomunikasi Indonesia, Tbk Abstract: The purpose of this study was to determine the causality relationship among such variables as leadership behaviour, perceived organizational support, knowledge sharing intensity, and job satisfaction in acquiring knowledge (what we termed as knowledge satisfaction) in the three SOEs in Indonesia. The study was conducted by distributing questionnaires at the headquarters of three major SOEs in Indonesia: Telkom, PLN, and PGN. Structural Equation Modelling was used to analyse the research model. The main finding was the positive influence of lead‐ ership behaviour and perceived organizational support on both knowledge shar‐ ing intensity and knowledge satisfaction, either partially or simultaneously. There was a positive influence of knowledge sharing intensity on knowledge satisfaction. All influencing relationships were significant except for the influence of: perceived organizational support on knowledge sharing intensity (in Telkom and PGN), knowledge sharing intensity on knowledge satisfaction (in Telkom), and perceived organizational support on knowledge satisfaction (in PGN). Originality: the emer‐ gence of a new variable: knowledge satisfaction (job satisfaction in acquiring knowledge); researchers also found that the high volume of corporate knowledge does not automatically lead to knowledge satisfaction, and the influence of lead‐ ership behaviour was higher than perceived organizational support on knowledge sharing intensity. This study is expected to contribute to the development of or‐ ganizational behavior theory and learning/knowledge management theory, par‐ ticularly on the important role of leadership behavior and perceived organiza‐ tional support in increasing knowledge sharing intensity, and their implications for the improvement of knowledge satisfaction. Keywords: leadership behaviour, perceived organizational support, knowledge sharing intensity, knowledge satisfaction, and knowledge management (KM)
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Intellectual Capital and Profitability: A Firm Value Approach in the European Companies Maria Manuela Martins1 and Ilídio Tomás Lopes2 1 Instituto Universitário de Lisboa (ISCTE‐IUL), BRU‐IUL, Lisbon, Portugal 2 Instituto Universitário de Lisboa (ISCTE‐IUL), Lisbon, Portugal Abstract: Over the last decades, the world economy arose from an industrial economy into a knowledge‐based economy. In the new era of knowledge, intan‐ gible assets are seen as the most important assets, driving companies towards unexpected returns. Intangible assets are capable to generate future benefits, which are drivers for differentiation. The companies are no longer seen as a pure production function, to be recognized in its structural complexity. The companies are seen as new age networks, structured around their resources and capabilities, most of them embodied by employees. The profitability of companies in the knowledge age is increasingly related to human factors and less based on tangible elements. Thus, it is strongly related to intellectual capital and less to physical capital. The concept of intellectual capital has been widely discussed over the recent years and there is no single definition of the concept. Sometimes we can observe some interdisciplinary around it. The purpose of this paper is to investi‐ gate the association between the degree of intangibility of European companies and their profitability, and the association between the degree of intangibility and the value of firms. The companies were ranked according their own capacity to develop and drive a knowledge intensive activity. Based on its intangibility, two groups of companies were extracted. The sample was based on the 500 largest European companies, rated by the Financial Times 2014 classification. Data re‐ lates to 2013 economic year. Profitability was measured by the following ratios: return on assets, return on equity, return on employed capital, and return on sales. The most relevant results of the empirical researchevidence a statistically significant association between intangibility and profitability. This assumption corroborates the principles stated in intangibles literature and in related account‐ ing standards. Keywords: intellectual capital, intangibles, degree of intangibility, profitability
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The Relationship Between Knowledge Acquisition on International Assignments and Career Development: An Exploratory Study With Portuguese Repatriates Dora Martins1, 2 and Eduardo Tomé2, 3 1 ESEIG, Polytechnic Institute of Porto, Vila do Conde, Portugal 2 GOVCOPP Unit Research, Portugal 2 Universidade Europeia, Lisboa, Portugal and GOVCOPP Unit Re‐ search Abstract: This paper explores the relationship between the expatriates’ knowledge acquisition (KA) and their career development after an international assignment (IA). The purpose of this paper is to examine the role of expatriates in KA and transfer within International Portuguese multinational corporations. Fur‐ thermore, with this empirical study we try to analyse how the knowledge that is acquired and transferred translates into a basis for career development after the IA. This phenomenon has a special relevance in the Portuguese context, because this country is known a growing process of globalization in recent years. Further‐ more, (a) there are no empirical studies concerning knowledge transfer and ca‐ reer development of repatriates from Portuguese companies; (b) little is known about the repatriates’ contributions to their home company after IA. This paper is one of the first to focus specifically on the repatriates’ role in KA and transfer from the host company to their Portuguese home company. A qualitative re‐ search methodology is used, specifically through an exploratory case study ap‐ proach, which examines how knowledge management (KM) acquisition or trans‐ ferring during IA are important for the repatriates’ career development in the Portuguese home company. Data were collected through semi‐structured inter‐ views to 42 Portuguese international assignees and 18 organizational representa‐ tives from nine Portuguese companies. Preliminary results show that KA and transfer made by Portuguese expatriates contributes directly to their career de‐ velopment. Moreover, evidence reveals that not all repatriates were promoted after their IA; rather some repatriates were even demoted after their IA. Fur‐ thermore, the results obtained suggest that the type of knowledge which ac‐ quired or transferred plays a central role in the career development after repatri‐ ation. According to these results, the paper discusses the major theoretical and practical implications. Suggestions for future research are also presented. Keywords: repatriates, international assignments, Portuguese companies, knowledge acquisition, knowledge transfer, career development
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Comparative Analysis on Country Reputation Through Patterns of Intellectual Capital: The Case Portugal Versus Romania Florinda Matos1, Válter Vairinhos1, Alexandru Capatina2, Gianita Bleoju2 and Maria do Rosário Cabrita3 1 ICLab ‐ ICAA ‐ Intellectual Capital Accreditation Association, San‐ tarém, Portugal 2 Dunarea de Jos University of Galati, Galati, Romania 3 UNIDEMI, Department of Mechanical and Industrial Engineering, Faculty of Science and Technology, FCT, Universidade Nova de Lis‐ boa, Lisboa, Portugal Abstract: In the last decade the world economy has undergone numerous trans‐ formations that have changed the way we evaluate the assets of organizations, cities and countries. In this context, Intellectual Capital (IC) and Knowledge Man‐ agement (KM), based on the management of intangible assets, became a factor of differentiation and competitiveness. The way countries are dealing with IC and knowledge management is a decisive factor in their international reputation, which in turn acts as country branding. Country branding is the image of a nation‐ state and from the link between this image and the success of its economy, corre‐ sponding to its competitiveness, its richness, the efficiency of the state and the quality of life of its citizens, among others. Reputable countries usually attract more investment and, consequently, are more innovative. While some decision makers argue that economic development should focus on investment and the creation of jobs, many studies have shown that this growth should be under‐ pinned by the proper management of IC in all its dimensions. Assuming that is proved a cause‐effect relationship between IC management and innovation ‐ the most innovative countries are those with a better IC management and vice versa ‐ the purpose of this study is to search for empirical evidence of a possible relation‐ ship between these indicators and the reputation of the countries. If it is possible to identify a connection between the variables that compose each index, we can design patterns that can guide the management of international branding strate‐ gy of each country. This paper uses multivariate data analyses techniques, includ‐ ing biplots methodology, in its attempt to study the case of Portugal versus Ro‐ mania. These countries have different indicators, but both have problems in repu‐ tation management. In terms of originality, this empirical study aims to create discussions about the factors that determine the reputation of these countries. Keywords: intellectual capital, innovation, competitiveness, reputation, branding 55
Using Process Ontologies to Contextualize Recommender Systems in Engineering Projects for Knowledge Access Improvement Mahsa Mehrpoor1, Jon Atle Gulla2, Dirk Ahlers2, Kjetil Kristensen1, Soroush Ghodrat1 and Ole Ivar Sivertsen1 1 Department of Engineering Design and Materials, Faculty of Engi‐ neering Science and Technology, NTNU, Trondheim, Norway 2 Department of Computer and Information Science, Faculty of In‐ formation Technology, Mathematics and Electrical Engineering, NTNU, Trondheim, Norway Abstract: Knowledge and information are highly important resources in today’s knowledge economy and vital in achieving organization’s goals. Particularly in engineering projects, users’ tasks are highly dependent on accessing, using, and reusing these resources and users already spend a lot of time searching for rele‐ vant knowledge. As the total volume of documents across different sources and repositories increases, users face additional overhead related to search and re‐ trieval. Knowledge workers across multiple disciplines experience fierce competi‐ tion and a persistent pressure to deliver value‐added contributions in a competi‐ tive global business environment with complex, multidisciplinary problems. Sim‐ ple search engines are often not sufficient since they are not designed to retrieve those relevant documents that match the user’s current work situation and in‐ formation need. Therefore, the need for a semantics‐based solution has been identified. This paper describes the early stages of a PhD project that proposes a tailored recommender system for improving knowledge accessibility in an engi‐ neering setting. The recommender system will be developed for and validated in a multidisciplinary engineering project as a case study. We take advantage of con‐ tent‐based filtering and collaborative filtering along with semantic technologies to provide relevant and accurate recommendations. In order to contextualize users’ work situations during a project development process, the recommender system utilizes a tailored process ontology to be able to explore different dimensions of users’ situations. By merging the concepts derived from the ontology, the current work situation of a given user is identified and varied fine‐grained user profiles will be created at real time, so‐called dynamic user profiles. Therefore, the rec‐ ommender system is able to set the scope of users’ interests to the exact level that a user desires in the current situation. To classify the identified relevant doc‐ uments, we propose creating concept profiles that originate from process ontolo‐ gy concepts for further recommendation according to a collaborative approach. This paper describes the recommender system components, proposes a frame‐ work for the target recommender system, and discusses how its components are 56
integrated and interact in order to improve information access in engineering projects. Keywords: work situation, recommender systems, semantic recommendation, process ontology, dynamic user profile, information access
Computer‐Modelling the Innovation‐Based Theory of the Firm Robert Mellor Computing and Information Systems, Kingston University, UK Abstract: A computer‐generated 3D quantitative fold is presented called Knowledge Valley and this virtual fold is used to model an Innovation‐Based View of the evolution and development of SMEs by means of the growth of their knowledge assets. By using concrete values of employee number and annual turnover the model allows detailed and largely quantitative financial estimations of potential knowledge value in organizations to be calculated and also explains from a knowledge assets viewpoint why the management crises in growing SMEs occur. This model covers all SMEs but is thought to be especially useful to SMEs in the service industries. Computer‐mediated Markov‐Chain Monte‐Carlo (MCMC) modelling along this fold indicates that adding middle‐management innovators to low‐innovation SMEs can contribute markedly to the potential financial perfor‐ mance of the organization. Conversely, adding innovators to the middle manage‐ ment of high‐innovation SMEs does not provoke an absolute increase in financial returns, but rather performance levels are reached earlier, and potential financial gains can be realized indirectly by e.g. entrepreneurial spin‐outs from the parent organization. However in all cases potential financial performance was dramati‐ cally improved by laying down an innovative middle‐management stratum early on in SME development (size 100 or fewer employees), rather than waiting until a size of 100+ employees was achieved then trying to add innovators later. Adding a later layer of innovative managers on top of an already‐established less‐ innovative middle management layer was markedly less effective than having an innovative middle‐management in place from an early stage. In terms of the fi‐ nancial performance of organizations, the possession by individuals in manage‐ ment (innovators or not) of relevant networks and the ability to realize "just‐in‐ time" knowledge from external sources appears almost as important as internal innovation. Indeed the results indicate that the differences between "innovators" and "networker" can be largely evened out if "networkers" are able to access and effectively use inspiration, insights or “just‐in‐time knowledge” gathered from their external networks. Keywords: growth and financial returns, innovators, knowledge assets, management, organization, services, SME, value of networks. 57
Strategies for Fostering Knowledge Management Programs in Public Organizations Hugo Mitre‐Hernández1, Arturo Mora‐Soto1, Héctor Pérez López‐ Portillo2 and Carlos Lara‐Alvarez1 1 Center for Research in Mathematics (CIMAT, A.C.). Zacatecas, Mexico 2 University of Guanajuato. Guanajuato, Mexico Abstract: Knowledge Management (KM) is an approach to achieving strategic objectives by visualizing, sharing, and using intangible resources of an organiza‐ tion and its stakeholders. There are many studies that analyze specific factors for the successful implementation of KM programs, and the evaluation of such fac‐ tors is considered a strategic tool for Public Organizations (POs) for efficiently directing the implementation of a KM program. Nevertheless, there are cultural problems such as weak trust, bad collaboration; technological problems as KM systems difficult to use, nor interconnected or interoperable; and strategic pro‐ blems as political changes, not inter‐administration continuity or lack of political willingness. In this research we provide an overview of the key factors for facilita‐ ting the implementation of KM programs. To this end, we conducted a Systematic Literature Review (SLR) of success factors to create a KM program for POs. Analy‐ zing the twenty related studies we summarize benefits and quality attributes of KM. Moreover, we obtained from an ongoing project evaluation results of the KM factors ranked cultural, technological and strategic. The results show that the Mexican POs have strategic and technological issues such as: a misalignment bet‐ ween knowledge management and organizational goals, it seems that POs are barely reusing their knowledge to execute their daily activities or to take deci‐ sions, and is not possible to know who and how a knowledge asset has been used. Finally, according to the gaps and difficulties of the SLR, we provide strategies to successfully implement KM programs in Mexico. Keywords: public organizations, knowledge management programs, systematic literature review, KM factors
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Evaluating the Influence of Social Factors on Knowledge‐Sharing Practices During Systems Migration in the Sugar Milling Industry of Swaziland Peter Mkhize School of Computing, University of South Africa, South Africa Abstract: Knowledge gives organisations continuous competitive advantage through innovation. Some organisations have mastered knowledge creation and ensure that knowledge is shared amongst employees in order to survive the ever‐ changing business and technology environments. This is achieved by continuously re‐inventing and improving their business processes and products. The Royal Swa‐ ziland Sugar Corporation is the largest agricultural organisation in Swaziland, pro‐ ducing sugar and ethanol (from sugar cane and its by‐products). At the time of the study, the organisation was in the process of migrating from a legacy system to a new SAP ERP system. In this paper, the researcher reports on a quantitative evaluation/study of the influence of social factors on the knowledge‐sharing prac‐ tices of the organisation’s internal employees’ and external consultants in relation to perceived performance improvement. The research results reveal that the dif‐ ference between internal employees’ and external consultants’ willingness to share knowledge is insignificant, and that social identity has a negative and sig‐ nificant impact on perceived performance improvement compared with the will‐ ingness to share knowledge, including a shared language. Keywords: knowledge creation, social capital, social identity, knowledge sharing
A Systemic Approach to Knowledge Management: Evidence From the Czech Republic Ludmila Mládková University of Economics Prague, Prague, Czech Republic Abstract: This paper discusses a systemic approach to knowledge management. Knowledge management represents corporate processes that help us to work with knowledge, e.g., processes of controlling the creation, dissemination, and utilisation of knowledge. Knowledge management helps organisations with identi‐ fication, optimisation, and active management of intellectual assets, either in the form of explicit knowledge held in artefacts and managed through ICT or as tacit knowledge possessed by individuals or communities to hold, share and grow the tacit knowledge. Knowledge management is an indivisible part of the system of organisational management. A systemic approach to knowledge management does not mean the implementation of an ICT system into an organisation; a sys‐ 59
temic approach is coordinating knowledge management activities (all tools fo‐ cused on both explicit and tacit knowledge) with the system of organisational management of an existing organisation. All managerial activities in the organisa‐ tion create a so‐called system of organisational management, actually a part of the overall organisational system. It is a set of managerial activities, functions, tools and processes. It determines relationships between different activities and the members, and subdivides and assigns roles, responsibilities, and the authority to carry out different tasks. It stops functioning when an element is removed or changed significantly or is not coordinated with other elements. Knowledge man‐ agement is part of the system of organisational management. Knowledge man‐ agement cannot bring the expected results if it is not harmonised with other ele‐ ments of the system of organisational management, strategy, organisational structure, processes, culture, IT and human capital. The paper explains the inter‐ relations between knowledge management and the system of organisational management. Theoretical concepts are demonstrated through the example of three real organisations interviewed during our research on knowledge manage‐ ment in the Czech Republic. All of them are working in highly competitive markets in knowledge intensive fields. All of them are in a business where knowledge and its proper management are crucial (university, faculty, airport). One of the organi‐ sations is a large organisation, one is medium and one is small. Keywords: knowledge, knowledge management, system, synergy
Strategic Analysis of Intellectual Capital Through External indicators and Applied to Spanish Companies Domingo Nevado‐Peña, Víctor‐Raúl López‐Ruiz and Jose‐Luis Alfa‐ ro‐Navarro University of Castilla La Mancha, Spain Abstract: Intellectual capital management is a key factor in companies’ competi‐ tiveness and differentiation. This management needs knowledge of such capital, which requires adequate measurement systems. Scholars typically generate indi‐ cators (absolute and relative scales) using models with different levels of sophisti‐ cation, depending on the company. In this paper we propose an external perspec‐ tive approach to intellectual capital. The main goal is to understand the value of the human and structural capital of a company and then determine if the most efficient companies, in terms of book value, also have the highest values in intellectual capital. The empirical application is based in a sample of Spanish compa‐ nies with information available. We propose a method in which firstly we make clusters of companies according to external indicators of efficiency, and then we model the relationship between the different types of capital and the strategic 60
value of the company, analysing differences between clusters. The results show analysis that the most financially and economically efficient companies are those that best manage their intellectual capital, and even with a positive effect, given that better management of human and structural capital directly contributes to the intellectual capital. Keywords: intellectual capital, human capital, structural capital, external indica‐ tors, efficiency, strategic value, Spanish companies
Knowledge Management in Auditing: A Case Study in Vietnam Loan Nguyen1, Katsuhiro Umemoto1,Youji Kohda1and John Blake2 1 School of Knowledge Science, Japan Advanced Institute of Science and Technology (JAIST), Ishikawa, Japan 2 Institute of General Education, JAIST, Ishikawa, Japan Abstract: Knowledge has become the most essential asset owed by auditing firms. Indeed, in the overall objectives of the conduct of an audit, the managing of knowledge and expertise becomes crucially important to professional auditing firms. Due to great challenges of new regulations and changes in accounting and auditing standards, it is critical to define theoretical aspects of knowledge man‐ agement (KM)in auditing. Although, research on auditing has appeared in the lit‐ erature since the 1980s and brought many benefits to audit efficiency and effec‐ tiveness, these studies have mostly viewed auditing as information processes and hence could not explain how knowledge is created during an auditing process. Given the importance of knowledge and its management in auditing, and in order to address the research gap, this paper explores how knowledge is managed in an auditing firm through a case study in Vietnam. The methodology employed is a single case approach using twenty in‐depth interviews, observations, and docu‐ mentary analysis. Findings from empirical analysis of the case together with the literature review provide useful insights to construct a theoretical model of KM process in auditing. The auditing process divides into three major phases: collect‐ ing, analyzing, and synthesizing. The Collecting involves collecting raw data or client’s unanalyzed information by audit individuals. The Analyzing comprises au‐ dit procedures to analyze data and create appropriate sufficient audit evidence. The Synthesizing consists of the reviews of top‐level auditors who are the part‐ ners and managers of the audit engagement to conclude the ultimate auditor reports. Our Collect‐Analyze‐Synthesize (CAS) model visualizes the auditing pro‐ cess as a spiral with many iterative CAS processes of various audit engagements through many years. The center of the model is wisdom to reflect its importance in the auditing process. In the CAS model, wisdom can be represented as a high 61
level of intensive audit expertise and professional judgment, attained from a long‐ time experience that is also enhanced and shared by the empirical implementa‐ tion of CAS processes. Keywords: knowledge management, audit, audit service, audit process, Vietnam
Intra‐ Organizational Knowledge Transfer in the SME Lending Process: A Study of Commercial Banks in Kenya Lilian Ollows1 and Andrea Moro2 1 School of Management and Commerce, Lecturer, Strathmore Uni‐ versity, Nairobi, Kenya 2 School of Management, Senior Lecturer, Cranfield University, Bedfordshire, UK Abstract: Relationship lending has been posited as the preferred methodology for banks to employ especially when engaging with small and medium enterprises (SMEs), due to the information opacity that characterizes these firms. Relation‐ ship lending relies on `soft' data (i.e. information about management skills, man‐ agement ethics and moral principles, etc.) gathered over the course of a relation‐ ship with the borrower. However, banks interested in employing this method need to invest in a process of knowledge acquisition, transfer, processing and use that is quite peculiar. Existing literature gives a lot of attention to defining and measuring relationship lending. However, even though extant literature recog‐ nizes the importance of soft information, particularly for lending to SMEs that are characterized by high levels of opacity, it does not pay attention to how soft in‐ formation is transferred from the borrower to the lender and how this process enriches lender knowledge about the borrower. This study investigates the proc‐ ess of loan manager knowledge formation about the borrower by focusing on the role played by soft information. By relying on the Inter‐Organizational Knowledge Transfer framework proposed by Easterby‐Smith, Lyles and Tsang, this paper in‐ vestigates the interaction of loan managers’ trust in the borrower, the social ties in which the lender‐borrower relationship is embedded, and the bank structure within which the transfer of soft information occurs from the borrower to the lender. A qualitative multiple case study of selected commercial banks in Kenya is employed to gain an in‐depth understanding of how knowledge is transferred from the SME client and eventually used in making the lending decision. Data is collected through semi structured interviews conducted with SME relationship managers who work closely with SMEs and are thus able to articulate the process from the onset of the relationship to disbursement of a loan. The results suggest 62
that when dealing with SMEs, banks make use of both soft and hard information to make a lending decision. Actually and very interestingly a very important role of soft information emerges since in most cases bank managers are interested in understanding the soft factors before they consider the hard information. The loan manager is tasked with capturing the soft information and transmitting in‐ formation from an informal platform to a formal scale that enables scoring so that an eventual lending decision can be made. Keywords: intra‐organizational, knowledge transfer; SME lending, soft informa‐ tion
The Role of Student’s Satisfaction on the Strategy of a University Corina Pelau Bucharest University of Economic Studies, Romania Abstract: In a context characterized by an intensification of competition on the education service market, a university should monitor the satisfaction of its stu‐ dents in order to be able to maintain its image and performance. As any other customer, satisfied students are willing to continue their studies in the same uni‐ versity, to recommend it to potential candidates or even collaborate as future alumni. Nowadays the Romanian higher education service market is characterized by an increased competition, both from inland and outland universities and sink‐ ing demographics. Besides, companies are beginning to offer own MBA‐degrees, online study programs. In order to maintain the performance, the university should concentrate its efforts on the student’s satisfaction in order to make them the future promoters of the university. This article presents the results of a satis‐ faction study, done among the students from a university from Romania and fo‐ cuses on several aspects students might find interesting such as the quality of the courses, communication skills of professors, but also social aspects like housing, food‐court within the university and others. There are presented the results for the university overall, for one of the faculties and for one of the study programs. The research was conducted on a sample of 351 students from the bachelor pro‐ grams from all faculties. The number of respondents is homogenous regarding the faculties, as there is approximately the same number of respondents from each faculty. There were asked questions about the satisfaction of the students with the courses and the seminars, the competences and the attitude of the teachers and other facilities of the university such as canteen, dorms, library, scholarships and so on. Keywords: satisfaction, strategy, university, students
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Knowledge‐Based Partnerships Between and Within Lithuanian Health and Science Policy Stakeholders’ Organisations Birute Pitrenaite‐Zileniene and Birute Mikulskiene Mykolas Romeris University, Vilnius, Lithuania Abstract: Among the significant factors, which contribute to advancing democrat‐ ic values, there is increased stakeholders’ engagement in policy shaping and im‐ plementation. However, introduction of public interests into policies in the knowledge society is not the only premise of supporting integrative aspects of democracy. Abundance of information, complexity of policies and specialization among public authorities result in insufficiency of internal knowledge and infor‐ mation resources within governance organizations. Therefore, decision makers expect that stakeholders will also contribute with tacit knowledge in specific fields to tackle particular governance issues. Consequently, the establishment of knowledge‐based partnerships between governance bodies and stakeholders emerges as an imperative condition for the development of participatory policies. To carry out the mission of representation of specific communities and to create a valuable connector between policy and interest groups of the society, stakehold‐ ers’ organizations (SOs) are built. However, in order to establish knowledge‐based partnership with governance institutions, SOs need to acquire specific capacities. The present paper introduces a theoretical framework of key capacities of interest group organizations within the knowledge management cycle, and surveys the level of these capacities within Lithuanian associations operating in healthcare and education & science policy arenas. The theoretical framework combines four types of capacities (internal capacity building, internal management, representa‐ tion, and partnership capacity), which determine knowledge sharing and transfer within SOs and between SOs and external policy actors. To test the theoretical framework, we applied a quantitative survey method. We conducted a survey of SOs having legal status of association (incorporating individuals and/or organiza‐ tions) that act in Lithuanian healthcare (HC) and education and science (E&S) poli‐ cy sectors. We got responses from 39 associations (68 individual responses) oper‐ ating in HC sector and 31 associations (161 individual responses) acting in E&S policy arena in Lithuania. The research results show that Lithuanian HC and E&S policy stakeholders’ organizations need to enhance internal and external capaci‐ ties to participate in policymaking, because currently overall participation results are not satisfactory regardless of the variety and extension of the executed activi‐ ties. Keywords: knowledge‐based partnership, stakeholder engagement, participation capacity 64
Modelling Evolution of Institutional Invention Cycle Evgeny Popov and Maxim Vlasov Ural Federal University named after the first President of Russia B.N.Yeltsin, Ekaterinburg, Russia and Institute of Economics, Ural Branch of the Russian Academy of Sciences, Ekaterinburg, Russia Abstract: In the present paper, the authors empirically identify institutional cycles of inventions in industrial enterprises and develop a methodology for their analy‐ sis and quantitative evaluation. The purpose of this research is to develop meth‐ ods of analysing for institutional Invention cycle. These methods are based on empirical research. To identify patterns of Inventions management, we per‐ formed a series of interviews with representatives of the management team of Russian industrial enterprises. A distinctive feature of these companies is that the main type of activity is the high‐tech processing of raw materials. The main type of costs of these enterprises is the transformation costs. The study tested the fol‐ lowing hypotheses: 1) There is a correlation between planning period duration prevailing in the enterprise and predominant type of inventions; 2) Institutional Inventions cycles depend on the type of resource, which change. Thus, as a result of studies, the authors proposed a model of the evolution of Inventions. The model includes the following phases: invention borrowing, invention copying, invention imitation, invention generation. Keywords: institutional cycle, invention, efficiency, resources
Managing Managers Knowledge for Universities Performance Improvement: Empirical Evidence on the Italian Context Pina Puntillo and Stefania Veltri Department of Business Administration and Law, University of Ca‐ labria, Italy Abstract: The literature recognizes the relevance of focusing on non‐financial re‐ sults and of measuring and managing intangible assets and knowledge manage‐ ment for the public sector. Although there has been a growing interest in public sector applications of knowledge management, it remains a scarcely investigated area of study. This includes a scarcity of studies focused on the role of managers in achieving a performance improvement together with even fewer studies fo‐ cused on evaluation of managerial ability to achieve the objectives assigned, on the role played by knowledge management in the managerial process and on the ability of managers to manage knowledge to pursue organizational objectives. 65
Our paper aims to fill this void, centering on the figure of the university manager and on his/her relationship with the use of knowledge management as a manage‐ rial tool. Based on this, the paper posits a main research question (RQ): Do formal evaluation systems consider knowledge management as an evaluation criteria for their managerial behavior? The RQ has been tested within the Italian university system, which was chosen because of the substantial reform process that it has undergone. In 2009 the Italian Legislative Decree 150 obliged state universities to issue a three‐year performance plan, which has to be illustrated via objectives, indicators and targets. The originality of the paper lies in the novelty of its re‐ search question, which links together the evaluation of university managers, too often clouded by respect for academicians in managerial roles, and the role of knowledge management as a managerial tool for managers and as evaluation criteria to assess their performance. To the best of our knowledge, this is the first paper focused on this issue in the university sector Keywords: evaluation of university managers, Italy, performance measurement management system, knowledge management, intellectual capital, case study
Solving the Jigsaw Puzzle of Product Transition: A Case Study in Knowledge Management Meenalochani Rajnish and Sathiswaran Thiruvenkadam Unisys India Pvt. Ltd., Bangalore, India Abstract: One of the most valuable assets that any organization has today is its collective expertise and experience; in short, its knowledge assets. Developing a robust Knowledge Management (KM) strategy to leverage those assets is not only necessary to cut through the noise and make sense of the vast amount of data at our fingertips, but today provides organizations with a strong competitive ad‐ vantage. It assumes added significance for multinational companies (MNCs) look‐ ing to successfully expand to or transition business to more cost‐effective destina‐ tions such as India, China, or Brazil. Typically, most MNCs begin the business tran‐ sition with relatively less complex and technically challenging work, such as soft‐ ware testing and User Interface development before gradually transitioning the more complex technical tasks. It has been observed that any new product devel‐ opment or project initiatives that have started at an offshore location have wit‐ nessed a higher success rate than existing products or projects that were transi‐ tioned from the parent company. It has also been observed that the business transition challenges increase manifold when the scope of work includes products that are mission critical and have been developed using proprietary technologies. Successfully transitioning product knowledge to an offshore location depends on a number of factors and involves significant time, effort, and innovative project 66
management practices. Although the knowledge may not be new to the parent company, it needs to be captured in its entirety at the offshore location. This is an almost universal challenge faced by most multinationals. In this case study, we’ll highlight our strategy, best practices, and key learnings that enabled us to over‐ come many of these challenges within our organization and successfully transition knowledge for a number of proprietary products from our global centers to our lab in Bangalore. Keywords: knowledge transition, knowledge retention, product development, multinational companies, mission critical, tacit knowledge
Corporate Social Responsibility Knowledge in Higher Education Students in Portugal Raquel Reis¹, Moritz von Schwedler² and Sandra Gomes¹ ¹IPAM – The Marketing School – Laureate International Universi‐ ties, Porto, Portugal ²Universidade Lusíada – Norte, Vila Nova de Famalicão, Portugal Abstract: This paper analyses students’ perceptions on issues related to Corpo‐ rate Social Responsibility (CSR) in higher education in Portugal. The aim of this paper is to understand how students perceive CSR related concepts. While the CSR construct is well established in academia, it is of interest how students make sense of it, when these topics are discussed within the confines of undergraduate and postgraduate courses. In order to improve the learning experience and the effectiveness of CSR application in practice, it is important to understand how students perceive its conceptualisation and operationalisation. Moreover, the paper seeks to gain insights into the effectiveness of embedded CSR teaching, which in turn will facilitate integrating CSR principles in the wider curriculum. This research study consists of conducting four focus groups in understanding the stu‐ dent perceptions in more detail. Three of them have already been carried out with students that attend an undergraduate Marketing Management course in Portugal and participated in real campaigns for Social Responsibility actions. A grounded theory approach is used for the analysis. This study analyses students’ perceptions regarding CSR, the importance of integrating CSR in the course cur‐ riculum, and students’ perceptions before and after two CSR campaigns. The key aim is to improve the learning experience and thus the effectiveness of the CSR application in practice. It seems that higher education institutions may have a crucial role in creating and developing the CSR skills of students. Results show that there is a need for a more coherent conceptual plan throughout the entire curriculum, so that students can create a sufficient interdisciplinary understand‐ ing. This research contributes empirically to the growing body knowledge on CSR 67
education of management students with a critical reflection based on the stu‐ dents’ experiences on the effectiveness of these teaching methods. Furthermore, there is the potential of sensitising students to turn them into drivers of sustain‐ ability by teaching the competencies to link various aspects of CSR. This is neces‐ sary to facilitate the holistic transformation towards more responsible and sus‐ tainable business knowledge. Keywords: higher education, corporate social responsibility knowledge, students’ perceptions, focus groups
Actors Creating Institutional Niches for Agile Innovation Networks: An Exploratory Study Francesca Ricciardi, Silvia Cantele, Silvia Vernizzi and Bettina Campedelli University of Verona, Italy Abstract: The literature has concentrated on several and often seemingly contra‐ dictory social antecedents of effective innovation in business networks so far. This theoretical diversity stems from views such as the resource dependence theory, the agency theory, the collaborative networks literature, the knowledge network view, the institutional theories and the organisational ecology theories. These six views have developed almost independently so far, with only partial reciprocal integration. A reason is that the key success factors identified in each theory are potentially contradictory with those identified in other theories. For example, the forces allowing coordination according to the collaborative networks theory (i.e. trust and reciprocation) inhibit, and are inhibited by, the forces allowing coordina‐ tion according to the resource dependence theory (i.e. power and control). The in‐depth study of such paradoxes is in its infancy; this results in a very relevant gap between scholarly understanding and the complexity of real‐world innovation networks. In order to contribute to address this gap, we present an explorative case study on a successful innovation‐oriented business network in Italy. We found that all of the success factors mentioned by the six theories listed above seem to play a role in the case under analysis. Even more importantly, we found that a further success factor emerges, which has not been taken into considera‐ tion by the six mainstream theories we considered. In fact, in the case under anal‐ ysis the partnering organisations are linked by a specific innovation‐oriented busi‐ ness network contract. This contract is much lighter than traditional partnership agreements, such as joint ventures; nevertheless, according to our findings, it plays a key role in the successfully innovative nature of the network. What has made the difference is not just the contract content per se, with its norms and sanctions, but the process through which the contract has been discussed and 68
agreed upon by the partnering organisations. This process is perceived as the co‐ creation of a shared, ad‐hoc micro‐environment, which we label as an institution‐ al niche. We conclude by arguing that the effectiveness and further adaptability of the institutional niche built by the actors is a key factor to maintain the dynamic equilibrium between the contradictory forces identified by the six mainstream theories described above. Keywords: knowledge sharing, inter‐organisational relationships, innovation net‐ works, organisational agility, institutional niche, contratti di rete
How to Engage Stakeholder Knowledge in Decision‐ Making: A Case Study From the Non‐Profit Sector Gina Rossi1, Andrea Garlatti1 and Chiara Leardini2 1 Department of Economics and Statistics, University of Udine, Italy 2 Department of Business Administration, University of Verona, It‐ aly Abstract: The third sector comprises heterogeneous typologies of non‐profit or‐ ganisations that range from small local associations to large international founda‐ tions. Despite this heterogeneity, all non‐profits feel an increasing pressure to adopt inclusive governance practices based on the engagement of stakeholders with a thorough knowledge of the community needs. Involving stakeholders al‐ lows an exchange of views on the main issues that non‐profits face daily, which can help them to govern and manage philanthropic activities in a rational way. With the aim to contribute to the scant research on knowledge management in the third sector, this exploratory study investigates the role of stakeholder en‐ gagement as a source of knowledge in non‐profit organisations. Specifically, how does stakeholder engagement provide useful knowledge for decision‐making pro‐ cesses is what the study is about in this paper. We focused on Italian Bank Foun‐ dations, a particular kind of non‐profit organisations that perform on behalf of the public interest and are legally constrained to use their assets and the resulting incomes to pursue the social and economic development of the local community. A qualitative case study of a large Italian Bank Foundation has been used to de‐ termine the relevant stakeholders engaged by the organisation, the tools by which their knowledge is acquired and how this acquired knowledge contributes to decision‐making processes. The data of the case study were collected through semi‐structured interviews with four key informants from the organisation, who have a deep knowledge and understanding of stakeholder engagement practices applied in involving local stakeholders in decision‐making. The interviews were combined and compared using a data triangulation approach, together with other information derived from different sources, to improve the reliability of our find‐ 69
ings. The results confirm that stakeholder engagement is a means of collecting knowledge that is otherwise dispersed among heterogeneous groups of stake‐ holders. In general, it emerges that there is a firm belief that stakeholder en‐ gagement can provide useful information for identifying community needs and developing philanthropic activities, although some difficulties characterise the acquisition of this information. By focusing on non‐profit organisations, the study makes some important contributions to knowledge management research and offers new insights into the role of stakeholder engagement in providing knowledge for supporting decisional processes. Keywords: stakeholder involvement, non‐profit organisations, foundations, knowledge acquisition
Using big Data in the Supply Chain Context: Opportunities and Challenges Ivan Russo, Ilenia Confente and Antonio Borghesi University of Verona, Department of Management, Verona, Italy Abstract: With the globalization of the entire economy the need for improved logistics and supply chain management processes has become inevitable. The success of any supply management program is also largely dependent upon the ability to access, organize, and analyze data. A new supply chain management ecosystem is needed which would focus on the building of core strengths, the provision of real‐time information, the globalization of service demand, the visibil‐ ity of key performance indicators, the collaboration in supply chain operation and e‐commerce development. Businesses are trying to use automated processes to exchange information, to understand and filter out customer reviews, and to op‐ erate in a more efficient and effective way across multiple industries and co‐ working with several partners. The growth in the quantity and diversity of data has led to data sets larger than is manageable by the conventional hands on man‐ agement tools. To manage these new and potentially invaluable data sets, new methods of data science and new applications in the form of predictive analytics, have been developed. At a conceptual level, there are several applications of big data to logistics and supply chain in order to improve procurement strategy, to help manufacturers to early respond to extremely negative customer sentiment provided by customers at a real time or, to rapidly provide a prize/discount to those customers who provided the most numerous positive online reviews for their products. At the downstream level retailers could benefit from big data analysis in order to improve their inventory accuracy, updating their sales and their products availability located in different stores/warehouses. The aim of our 70
conceptual paper is to explore the research opportunities that link big data and supply chain dynamics in a B2B context. Keywords: big data, supply chain, supply chain relationships, logistics, inventory management, procurement strategy
Knowledge Management Practices in Nonprofit Organizations: Evidence From Human Service Sector Daria Sarti and Teresina Torre Department of Economics and Management, University of Firenze, Italy Department of Economics and Management, University of Genova, Italy Abstract: The aim of this paper is to investigate the role of external sources of knowledge and internal knowledge integration mechanisms in predicting oppor‐ tunity exploration—which is the number of business opportunities that firms have successfully achieved. Most of the current research on a resource‐based view of the firm and innovation highlights the critical role of external knowledge sources (i.e. customers, research institutions and group membership) in the recognition of strategic opportunities and in service innovations. Also, a number of scholars rec‐ ognizes the important role of integration mechanisms working within the compa‐ ny as substantial factors in affecting organizational learning and the success of firms. In this study, therefore, by combining these two perspectives (i.e. external and internal), we investigate the impact of external sources and internal mecha‐ nisms in affecting opportunity exploitation for a specific form of organization, that is, the social cooperative: a specific type of non‐profit organization, operating in the human services sector in Italy. A questionnaire was designed and adminis‐ tered online to representatives (N=1,500) of social cooperatives (SCs) in North‐ Central Italy. This first wave of data gathering resulted in 57 usable question‐ naires. The analysis of data was carried out using descriptive statistics and regres‐ sion analysis. The results obtained from this prior study support our hypothesis, demonstrating that external knowledge sources play a positive and significant role in affecting opportunity exploitation. In particular, two of the selected external knowledge sources were proved to affect the outcome variable in a positive and significant way; these are: group membership and clients and customers. Also, knowledge integration mechanisms were found to affect, in a positive and signifi‐ cant way, opportunity exploitation, thereby supporting our hypothesis. Despite the number of limits on this analysis (e.g. the small number of respondents, and the common method and source bias), the evidence may be of interest to both 71
scholars and practitioners operating in this sector (where knowledge manage‐ ment practices for exploitation of opportunities have been scarcely explored until now) in order to appropriately manage these resources. Keywords: nonprofit organizations, human service, social cooperative, knowledge management practices, innovation
Mutualism and Knowledge Sharing in an age of Advanced Artificial Intelligence Thomas Schalow Dept. of Information and Economics, University of Marketing and Distribution Sciences, Kobe, Japan Abstract: Knowledge sharing between people results from the benefits conferred by cooperation. Knowledge sharing between species is based on the principle of mutualism, allowing both parties to gain from the knowledge exchange. Unfortu‐ nately, members of one species often find it difficult to appreciate or identify with the needs of another species. In addition, individuals that are not conspecific gen‐ erally operate with different knowledge bases that appear to offer little common ground for the sharing of useful knowledge. Communication between the species is also typically hindered by different signaling systems and may therefore fail to develop, or atrophy into insignificance. Ongoing development in artificial intelli‐ gence (AI) and the Internet of Things (IT) will change the balance of power in our world from the biological to the non‐biological. This will have immense implica‐ tions for the future of knowledge management. Although our species has in the past relied upon human spoken and written languages to create and share knowledge the advent of advanced artificial intelligence and the Internet of Things we will produce a new knowledge ecosystem both mediated and con‐ trolled by non‐biological devices using a signaling system that is foreign to us. If we wish to remain relevant participants in future knowledge exchange it may be‐ come necessary for humans to adapt to a knowledge base not determined by ourselves that we are able to share with AI for our mutual benefit. This is not something we have had a great deal of experience with in past interactions with other species but I believe AI will lead us to a new world of knowledge sharing based on the principle of mutualism. Following an introduction to the theme of knowledge sharing in an age of advanced artificial intelligence this paper will ex‐ plore four issues. The first concerns the reason for a lack of knowledge sharing between species. The second issue addresses the rise of AI, IT and digital knowledge sharing. This discussion will be followed by an examination of mutual‐ ism, knowledge sharing and the future of humanity in AI’s world. Finally, the pa‐ 72
per will provide a conclusion that will frame the issues of mutualism and interspe‐ cies communication within the discipline of knowledge management. Keywords: knowledge sharing, mutualism, AI, interspecies communication, inter‐ net of things
Digital Business Transformation in the Context of Knowledge Management Christian‐Andreas Schumann and Claudia Tittmann West Saxon University Zwickau, Germany Abstract: The ongoing digital age requires the extensive use of digital media, and consequently changes in the business regarding the business relations, customer processes, value chain, et cetera. This process is referred to Digital Business Transformation (DBT). Many companies already use technologies like social media / networks, mobile communication, or business analytics. This is an opportunity for improving the customer activities, optimizing business processes, and adapt‐ ing business models. Focus points for the realization of DBT are set on the digital strategy, the effective integration into business processes, professional knowledge management, adaption of the organizational culture, and expeditious‐ ly integration into the information and communication technology (ICT) of the company. The results of relevant surveys (e.g. MIT) show that the most digital transformation processes did not achieve a real added value. But to evaluate this, it is necessary to take a look to the degree of maturity in the context of digitaliza‐ tion from beginner up to professional. Some companies started early with the digitalization and produced an amount of best practices which can be transferred to other companies. The main preconditions for doing this successfully are a clear vision for the business processes and their ICT‐integration, capital investment, and the support by the management. Digitalization and its integration in the pro‐ cesses is a capable chance for developing strategies for knowledge management, digital / organizational learning. Especially in the beginning phase of the digital transformation fundamental concepts can be developed and advanced. As a re‐ sult the learning culture (digital learning) within the organization can be (re‐) ori‐ ented. As the fundamental integration of knowledge and learning processes in the digital transformation offers enormously potentials for the intangible value of the company, this field will be analyzed more detailed within this paper. Main objec‐ tive is to represent the macroscopic as well as the systemic view onto knowledge. That means on one hand which methods can support the process of digitalization (knowledge transfer, best practices); on the other hand how to integrate KM into the strategy of digitalization. In this context are many challenges to be regarded, e.g. the integration of KM and DL into processes, quality of knowledge, wide‐ 73
spread meta‐knowledge, or effective cross‐linking of KM and DL. Only the use of social media brings no success. But an adapted perspective onto knowing and learning can help to use the unique chance of DBT for achieving a higher level of market intelligence , including a successful realization of the business goals, better product development, improved customer orientation, et cetera. Keywords: digital transformation, adaptability, knowledge transfer
Entrepreneurial Learning Dynamics for Technology Driven Entrepreneurship: An Integrative Framework Giustina Secundo1, Pasquale Del Vecchio1, Giovanni Schiuma2, Giuseppina Passiante1 1 Department of Innovation Engineering, University of Salento, Lec‐ ce, Italy 2 Innovation Insights Hub, University of the Arts, London, UK Abstract: Entrepreneurial learning emerged as an important yet insufficiently un‐ derstood area of enquiry in the field of technology‐driven entrepreneurship. However, very few studies are available that examine specific processes that take place at individual and collective level in entrepreneurship to transform experi‐ ence into entrepreneurial development goal. With the aim to cover this gap, this papers develops a new understanding in this area, defining an integrated frame‐ work for entrepreneurial learning process happening in the context of technology intensive enterprise. The proposed framework encompasses a plurality of building blocks regarding: a) the entrepreneurship outcomes, b) entrepreneurial goals, c) the entrepreneurial learning processes, d) the ontological levels of entrepreneurial learning, and e) the types of entrepreneurial stakeholders. The framework con‐ tributes to demonstrate how a “learning lens” can be applied to create avenue for further research in entrepreneurship. Originality in the framework consists in the integration of entrepreneurship with the entrepreneurial learning area providing insights and implications for theory and practices. Keywords: technology intensive enterprise, knowledge intensive entrepreneur‐ ship, entrepreneurial learning, entrepreneurial learner, entrepreneurship devel‐ opment
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Intellectual Capital in Academic Entrepreneurship: Moving Beyond Measurement Giustina Secundo1, Giuseppina Passiante1, Florinda Matos2 and Maria do Rosário Cabrita3 1 Department of Innovation Engineering, University of Salento, Lec‐ ce, Italy, 2ICAA ‐ Intellectual Capital Accreditation Association, Por‐ tugal, 3UNIDEMI, Department of Mechanical and Industrial Engi‐ neering, Faculty of Science and Technology, FCT, Universidade No‐ va de Lisboa, Portugal Abstract: This article discusses the role of intangibles for the strategic manage‐ ment of academic entrepreneurship and presents a framework for analysis and measurement of value creation dynamics. Most scholars are interested in that entrepreneurial dimension that allows academia to pursue innovation develop‐ ment and commercialization, for example through intellectual asset management, university spin‐offs and technology transfer and brokering. While initially con‐ ceived as an institution with a teaching mission, in recent years, the university is assuming a “third mission”, contributing to society and economic development more directly and so integrating the traditional teaching and research mission. In this strategic role, Knowledge assets and intellectual capital (IC) underpin the core drivers of value creation and need to be appropriately management and meas‐ ured to assess the impact at economic and social level. The assessment of per‐ formance of academic entrepreneurship is not easy since the concept of IC can be used as a valid strategic management framework and competitive tool for Univer‐ sities. In the tentative to cover this gap, the article tries to provide a contribution in this direction, presenting an integrative framework for IC management high‐ lighting the dynamic relationship among the three components of intangible as‐ sets and their strategic impact on value creation dynamics in academic entrepre‐ neurship. The critical examination of how IC evolves in practices over time is really relevant and allow the personalization to universities in different stage of IC ma‐ turity. The framework is coherent with the need to assume IC as a management technology especially in cases of universities attempting to manage IC for the first time. The framework provides a theoretical continuum along which the process of maturity of the University allows to be developed incrementally from one level to the next one, analysing how IC evolves in practice over time with regard to aca‐ demic entrepreneurship activities. Implications for theory will be discussed along with future research. Keywords: academic entrepreneurship, spin‐off, intellectual capital, intellectual capital management, framework, university 75
Make Organisational Life Work Peter Sharp Regent’s University London, UK Abstract: The need for organisations to define and identify knowledge that is val‐ uable to them and decide how it should be used to best effect has not changed. Nor has the need to understand, motivate and select suitable staff for job roles to successfully achieve goals. This paper presents Make life which is a process that helps organisations address these challenges. This paper presents the process and feedback from the first application. Make life emphasises the personal nature of knowledge and motivation of individual employees. It is a positive development for managing knowledge in organisations that needs further exploration and ap‐ plication so more organisations benefit from the opportunity it presents. Keywords: defining knowledge, using knowledge, planning, motivation
Knowledge Management in Small Software Organisations: A South African Perspective Mzwandile Muzi Shongwe University of Zululand, Kwadlangezwa, South Africa Abstract: Software organisations have been experiencing software project failures since the beginning of software development. These failures include among oth‐ ers, abandoned and runaway projects, cost overruns, and low quality software. The Standish Group CHAOS report and the ITWeb report indicate that less than 50% of all projects are successful. Lack of skills and failure to learn are some rea‐ sons why projects fail. Many intervention strategies have been tried by software organisations to address this issue. Such strategies include software process im‐ provement (SPI) models and new software development methodologies such as agile methods. These intervention strategies don’t seem to be working because software development projects continue to fail. To address this issue, software organisations are turning to knowledge management (KM). This is because soft‐ ware development is a knowledge intensive task. KM is a series of processes that seek to acquire, create, capture and store, transfer and apply knowledge to or‐ ganisational routines and processes. KM is believed to increase efficiency thus improving the software development process. This study investigated KM prac‐ tices in 10 software organisations in the province of KwaZulu‐Natal, South African. Interviews were conducted with 10 software project managers to determine if software organisations in South Africa have adopted KM and whether KM has improved performance. The results reveal seven KM activities; knowledge acquisi‐ 76
tion, creation, storage, organisation, transfer, application and learning. Learning indicates improved performance. The study concluded that South African soft‐ ware organisations practice KM and that KM has helped them perform their du‐ ties better. The study recommends that software organisations collect and store knowledge in central repositories so that it becomes easy to manage and access, implement knowledge organisation and retrieval strategies for easy knowledge identification, retrieval and dissemination. Keywords: knowledge management lifecycle, knowledge management, software organisations, software development, software development failure, South Africa
A Model of Knowledge‐Based Human Resource Management Shahla Sohrabi1 and Mirali Seyed Naghavi2 1 Department of Management, shahr‐e‐Qods‐Shahryar Branch, Is‐ lamic Azad University, Tehran, Iran 2 Department of Public Management, Faculty of Management and Accounting, Allameh TabatabaˊI University, Tehran, Iran Abstract: Human resources management performance play an important role in producing and transmitting the knowledge. Today knowledge is considered as a valuable asset and knowledge management is applied as a new competitive strat‐ egy. Knowledge resides in mind and doesn't emerge without a preface, rather it emerges when the requirements are met. And in an organization the require‐ ments are met through correct human resources management. Retaining knowledge‐based employees in the so called "knowledge era" world of today is crucial. They may leave the organization if their needs and condition are disre‐ garded. Therefore, human resources performance must go beyond its traditional form and this is feasible through employing innovative, flexible and up to date strategies. Meanwhile, reviewing the literature reveals that no integrated re‐ search has yet been done regarding the spontaneous coordination between hu‐ man resources duties and knowledge management strategies. This study aims at providing a model to determine optimum knowledge management strategies and according human resources performance for knowledge‐based occupations. Therefore, in this study primarily the knowledge‐based occupations were speci‐ fied according to their exclusiveness and based on having strategic value, then their relations with knowledge management strategies and human resources du‐ ties such as training, planning, control and premium were evaluated. With the view of nature and method, the descriptive survey method was employed in the research. Data was gathered through questionnaire. Research population consist‐ 77
ed of 196 managers and experts working in Iran public organizations who were chosen as a random sample relying on Cochran’s formula. In order to analyze the data, structural equation model and path analysis method were applied. Results show that there is a meaningful difference between knowledge‐based occupa‐ tions and the knowledge management strategies as well as human resources per‐ formance. Keywords: knowledge management strategies, knowledge management, human resources management, knowledge‐based occupations
Design of Metrics for e‐Word‐of‐Mouth Evaluation From Unstructured Data for Banking Sector Lucie Šperková and Petr Škola Department of Information Technologies, Faculty of Informatics and Statistics, University of Economics, Prague, Czech Republic Abstract: In the era of web 2.0 and advanced marketing methods, internet discus‐ sion and social networks are a valuable source for marketing research. Internet is full of public communication in unstructured form, which can give context to oth‐ er structured data gained from customers. These customers discussions coming as e‐Word‐of‐Mouth and contain customers’ personal attitudes, experiences, needs, suggestions or feedbacks related to company, its services or products. As one of the approaches to achieve a better view, we propose to design metrics, which should be followed to get valuable insight, where the company stands in terms of its customers. This paper focuses on obtaining an e‐Word‐of‐mouth in banking sector using publicly available data from particular Facebook banking pages and websites related to topic of finances and banking with a high proportion of dis‐ cussions about these services. The output is a list of methods and procedures of processing publicly available data from the Internet to create a regularly given overview of the current situation in the sector. These overview is given from the perspective of people who contribute to social networks or discussions under the articles of selected sites. The main goal is to design metrics of evaluating custom‐ ers’ perception of bank’s services. From the unstructured data downloaded from the internet by specific tools is possible to define metrics and other characteris‐ tics, which evaluate bank’s reputation, negotiation abilities, services and products in the eyes of commenting users. These metrics are designed as a part of the Business Intelligence framework, the most widespread data processing and ana‐ lysing concept in enterprises. Created metrics are mainly quantitative and primari‐ ly intended to be a part of a dashboard as a presentation of obtained data from different dimensions. Dimensions can be also keywords or other topics extracted from textual data. Dashboards then serves marketers and management to further 78
decisions to generate a value for business in different forms as sales, revenue, good reputation, expanding the market, customer acquisition etc. Keywords: metrics, e‐word‐of‐mouth, banking, unstructured data, dashboard, business intelligence
Inter‐Organizational Knowledge Sharing in Incubated Companies: Reality or Myth? Mário Oscar Steffen and Mírian Oliveira Pontifical Catholic University of Rio Grande do Sul, Porto Alegre, Brazil Abstract: The incubator provides incubated companies with support to help to turn their ideas into feasible businesses; they have access to the university facili‐ ties, such as libraries, researchers and physical space, etc., and enjoy the benefits of the science and technology park (STP) structure. Such an environment may enable inter‐organizational knowledge sharing (IKS), which may occur between incubated companies (SU); between SU and companies and entities resident in the STP; between SU and the university; and between SU and companies or asso‐ ciations outside the STP. This research aims to analyse IKS considering the rela‐ tions of the SUs with other companies and organizations located in a STP. For this purpose, a qualitative research was carried out among companies incubated with‐ in a university business incubator in a STP in Brazil. These companies were chosen because the incubator and the STP have received awards for the results obtained in their period of operation. The incubator was established in 2003. Data were collected through interviews with the managers of 20 SUs, which are engaged in different areas of business, have been operating within the incubator for between six and fifty‐eight months and have up to ten employees. The main benefits cited by the respondents in relation to IKS were increased sales and networking, as well as the improvement in their products and services. While improved processes was a benefit mentioned by only three of the SUs. This indicates an association be‐ tween IKS and results. The IKS in the respondent SUs can be characterized as in‐ formal, with little concern for documentation. This may be related to the small number of employees in these companies, who perform various functions and have less time to generate documentation, while also feeling less need for docu‐ mentation due to the ease of physical contact between them because of the lack of hierarchical levels and the fact they share the same physical space. The formal initiatives taken to create opportunities for knowledge sharing between the com‐ panies are provided by the management of the incubator. However, there is no‐ ticeably little interaction between the SUs and the entities and companies resi‐ dent in the Science and Technology Park, so there is the possibility of leveraging 79
such relationships. The research results indicate that IKS is not a myth, but it is not yet a reality. That is, it is an opportunity to be leveraged by the incubator for the benefit of the incubated companies, as is the encouragement of documentation. Keywords: knowledge sharing, incubators, science and technology parks, inter‐ organizational
KM & Open Innovation: The Expected Evolution of Innovation in the Case of Romania Marta Christina Suciu and Cristina Andreea Florea Bucharest University of Economic Studies, Bucharest, Romania Abstract: The paper focuses on Knowledge Management (KM) and on its connec‐ tion with Open Innovation and entrepreneurship. With an attempt to identify the most important key factors of success for entrepreneurs and business champions, the paper focus on some best practice examples of local/regional creative and innovative clusters. Based on these examples the paper highlights some of the most important opportunities to integrate innovative solutions to accelerate the implementation of Knowledge Management System in organizations. Some of these solutions include a broader approach of open innovation by taking into ac‐ count mostly the social networking that might make the difference in the case of business champions. Communication, co‐operation and being actively involved on some platform of co‐creation had become much more important from our per‐ spective than just entering into a traditional competition framework. Business environment is more complex and requires a new focus within education system by highlighting the importance of an entrepreneurial education where people realize they need to co‐operate. Today, mostly within a complex business envi‐ ronment those manifesting a propensity to become business champions realize that more than ever "no one is as smart as everyone". Open innovation and the platform of co‐operation make possible that innovative solutions could be found both within the real and virtual space. These kinds of platform for co‐operation are facilitating the meeting between those that faces problems and those who might provide some alternative innovative and creative ideas and solutions to manage better and to solve these problems. By “thinking out of the box” and by co‐operation everybody would get the chance to get towards "win‐win" innova‐ tive business solutions. Due to the importance of the value added brought by cre‐ ative people acting together within local creative communities and innovative clusters, the structure of the economy becomes more favourable to support mostly the creative industries on the regional level. Within creative and innova‐ tive communities such as smart and creative cities and/or local innovative clusters entrepreneurs acting like business champions might become a source for a long‐ 80
run competitive advantage. The paper highlights also the importance of promot‐ ing social innovation and social entrepreneurship. The paper includes two parts: a brief literature review (part I), followed by our own research (part II). Some con‐ clusions and improvements suggestions are included on the final part of the pa‐ per. Keywords: KM, open innovation, entrepreneurship, innovative clusters
The Teachers’ Perspective on School Leadership for ICT Ann Svensson University West, Trollhättan, Sweden Abstract: School leaders have the pedagogical, as well as the financial, responsi‐ bility at the school. It is the school leader’s task to manage the competence de‐ velopment of the pedagogical use of ICT at school. Digital tools are being more used in teaching activities in those days, and the teachers have to develop their competence in order to guide the students in their learning. This paper is based on a case study conducted within the GNU project (Cross Border Nordic Educa‐ tion). The GNU project is an ongoing Nordic educational project between classes in grades 5‐9 in Denmark, Norway and Sweden. The project is based on virtual communication between teachers and students, conducted with support of digital technology. The aim of the paper is to analyze the four dimensions of school leadership; 1) building vision and setting direction, 2) understanding and develop‐ ing people, 3) redesigning the organization, and 4) managing the teaching and learning programme. The result shows that all of the school leadership dimen‐ sions work properly in one out of four different municipalities in order to support the teachers with the integration of digital tools in their teaching practices. Keywords: school leadership, digital tools, vision, teaching, learning, organization
Project and Knowledge Strategies: Examination of Cultural Influences Lajos Szabó and Anikó Csepregi University of Pannonia, Department of Management, Veszprém, Hungary Abstract: According to the classical approach of management the delegation of decision‐making authority to lower levels within the organization increases the level of independence. We assume the same condition for project strategy deci‐ sions. For this assumption, the work of Artto et al (2008) regarding project strat‐ egy was the base in which the degree of a project’s independence is one of the 81
investigated dimensions. For this dimension the scale with 'low' and 'high' as two extremes was defined by Artto et al (2008). In our investigation we took this di‐ mension with its two extremes as our starting point and defined 5 levels of inde‐ pendence. For each level of independence a project strategy was determined that are obedient servant, centralized integrator, decentralized innovator, decentral‐ ized integrator, and independent innovator. Using these project strategies and involving the cultural typology of Cameron and Quinn (2011) we examined the culture of project organizations. We assumed that there is a relationship between the change of project’s independence level and the current and preferred culture of project organizations. The results of our study conducted in Hungary among project organizations showed similarities in project culture concerning four pro‐ ject strategies (obedient servant, centralized integrator, decentralized integrator, independent innovator). Concerning the fifth strategy, the decentralized innova‐ tor strategy, a completely different result could be revealed, since in this case the preferred culture of the project origination moved towards external focus and differentiation. This movement also has its effect on the selected knowledge strategy. If there is a shift towards external focus and differentiation knowledge strategies (knowledge creation, knowledge exploitation and knowledge sharing) also focuses on knowledge elements outside the organization. Thus these knowl‐ edge strategies build on market information. Regarding the other four project strategies the project culture moved toward flexibility where the knowledge strategies also support the purpose of flexibility. Keywords: knowledge strategy, project strategy, project organization, culture
Case for Comprehensive Web‐Presence Digital‐ Footprint Education (for K‐12 Learners) Robert Thompson Athabasca University, Athabasca, Canada Abstract: Marc Prensky, in 2001, outlined the concept of ‘Digital Natives’. It was a construct that was both enthralling, and compelling, because of the implications of what he described – not only for education, but for our culture overall. Scholars arrayed themselves along the continuum of skepticism, with the significant pro‐ portion, based on published work in the topic area, opposed to the construct – leaving the preponderance of proactive positions to marketers and entrepre‐ neurs. At times, the resultant conversation has resembled the chorus of the di‐ vided villagers at “Anatevka”, in the musical production of Fiddler On The Roof, shouting back and forth “horse”, “mule”, “horse”, “mule” (Bock &Harnick, 1990). Moreover, as the volume increased with each conflicting response within the cho‐ rus, the extended corollary is that the divisive character of the debate has taken 82
on potentially distracting and damaging ramifications for the culture and society. Arguably, as a consequence of the analogous tenor , effective research in the field of Technology Mediated Environments (TMEs), especially in the area of Kindergar‐ ten‐ Grade 12 (TMEs) has slowed considerably – at the worst time possible for this development because more and more education at this age level is being moved into (TMEs). The rationale for this paper reflects the growing trend toward more formalized education founded in TMEs, with the concomitant re‐distribution of both financial and human resources. It is framed by the necessity to understand the appropriateness of, and‐or to develop appropriate parameters for, this ongo‐ ing systemic transition. Specifically, but primarily as an example of the spectrum of issues emerging now, this paper is focused on the most basic element of grow‐ ing online (TME) applications – to wit, student safety. It will elaborate on work, over several years, in the area of instilling an increased understanding of the con‐ cepts of Web Presence‐Digital Footprint amongst adolescents. The results of this work suggest strongly that as creators of knowledge, facilitators of the creation of knowledge and managers of knowledge it behooves us to strongly recommend that more research be conducted in order to begin to establish a consistent rec‐ ognizable research literature base to (1) nurture the learners of this youngest co‐ hort of learners effectively, and (2) ease the transition of the system of education from ‘traditional’ to the most effective TME‐related model possible. Keywords: technology mediated environments, kindergarten – grade 12, digital footprint, research agenda, internet – online safety
Development of Corporate Knowledge Management Under Conditions of Cyclic Dynamics Elena Tkachenko1, Elena Rogova2 and Sergey Bodrunov3 1 Saint Petersburg State University of Economics, St. Petersburg, Russia 2 National Research University Higher School of Economics, St. Pe‐ tersburg, Russia 3 Institute for New Industrial Development, St. Petersburg, Russia Abstract: The problem of effective knowledge management is one of the key ob‐ jectives of improving the competitiveness of both individual companies and entire regions and states. The process of socio‐economic systems developing is a nonlin‐ ear function that characterizes the dynamics of the efficiency of the system func‐ tioning, depending on the phase of the observed cycle. At the same time, microe‐ conomic cycles are imposed on the waves of macroeconomic dynamics. Due to the relatively recent global formation and development of knowledge manage‐ 83
ment systems, most researchers adhere to the concept of a rising wave in the context of the problems of knowledge management in macroeconomic terms. Our research covers the period of market transformation of the Russian economy, and the retrospective period of a planned economy in the USSR, starting from 1947. The results obtained show that knowledge management cycles have started long before the day when the term "knowledge management" appeared. Keywords: knowledge management, cyclic dynamics, knowledge and technology transfer, Russian economy
Queen Elizabeth II and Knowledge Management Eduardo Tomé Universidade Europeia, Laureatte Group, Lisboa, Portugal Abstract: The aim of this paper is to make an analysis on the case of Her Royal Majesty Queen Elizabeth II (QE II) on Knowledge Management (KM). We make this for two main reasons: first because we have sympathy and admiration by the person; second because we believe political leaders make KM and this topic has been seriously neglected in the literature (Tomé and al, 2014, Tome and Mladkova, 2015). We use data collected in the internet about QE II, which illus‐ trate the theoretical framework we obtained after a literature review. We conclu‐ sion that QE II is of much interest for KM because of two main reasons: first QE II manages knowledge individually in a very specific way, having learnt it long ago, in the 50’s of last century, from Winston Churchill; 2) secondly QE II is on the top of a very big and formidable scheme of political KM in the UK, that some call strictly “the Palace”, or “the Firm”, and others refer to more broadly as the British Establishment or even more UK PLC. As an implication we consider that the analy‐ sis of the way top political leaders act can be very interesting for their countries: some leaders may be better than others, some leaders may fit some situations better than others. For further studies we believe it would be interesting to ana‐ lyze other leaders, and in the case of QE II to have some contact with the person herself or somebody representing her in “the Palace”. Keywords: knowledge management, leadership, Queen Elizabeth II
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Contextualizing Knowledge Sharing Strategy: The Case of an International Organization in the area of Development assistance Thierno Tounkara1 and Pierre‐Emmanuel Arduin2 1 Télécom Ecole de Management, Evry, France 2 PSL, Université Paris‐Dauphine, Paris, France Abstract: This paper proposes an operational evaluation grid which helps Organi‐ zations to determine the perception employees have about the degree of align‐ ment between their Information System (IS) supporting knowledge sharing and different organizational culture contexts. Relying on this perception, Organiza‐ tions can: (1) analyze barriers to a successful use of information system function‐ alities for greater efficiency of knowledge sharing and (2) identify appropriate IS functionalities they should invest on to increase the dynamic of knowledge shar‐ ing. A case study illustrates the use of our evaluation grid and the implications of this work are finally discussed at the end of this paper. Keywords: Knowledge sharing, knowledge management, information system, organizational culture, strategic alignment
Analyzing Business Model and Intellectual Capital Components Anna Ujwary‐Gil Department of Management, Wyższa Szkoła Biznesu – National‐ Louis University, Nowy Sacz, Poland Abstract: The article concerns two management concepts, namely: intellectual capital and business models of the company and is of a theoretical nature. The main assumption of the literary review conducted was to discuss these two con‐ structs in the context of their common elements. Can a business model be ana‐ lyzed in the context of intellectual capital elements? Or is it possible that intellec‐ tual capital components constitute those of a business model? This article at‐ tempts to provide an answer to these questions by taking advantage of the latest subject literature, one of key importance to this issue.Keywords: intellectual capi‐ tal, business model, components
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Customer Knowledge and Service Innovation in Hospitality Industries to Respond to International Customer Needs Jiro Usugami School of Business, Aoyama Gakuin University, Tokyo, Japan Abstract: The utilization of Customer Knowledge and Customer Knowledge Man‐ agement (CKM) has been increasingly recognized as a key service strategy in hos‐ pitality industries in Japan such as airport services, hotels, hot spring spas, and tourist services. Due to the rapid growth of international tourists in Ja‐ pan,feedback received from non‐Japanese customers isbecoming increasingly important in the effort to improve services and raisecompetitiveness in each hos‐ pitality industry. This study has two main purposes.The first is to identify the most common requests and cross‐cultural differences in feedback from international customers. The second purpose is to evaluate CKM from a hospitality industry’s perspective. Primary data based on anemail questionnaire survey and an inter‐ view surveyyielded evidence that the most common request received from non‐ Japanese customers was improvement of Free Wi‐Fi/IT environment. The most distinctivecross‐cultural differencewas that the quality of the service provided by hospitality industries in Japan gave higher satisfaction to non‐Japanese customers than to Japanese customers. Regarding the second purpose of this study, our email questionnaire survey examined if there were any cases in which interna‐ tional customer feedback had resulted in practical service improvements or ser‐ vice innovations.58% out of the twelve questionnaire respondents in the hospital‐ ity industry experienced several cases, followed by 25% that experienced many cases. The service improvements or service innovations based on actual customer feedback were divided into two categories. The first included the examples of improvement inlanguageservices, Free Wi‐Fi/IT environment, and religious facili‐ ties and services. The second category provided examples of new business that was started or developed by individual hospitality industries in the areas of res‐ taurant and tourist services. Keywords: customer knowledge, customer knowledge management (CKM), cus‐ tomer feedback, hospitality industry, international customers
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Does a Higher Knowledge Management Maturity Lead to More Innovation and Corporate Success? An Empirical Investigation Ute Vanini and Saskia Bochert, University of Applied Sciences Kiel, Kiel, Germany Abstract: Since many years Knowledge Management Maturity Models (KMMM) have been described as a way to classify the level of knowledge management (KM) in organizations. These models assume that more KM leads to more innova‐ tion and thus improves corporate success. Although some of these models have been developed based on case studies, larger scale empirical verifications are scarce. The purpose of this paper is to investigate in how far KMMM can be ap‐ plied in corporate practice, which factors influence the KM maturity of organiza‐ tions and if KM maturity is related to corporate success. The paper is based on an online survey of 74 northern German companies. The results show that the appli‐ cation of KM is most evident in the area of technology. Whereas all of the partici‐ pating organisations use IT to support their KM activities, it is mainly the integra‐ tion of these systems that leaves room for improvement. In the KM areas of pro‐ cess as well as people, KM is merely partly implemented. Only few of the re‐ sponding companies have established the position of a knowledge manager, pro‐ vide a specific budget for KM activities, or integrate KM objectives in their corpo‐ rate strategy. Consequently, the overall KM maturity levels are assessed as fairly low. Additionally, a positive relation between the accomplished KMM level and employees’ participation in KM as well as the innovation success is found. The relation between KMM levels and the financial success does not show any signifi‐ cance. The paper is one of the first which empirically investigates the relations of KM maturity levels to innovation and corporate success. Thus, it provides the foundation for a further development of KMMM and helps organizations to posi‐ tion their KM activities more effectively. Keywords: knowledge management, maturity levels, online survey, Germany, innovation, success
The Impact of Strategy Visualization: Evidence From a Field Experiment Marco Vedovato Ca’ Foscari University, Venice, Italy Abstract: This paper provides evidence that strategy visualization has a positive causal effect on the probability of changing the cognitive frames of small entre‐ 87
preneurs. Recent developments in global competition are exposing entrepreneurs to new, previously unexperienced discontinuities and increasing pressures to modify their strategies and business models. Strategic renewal, however, is diffi‐ cult, since it requires changing the cognitive frames through which strategic prob‐ lems are interpreted. Often, it is not the environmental changes per se that con‐ stitute the biggest issue but, rather, the inability of entrepreneurs to assess what these changes mean. Under such circumstances, the first step toward effective strategic renewal is the recognition of and challenge to consolidated beliefs. Mak‐ ing implicit assumptions about the strategic environment explicit allows for the identification of potential inadequacies of current cognitive models and, eventual‐ ly, the development of new and better models. Strategy mapping can facilitate such an exercise, identifying the relevant building blocks of the current strategy and their linkages with environmental features. The paper documents the results of a field experiment on a sample of 42 small entrepreneurs involved in a strategy visualization exercise. A total of 32 entrepreneurs used an original method for the visual representation of strategy, while 10 used Osterwalder and Pigneur’s (2010) business model canvas. A questionnaire about perceptions of the external envi‐ ronment and internal structure was submitted to the participants before and af‐ ter the exercise. The same questionnaire was submitted twice to a control group of 50 SME entrepreneurs who were not involved in any activity. The results show that involvement in the visualization experiment significantly increased the prob‐ ability of the participant changing perceptions on strategic issues, with a stronger impact for strategy mapping. The results are interpreted as indicative of a positive contribution of visual representation in strategy renewal. Keywords: strategy visualization, strategy map, business model canvas, cognition, experiment
IT Service Quality Model: Evaluation of Quality in use Filip Vencovský and Lucie Šperková Department of Information Technologies, Faculty of Informatics and Statistics, University of Economics, Prague, Czech Republic Abstract: A continual service improvement is needed to produce a high‐quality IT service that supports stakeholders’ needs. This includes monitoring and evaluat‐ ing service quality activities. Usually, technical parameters of IT service such as service availability, responsiveness or reliability are taking into account. In fact, the core of the service quality lies in a value for stakeholders. Stakeholders, espe‐ cially customers, are the main reason for existence of the service. They perceive the service quality in a different way and therefore it is very difficult to manage it. 88
Large amount of unstructured data is being created by customers of the service nowadays. This data can provide a valuable feedback from the service usage. Cus‐ tomers talk among themselves about their experiences and feelings from con‐ sumption of the service. They discuss their opinions of the service quality via so‐ cial networks and message boards, interact with a service provider by using the same tools and use electronic questionnaires, email and voice communication as well. Collected data can be used in content analysis and identify existing problem areas. Outcomes of evaluation of the service quality can help determine whether the value is provided to customers correctly and also specify extent of the specific problem areas. Several models of IT service quality exist. Researching perceived quality of IT services we found that quality of IT service is of two different kinds, a quality of service production and a quality of service use. In this paper we bring analysis of service quality measurement methods and models to understand pos‐ sibilities of evaluation of quality of use and to discuss suitability of the quality models and service quality measurement methods for its purpose. Then we con‐ sider nature of the relation between IT service production quality and quality of use and propose an investigation method to research the nature of the relation‐ ship. To extend the quality model and its measurement we propose to use the analysis of unstructured data, especially customer Word‐of‐Mouth for the further research. Keywords: service quality, unstructured data, measurement
Academic Knowledge Vs Enterpreneurship: The Spin off way Walter Vesperi1, Rocco Reina2 and Teresa Gentile2 1 Department of Economics, Management and Quantitative Meth‐ ods, University of Messina, Messina, Italy 2 Department of Law History Economics and Social Science, “Magna Graecia” University of Catanzaro, Italy Abstract: The Universities and other Higher Education Institutions (HEIs) have come to be‐regarded as key sources of knowledge utilizable in the pursuit of eco‐ nomic growth through commercialization and transfer of knowledge activities (Huggin and Johnston, 2009; 2015). The University therefore, not only play a role in the creation of knowledge, but also has a key role in knowledge transfer in the community and in society with the ultimate aim to create value. This situation is well known like “third mission” of University, in which it is possible to consider the set of activities with which Universities and the research institutions come into direct interaction with the company, providing a new form of contribution that 89
accompanies the others traditional University’s missions like “teaching” and “re‐ search” (source: ANVUR). It is important to state the heterogeneity of the third mission, which cannot be reduced to a single dimension; but obviously, the focus of this research work is the deepening of the economic exploitation of knowledge, as a specific part of the action program defined. In fact, in this area, one of the most important applications of technology transfer to society and market in a coherent way is through the creation of Academic Spin Offs (ASO, Klofsten and Jones‐Evans 2000; Rasmussen et al 2006; Shane and Stuart 2002; Vohora et al 2004; Czarnitzki, Rammer and Toole 2014). So, this particular type of firms, com‐ bines two different forms of knowledge: research (economically valuable) and entrepreneurship, with different characteristics such as risk propensity, work by objectives and economic evaluation of advantages. The presence of these differ‐ ent forms of "knowledge" characterizes the spinoff as particularly complex organ‐ izations. From the organizational point of view, according to the neo‐Schumpeterian approach (Carlosson and Eliasson, 1994; Freeman, 1995; Van Oort and Lambooy 2014) there is the problem to create new learning processes that start from the competence and experience of a single people, represented in the academic spin‐offs case through the expertise of an academic researcher. At the same time, the spinoff not answer exactly entrepreneurial logic, but are often characterized as the need by Universities and other Higher Education Institutions (HEIs), to "sell" and transfer to entrepreneurial community own knowledge, gained by projects search. Therefore, the spinoff of research, present itself like an instrument of knowledge transfer, strongly influenced by the local context, but at the same time is able to influence this context. So, the objective of this paper is to analyze the first case of a new research product made by University Magna Grae‐ cia of Catanzaro in this academic year (2014‐2015): the Master Spin Off; a particu‐ lar academic course in which education and training during the whole period are finalized to create a specific firm, in a Spin Off way. This represent an innovative mode in order to evaluate academic knowledge in the territorial context. This research paper wants to study and follow this new products to better understand its limits and potentiality. Keywords: academic spin‐offs, knowledge transfer, territorial development
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Knowledge Creation in State‐Owned Enterprises: Evidence From a Russian Case Maxim Vlasov1, 2 and Svetlana Panikarova1 1 Ural Federal University named after the first President of Russia B.N.Yeltsin, Ekaterinburg, Russia 2 Institute of Economics, Ural Branch of the Russian Academy of Sciences, Ekaterinburg, Russia Abstract: The purpose of the present study was to provide a methodology for assessment of the knowledge creation efficiency at the state‐owned enterprises. This methodology was been based on measurement of the coefficient of intellec‐ tual share of the profits. This coefficient was calculated as change of the intellec‐ tual capital divided by change of profit. The article takes an eclectic methodologi‐ cal approach to piece together extant literature and to discover new empirical knowledge about knowledge creation. For estimation of the knowledge creation efficiency, authors use the data of intellectual capital (scientific publishing and inventive activity) during 2005‐2013 at the state‐owned Russian enterprise and compares them with data of expenses on research and development. The theo‐ retical importance of the conducted research is expansion of the methodological device of knowledge economy. The empirical results of the research confirm the fact the coefficient of intellectual share of the profits is the useful operational instrument for the strategic planning in innovative state‐owned enterprises. The research demonstrates the methodology for assessment of the knowledge crea‐ tion efficiency can become the effective instrument of development of state in‐ novative policy. Keywords: knowledge creation, intellectual capital, state‐owned enterprises, effi‐ ciency, profits
Knowledge Visualization for Strategic Change: Mapping Knowledge for Discovering Business Renewal Filippo Zanin1 and Carlo Bagnoli2 1 University of Udine, Italy 2 Ca Foscari University of Venice, Italy Abstract: Based on an in‐depth case study of a strategic decision‐making within a professional service firm, this paper explores how the knowledge visualization tools facilitate a holistic and rational understanding of the business process re‐ newal. There is a pressing need to draw attention to how knowledge is developed and evolved within changing activities and how visual representations can help 91
managers to have a more comprehensive picture of the multiple and reciprocal connections between strategic and knowledge processes. Based on the approach that views knowledge as a social accomplishment situated in actions, our work highlights the power of the symbolic interactions between managers and visual representations for the development of new meanings for actions and situations for the firm’s strategic renewal. We approached our data with the following ques‐ tion: are the visual representations of knowledge in action useful in capturing and stimulating the dynamic nature of the strategic change? The case we study high‐ lights that visual representations in the forms of strategy maps provide a powerful tools for making the multiple interrelations between knowledge and strategy evi‐ dent and for helping managers to explore promising patterns of business renewal. Keywords: strategic change, strategy maps, visualization, knowledge
Outlining Goals for Discovering new Knowledge and Computerised Tracing of Emerging Meanings Igor Zatsman1 and Nadezhda Buntman2 1 Institute of Informatics Problems of the FRC CSC RAS, Moscow, Russia 2 Faculty of Foreign Languages and Area Studies, M.V. Lomonosov Moscow State University, Moscow, Russia Abstract: The paper focuses on a fundamental problem that of articulating goals for new cross‐lingual knowledge discovery and providing tracing of human scien‐ tific discovery processes. Goal‐oriented linguistic progress requires advanced models and computer technologies for discovering knowledge in parallel corpora. These technologies have to support interconnected communities of linguists elic‐ iting new knowledge. This study suggests a conceptual framework which would help develop specific computer technologies supporting goal‐oriented knowledge discovery, providing opportunities to trace the emerging meanings and facilitating the process of sharing new knowledge. The three following media are used in the conceptual framework based on Furner’s model: a knowledge medium, a socio‐ communicative medium and a digital one. The knowledge medium contains text meanings (concepts). The socio‐communicative medium comprises texts and grammar structures. The digital medium consists of computer codes for concepts, texts and structures. Concepts tend to be denoted by words acting as sign forms. Signs in their turn are two‐natured entities that make up a semiotic sign system. Within the above‐mentioned media of three types, this sign system occurs on the borderline between knowledge and socio‐communicative media. Another border‐ line lies between the socio‐communicative and the digital media with analogous 92
two‐natured entities called formcodes. This divide separates the area of texts and grammar structures from their computer codes which are digital in nature. The third border lies between the knowledge medium and the digital one with analo‐ gous two‐natured entities called semcodes. It separates concepts from their com‐ puter codes. The proposed conceptual framework for development of computer technologies supporting goal‐oriented knowledge discovery includes: Three types of media – the knowledge medium, the socio‐communicative medium and the digital one One‐natured entities – individual, group and conventional concepts, information objects (words, texts, grammar structures) and their computer codes Media borderlines and their two‐natured entities – signs, formcodes and semcodes Models for discovering new knowledge and computerised tracing of emerging meanings A method of outlining goals for new cross‐lingual knowledge discovery To show the feasibility of conceptual framework, our team has designed a computer technology, which is based on the method of outlining goals and models for goal‐oriented knowledge discovery. A few examples are given to show what new knowledge could be elicited with the aid of this technology. Keywords: outlining goals, goal‐oriented knowledge discovery, new cross‐lingual knowledge, parallel corpora, computer technologies for discovering knowledge
Application of Preventive Practices of Musculoskeletal Disorders by Nurses: A Knowledge Transfer Approach Saliha Ziam¹, Éléna Laroche ¹, Sawsen Lakhal², Marie Alderson3, Yanik Simard¹ ¹School of Business Administration, TéluQ‐University of Québec, Montréal, Canada ²Faculty of education, Sherbrooke University, Sherbrooke, Canada 3 Faculty of Nursing, University of Montréal, Montréal, Canada Abstract: Musculoskeletal disorders constitute one of the main occupational haz‐ ards among nurses, despite the availability of much research on its application of preventive practices in occupational health and safety (OHS). This research focus‐ sed mainly on the effectiveness of preventive measures in specific contexts with‐ out, however, documenting the necessary skills for nurses (e.g. cognitive skills, experiential skills) to implement preventive practices in their day‐to‐day activities. The aim of this theoretical study is to revisit the major theoretical viewpoints that nurses hold on “knowledge application”, and to propose a new conceptual framework of knowledge absorption. This is to better understand the often over‐ looked dimension in knowledge transfer, i.e. the conditions of knowledge appro‐ priation on preventive practices by nursing staff. Such an approach has the advan‐ 93
tage of taking into consideration, on the one hand, all the stages involved when individuals are applying the preventive practices and, on the other hand, the fac‐ tors facilitating or constraining this process (i.e. individual, organizational, and those related to the attributes of preventive practices). According to Todorova and Durisin (2007), these dynamic capacities are deployed in five stages. First is the identification of knowledge, a stage in which users must anticipate a potential benefit. Then comes the effort to acquire this knowledge, which can be encour‐ aged by the mechanisms of knowledge renewal. With the uptake of knowledge, users are better able to understand the subject at hand and grasp its true scope. The transformation of knowledge reflects, in turn, the need to adapt knowledge to the context of the user. Finally, the application of knowledge is illustrated by the formalization of knowledge into practice (Zahra et Georges, 2002, Estabrooks et al., 2006). Keywords: occupational hazards, nurses, Knowledge transfer, preventive prac‐ tices
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How Organisational Factors Impact Intentionally Established Communities of Practice: A Qualitative Case Study in a Saudi Arabian Global Business Company Abobakr Aljuwaiber Norwich Business School, University of East Anglia, Norwich, UK Abstract: The burgeoning notion of Communities of Practice (CoPs) has in recent years encouraged companies to intentionally create and sustain CoPs, particularly as Knowledge Management (KM) initiatives. Existing research suggests that inten‐ tionally established intra‐organisational CoPs could enhance knowledge‐sharing interaction, organisational innovation, problem‐solving and performance. Howev‐ er, whether CoPs should be openly recognised within organisations still remains controversial, perhaps because empirical support is limited for understanding the impact of organisational factors ‐ culture, structure and top management ‐ on intra‐organisational CoPs. Therefore, this qualitative case study could contribute to existing literature an understanding of the symbiosis between the aforemen‐ tioned organisational factors and CoPs’ activities in a large Saudi Arabian petro‐ chemical corporation. Keywords: communities of practice, knowledge‐sharing culture, organisational structure, top management, expert groups
A Framework for Knowledge Sharing, Firm Innovation Capability and Competitive Advantage in the U.A.E AlShaima Taleb College of Business Administration, Abu Dhabi University, Abu Dhabi, United Arab Emirates Abstract: This research paper objective is to propose a knowledge sharing frame‐ work that can be used in organizations in the United Arab Emirates (U.A.E). It links knowledge sharing enablers, processes and outcomes. It explains the influence of individual factors (Enjoyment in helping others and knowledge self‐efficacy), or‐ ganization factors (Top management support and organizational rewards) and technology factors (Information and communication technology use) on knowledge sharing processes (knowledge donating and collecting). Furthermore, it examines the influence of knowledge sharing processes (knowledge donating and collecting) in firm innovation capability and firm competitive advantage, and finally the influence of firm innovation capability and firm competitive advantage. Based on questionnaires collected from a sample of around 1500 employees in 35 97
companies all over the U.A.E, this study applies Structured Equation modeling (SEM) to analyze and test the research framework. The expected findings of this research paper are to confirm the individual, organizational and technology fac‐ tors that influence knowledge sharing, as well as if it influences firm innovation capability and firm competitive advantage in the context of the U.A.E. This study expected findings are interesting from both theoretical and practical perspectives. Theoretically, this study propose a framework for empirical studies that link sev‐ eral dimensions, which are knowledge sharing enablers, processes and outcomes such as firm innovation capability and competitive advantage. From a practical perspective, the relationship between knowledge sharing enablers and processes may provide a clue regarding how organizations in the U.A.E can promote knowledge‐sharing culture to sustain their innovation performance and competi‐ tive advantage. The study will establish a number of implications for helping prac‐ titioners and managers establish a successful knowledge sharing strategy. This research is also expected to have a number of limitations and future study oppor‐ tunities, which includes the generalization of the study findings to other regions in the world, as well as including more knowledge sharing enablers to the frame‐ work. Keywords: knowledge sharing, innovation capability, competitive advantage, knowledge sharing framework, United Arab Emirates
Empirical Analysis of Factors Influencing Knowledge Sharing Facilities and Barriers in Indian SMEs: A Comparative Case Study Amitabh Anand and Isabelle Walsh Neoma Business School, Rouen, France Abstract Indian SMEs are often faced with the challenge of affording and retain‐ ing skilled workforce. In this context sharing knowledge among employees is very important for SMEs progress and success. Our research aims to identify through empirical investigations the factors that encourage employees in SMEs to share their knowledge and those barriers that affect knowledge sharing. This paper is part of a broader and ongoing exploratory project, grounded in empirical data, about the uncertainties faced by SMEs, which emerged as the main concern of our field. Knowledge Sharing emerged from the coding of our qualitative data as an important category. We further use a comparative approach on two Indian SMEs. We found that people are highly comfortable sharing knowledge in infor‐ mal scenarios; we identified the zones or places where employees are most com‐ fortable doing so. Factors that affect knowledge sharing among SMEs employees 98
emerged from our data. Our results suggest that some social factors make it more difficult and challenging to share knowledge among employees. Keywords: knowledge sharing, barriers, Indian SME’s
Service Employees use of a Social Intranet for Tacit Knowledge Externalisation Vanessa Bachmaier Institute of Strategic Management, Marketing and Tourism, Inns‐ bruck, Austria Abstract: The tacit knowledge of an organization’s employees has widely been acknowledged as a vital source of competitive advantage for those organisations. Exploring how this sticky, practical, and context‐bound knowledge can be articu‐ lated towards making it usable for organisations attracts major attention from researchers. It has been argued that Web 2.0 tools represent a main enabler for the externalisation of tacit knowledge. Recently, organisations have begun to adopt social intranets featuring Web 2.0 tools for the support of knowledge man‐ agement processes. In contrast to traditional IT, such as email and intranets, the‐ se user‐generated social intranets focus on the social component, people. They provide employees with a shared space where they can interact socially, com‐ municate informally, establish relationships and build trust with fellow employ‐ ees, which represent the main preconditions for the externalisation of tacit knowledge. Previous studies have acknowledged that tacit knowledge externalisa‐ tion to some extent takes place on Web 2.0 tools. However, there is little litera‐ ture on how employees use social intranets for this process of tacit knowledge externalisation. The hospitality sector represents a field widely neglected by those researchers interested in tacit knowledge externalisation. Therefore, this paper intends to theoretically explore and map social intranet characteristics and tools with tacit knowledge externalisation preconditions and mechanisms in the con‐ text of the hospitality sector. By conducting an integrative literature review, three tacit knowledge externalisation mechanisms were found to be supported in social intranet environments. These mechanisms have been related to the capabilities of social intranet tools. The results showed that social intranet tools have abilities to support some tacit knowledge externalisation mechanisms. The relationships have been illustrated in a conceptual model, suggesting further empirical studies to acknowledge the findings of this study. Keywords: tacit knowledge externalisation, Web 2.0 tools, social intranet, service employees, hospitality industry 99
Action Inquiry for Investigating Knowledge Management Within Social Welfare Partnerships Vipin Chauhan, Gillian Ragsdell and Wendy Olphert Centre for Information Management, School of Business and Eco‐ nomics, Loughborough University, UK Abstract: This paper examines critically the research methodology of an ongoing inquiry about knowledge brokering in a UK‐based social welfare partnership called Charnwood Connect (CC). CC is a two‐year project funded to improve knowledge management amongst advice practitioners and managers, increase interagency collaboration and make local advice services more accessible and resilient. The partnership comprises a number of local social welfare agencies, better known in the UK as “voluntary and community organisations”, the term that will be used in this paper. The partners involved in CC provide a range of ad‐ vice, information, signposting and support services mainly to marginalised com‐ munities on key social welfare issues such as homelessness, unemployment, debt and domestic violence. The first author is employed by CC as its Knowledge Man‐ agement Officer with lead responsibility for delivering two core knowledge man‐ agement outputs: an online platform called the Knowledge Hub and a face‐to‐face networking facility known as the Charnwood Connect Forum. As its methodology, this study is using a variant of action research known as action inquiry. This in‐ volves taking a dialogical approach, collaborating with participants and taking action on the issues identified. More critically, in the current context, this involves an amalgam of first‐person inquiry (direct observations, dialogue and critical re‐ flection by the first author who is in situ); second person inquiry where the in‐ quirer seeks reactions and feedback from participants (e.g. through discussions, focus groups and interviews) and, third person inquiry where a wider constitu‐ ency (e.g. service users) can be involved. The paper shares the rationale for using action inquiry in the current context and its strengths and limitations as a meth‐ odology for understanding knowledge brokering in partnership arrangements such as CC. It considers the usefulness and validity of action inquiry in social wel‐ fare environments where multiple perspectives exist, participant engagement is key, learning in and through action is desired and the inquirer is also a paid practi‐ tioner within the subject organisation. The objective of the paper is to reflect critically on the challenges faced by insiders who undertake practice‐based re‐ search, the issues involved in deploying a methodology that seeks to synchronise research and action, and the lessons that can be drawn from this about knowl‐ edge management in social welfare organisations and wider. Keywords: action inquiry, knowledge management, knowledge brokering, insider‐ research, social welfare, voluntary and community sector 100
Factors Affecting Employees’ Knowledge‐Sharing Behaviour in the Virtual Organisation (ECKM 2015) Hao‐Fan Chumg, Louise Cooke and Jonathan Seaton Centre for Information Management, School of Business and Eco‐ nomics, Loughborough University, UK Abstract: In the light of the imperative to explore the difficult field of knowledge sharing among organisational employees, the theoretical model of this paper was first proposed to explore the factors improving or prohibiting employees’ knowledge‐sharing behaviour through using ICTs within the more complex con‐ text of a virtual organisation of Non‐profit Organisations (NPOs). This was done by integrating multi‐level perspectives of psychological (the micro‐level), sociological (the meso‐level) and organisational cultural (the macro‐level) factors. Drawing on the conceptions of social capital theory and organisational culture, this research has augmented them with a key intrinsic motivator, the sense of well‐being. This is an often overlooked consideration in positive psychology but is plausibly be‐ lieved to affect individuals’ knowledge‐sharing behaviour within the context of a virtual organisation. A pragmatist philosophy, using a combination of quantitative and qualitative approaches concurrently, was chosen in this research in order to develop rich insights into the multi‐faceted factors concerned in the knowledge‐ sharing behaviour of individuals in the real context of the virtual organisation. Thus, a survey of 123 employees was analysed using Structural Equation Modeling (SEM) to examine empirically the main outcomes of the research, whilst qualita‐ tive data from semi‐structured interviews were analysed utilising thematic analy‐ sis to consolidate and obtain additional insights into the findings elicited from the qualitative approach. Meanwhile, having considered that one‐to‐one, face‐to‐ face, semi‐structured interviews were under way in the researcher’s doctoral the‐ sis, this study paid more attention to exploring, analysing and discussing the re‐ sults and findings of the quantitative approach. Taken all together, the evidence suggests that a workplace network of individuals, organisational culture, and em‐ ployees’ sense of well‐being are closely intertwined, affecting each other. Thus, employees who immerse themselves in well‐being (e.g. continual personal growth and satisfaction with the working environment in a friendly organisational culture; and better engagement with the surrounding environment) will have a greater willingness to contribute their knowledge than their peers with lower levels of well‐being. It seems that increasing employees’ sense of well‐being can success‐ fully form a bridge that will effectively connect social capital tendency, organisa‐ tional culture and employees’ knowledge‐sharing behaviour through using ICTs. By appropriately integrating effective characteristics of organisational culture, close interpersonal relationships and employees’ sense of well‐being, employees can contribute more of their knowledge within the context of the virtual organisa‐ 101
tion, ultimately leading to the organisation’s success. In sum, this research pro‐ vides support for dynamic links among organisational culture, workplace net‐ works, employees’ sense of well‐being, and the successful sharing of knowledge within such an organisation. Keywords: knowledge‐sharing behaviour, social capi‐ tal theory, organisational culture, virtual organisation, non‐profit organisations (NPOs), sense of well‐being, structural equation modeling (SEM), thematic analy‐ sis
Before Knowledge Management: Quality Expectations in Volunteer Translation Tabea De Wille1, Chris Exton2 and Reinhard Schäler2 1 ADAPT Centre, University of Limerick, Limerick, Ireland 2 University of Limerick, Limerick, Ireland Abstract: Translation Commons (www.trommons.org) is an online open‐source platform maintained by The Rosetta Foundation, which matches non‐profit trans‐ lation projects with language volunteers across the world. It has so far attracted more than 7500 translation volunteers and 180 organisations. The volunteers on Trommons as a group are relatively homogeneous in terms of their high level of education and translation‐relevant training and therefore share codified knowledge on translation relevant topics. However, a number of challenges to knowledge management can be observed. The current structure and usage of the platform results in distributed volunteers working in relative isolation from each other, with only a minimal, project‐specific exchange of information. In contrast to this, there is a need for a shared understanding of quality expectations and processes to implement those expectations based on the assumption that the challenges the localisation industry as a whole faces in defining and describing quality are also difficulties the Trommons community deals with. In this paper, we address the questions: To what extent does the Trommons community have a shared understanding of localisation quality? To what extent does the Trommons community have a shared terminology to describe localisation quality? We inves‐ tigate answers to these questions by analysing evaluation comments provided by reviewers to translators. We then categorize these evaluation comments into quality aspects described in the QT Launchpad Multidimensional Quality Metrics (http://www.qt21.eu/launchpad/content/multidimensional‐quality‐metrics) for further quantitative analysis. The results of this analysis show that the Trommons community focuses especially on highly codified aspects of quality such as spelling and grammar, and faces similar challenges in describing less codified aspects as the translation and localisation industry. This suggests the need for further im‐ provement on knowledge sharing and consensus in these areas. The understand‐ ing of consensus and tacit vs. codified knowledge gained from this research pro‐ 102
vides important implications for developing social or crowdsourcing projects and facilitating knowledge sharing and consensus decision making efforts in these areas. Keywords: tacit knowledge, not‐for‐profit, distributed community, quality expectations, volunteer translation, social localisation
Human Capital’s Explicitation Conceptual Framework Belkacem Iskhar1 and Latifa Mahdaoui2 1 High‐national school on computer sciences, Algiers, Algeria 2 University of sciences and technologies Houari‐Boumedienne, Al‐ giers, Algeria Abstract: One of the three pillars of knowledge economy, the Intellectual Capital (IC) emerges as a full scientific discipline on which more and more the scientists’ researches are concentrated, the professionals’ efforts are multiplied, the knowledge‐intensive organizations’ strategies are focalized and the governments’ policies are oriented. The IC, an area of which the extent is in full growth and the importance of which does not stop taking every day of the largeness owing to the fact that it is directly related to the organizations growth, even of nations (i.e. National IC). IC is seen a wide and rich field but also recent whose the advance of research work is still left at the level of its premises. It revolves around three key‐ concepts: knowledge, its source and its relationship to the organization added value. Thus, for many reasons, the human source and knowledge (i.e. Human Cap‐ ital HC) is fully distinguished from other types of knowledge capitals. The HC is the origin of all knowledge, a big part of which is tacit and does not belong to the or‐ ganization. It is studied in several fields: philosophy and epistemology, cognitive science, knowledge management, HC Management and organizational learning. Each domain approaches it under a certain point of view and for certain objec‐ tives. In our work, the emphasis is put on the development of a conceptual and software framework for the explicitation of HC’s tacit knowledge. This requires at first (i) an accurate comprehension leading to a relatively relevant conception, (ii) techniques and approaches allowing the explicitation of this tacit knowledge and finally (iii) a representation model supporting the explicitation of human tacit knowledge. In this work, one is interested in the third point that will serve as primitives and tools for the first two points. This work will present an introduction to the importance and weight occupied by the IC and HC in the current organiza‐ tions’ environment. It will draw up in a second section the research identified around the HC and will expose the various models of knowledge representation in a third section; then it will provide a conceptual framework based on the notion of the concept to support the explicitation of HC tacit knowledge. The notion of the concept, according to cognitive scientists, is the key‐element of the process of 103
reasoning and reflection used by human to form and to formulate the human mental ideas and thoughts. Even its history is seen linked with the history of hu‐ man intellectual concern. The concept is for the knowledge that knowledge is for the IC. The fourth section concludes the paper with a discussion and our futureworks. Keywords: intellectual capital, human capital, frameworks, cognitive concept, set theory
Understanding the Signaling Information of Incentive Programs Jouni Laitinen and Dai Senoo Department of Industrial Engineering and Management, Tokyo In‐ stitute of Technology, Tokyo, Japan Abstract: Incentives to encourage sharing are one important aspect in any knowledge‐sharing initiative. By encouraging knowledge sharing organizations become more connected and more responsive towards the knowledge needs of members of the organization and their clients. However, currently there does not exist a consensus on the effects of incentives, as both positive and negative re‐ sults have been derived indicating a gap in our understanding of incentive usage. This article aims to explain the reasons behind the mixed results. In this article, a framework proposed by Bowles & Polania‐Reyes (2012) is presented and adapted to the knowledge‐sharing context. The framework is based on research done within economics and is focused on the signaling information of incentives. The framework consists of two main categories: state‐dependent preferences and endogenous preferences. State‐dependent preferences breakdown into three sub categories: information on the principal, framing and self‐determination. Endoge‐ nous preferences are concerned with how preferences are updated. First the de‐ tails of the framework are discussed and then it is extended to the knowledge‐ sharing context. After the framework has been extended to the knowledge‐ sharing context, it is used to analyze previously published case studies. Based on the analysis predictions are derived, which are then compared to the published results. Results of the comparison show that the predictions made with the framework match the published results are closely. This indicates that the frame‐ work is a valuable addition to the toolbox of any researcher or practitioner work‐ ing in the field of knowledge sharing and incentives. As the framework is adapted to the knowledge‐sharing context there are some limitations. Namely, contextual factors, which cannot be derived from previously published results, and applying the framework as a blueprint for incentive design instead of a post‐ 104
implementation analysis tool. These two limitations represent possible directions for future research. Keywords: knowledge sharing, incentives, collaboration, signaling, agency theory
A Comparison of Integration Models for Professionals With Different Skills in HealthCare Gianluca Lanza University of Parma and University of Ferrara, Italy Abstract: Integration between hospital and territory has to be faced as a critical aspect in modern health systems. The evolving of health care demand in western countries leads the debate on health care system to focus on how to meet the needs of chronic diseases. WHO data point to chronic diseases as responsible of more than 85% of general medical examinations, and also to be responsible of a growing percentage of hospital admissions, consequently increasing the inappro‐ priateness rate. Creating gatekeeper models for admission to health care facilities presumes a high level of integration between a wide variety of professions that interact in patients’ therapy processes. This paper analyzes two models of inte‐ gration of professionals with different skills: Clinical Commissioning Groups in United Kingdom health care system and Case della Salute in Italian regional health care system of Emilia Romagna. The analysis and comparison of the two models, besides examining their characteristics, highlights critical situations, strong points, and success critical factors in the two models. In particular, the analysis will high‐ light how the two systems faced the necessity to integrate the different category of professionals that, during the care process of a chronic patient, have to inte‐ grate in order to guarantee the continuity of the care process and the most effec‐ tive response for the patient. This study highlights the methodologies used to share competences and knowledge on which the building of a system with high professional integration is based. Facts allow to classify the two models according to the tools used, meeting standards and guidelines that will be applied in order to guarantee an unvarying path in managing general records. In particular, the two experiences are analyzed referring to the model building, to the methodology identification and to the governance tools identified in the defining and identifica‐ tion process of standard procedures that have to be used, highlighting the critical aspects of those processes and their consequences in managing real common care paths and with professionals often very different from each other. Our work, overall, does not aim to compare the two systems in order to find which one is the best one but will try to highlight which are the factors, both endogenous and exogenous, that lead to the definition of the model characteristics and to high‐ light common replies to similar solicitations despite the diversity of the health 105
systems in which the two models have been implemented. Keywords: healthcare, primary care, UK, Italy, general practitioner
A Topography of Knowledge Transfer and low Carbon Innovation Suzi Muchmore1, Gillian Ragsdell1, and Kathryn Walsh2 1 School of Business and Economics, Loughborough University, Loughborough, UK 2 Enterprise Office, Loughborough University, Loughborough, UK Abstract: The growth of the knowledge economy and the changing relationship between science and society, have triggered the emergence of a ‘new role’ for universities as catalysts for innovation within national innovation policy frame‐ works. The Triple Helix concept of knowledge generation and innovation intro‐ duces triadic relationships between government, academia and industry. These often incorporate state driven aims of innovation development and diffusion for greater societal and economic benefit as conditions of the funding programmes. This concept is witnessed in the UK low carbon energy innovation system, where collaborative relationships are formed to develop new technologies for applica‐ tion by industry and society. The dynamics of the Triple Helix model bring many challenges to policy makers and those engaged in knowledge transfer relation‐ ships, stemming from the inherent nature of knowledge and the complex human interactions involved with inter‐organisational knowledge transfer. Low carbon innovation has an increased need for inter‐disciplinary knowledge transfer where specialised pools of knowledge are brought together for the purposes of innova‐ tion, in environments typified by uncertainty and unclear user impacts. Obstacles are compounded by the complexity of defining knowledge transfer processes and the debate surrounding the transferability of knowledge. Significant additional challenges exist within low carbon innovation, where influencing technology adoption by the public is seen as a multifaceted problem with no easy solution and requires innovation outputs to be transformed to societal outcomes. This paper aims to explore the nature of these challenges through a review of the lit‐ erature on knowledge transfer, the continuing transition of academia, govern‐ ment and industry within knowledge generation frameworks and the specific di‐ lemmas faced by the low carbon innovation system. This literature review pro‐ vides a foundation for future research which aims to explore the concept of knowledge transfer within the UK low carbon innovation system and gather em‐ pirical data pertaining to the optimisation of collaborative project performance. Keywords: knowledge transfer, research systems, innovation policy, low carbon innovation, collaboration 106
Public and Private Investments in Increasing Competitiveness: Case Study for Machinery Industry Simona Pichová University of Pardubice, Faculty of Economics and Administration, Czech Republic Abstract: The concept of the knowledge economy and the development of inno‐ vation is an important aspect of new economic theory. The importance of educa‐ tion, science and research results are the primary determinants for competitive‐ ness and long‐term economic growth. Increasingly attention is devoted to knowledge, technology and information as prerequisites for economic develop‐ ment. Innovation and know‐how are resources with an essential character that outweighs other economic factors of production. The use and dissemination of knowledge and innovation is essential. Knowledge spillovers, called spill‐over ef‐ fects, are of particular importance; they affect a broad spectrum of economic en‐ tities. Firms, industries, cities, regions and universities gain the benefits of knowledge created by others via knowledge spill‐over without spending their fi‐ nancial resources. The results of the knowledge economy innovations that create opportunities for the growth of a company's competitiveness in the market, an increase in sales, finding new market outlets, etc. – are of crucial importance for companies. Being innovative is a key point for companies´ strategic thinking and planning. Businesses that are able to create and absorb innovations are them‐ selves creative and have the ability to adapt to changes in their surroundings. This paper will examine data at the micro level. Data was obtained from the Communi‐ ty Innovation Survey for the years 2010 – 2012, and attention will be focused only on the machinery industry. Individual companies operating in the sector of the machinery industry are an important part of the manufacturing industry and thus have a significant influence on the Czech Republic´s economy. The paper will deal with evaluating the creation of innovation in the Czech Republic. As a powerfull competitive tool, innovation requires considerable investment. Enterprises invest financial resources into the research and development of innovation in order to transform these innovations into new market opportunities, increase their profits, and strengthen their market position and other possible alternative company goals. Financial support is also provided to enterprises from national resources and from EU funds, but it is provided by nationwide. This report contains an em‐ pirical investigation of innovation and innovation potential in companies; fur‐ thermore, comparison of these subjects was conducted for the Czech Republic´s regions. The aim of this paper is to create multiple regression model and use it to evaluate the effect of inputs (cooperation, R&D costs and financial support for 107
science and research) on creating innovation. It will also analyze the impact of innovation on the competitiveness of businesses and take their innovation poten‐ tial into account. The results will help reveal the areas to which allocating private or public investment in R&D is effective. Keywords: innovation, the machinery industry, expenditures on R&D, the knowledge economy, public subsidies
The Impact of Public Knowledge Investments on Enterprises’ Competitiveness: Electronics Industry Case Viktor Prokop University of Pardubice, Faculty of Economics and Administration, Pardubice, Czech Republic Abstract: In the knowledge economy, together with the rate of technical pro‐ gress, knowledge and its accumulation become key production factors and in‐ creasingly determine productivity and growth (Houghton and Sheenan 2000). These are the production factors that influence production, i. e., skills, learning, organization and innovation whose significance is supported by the fact that in‐ novation has moved to the foreground in regional policy in the last decade and has been considered mandatory for surviving in a dynamic market environment (Alwis and Hatmann 2008; Tödtling and Trippl 2005). Innovation and technological change depend on new economic knowledge more than most other economic activities however innovations do not arise in isolation (Hajkova 2010). Therefore firms have to search beyond their own boundaries, and this result in a rapidly growing number of firms developing a strong competitive position by co‐creating new products and services with knowledge institutions, suppliers, customers, other firms and increasingly the creative sector (De Faria et al, 2010; Sleuwaegen and Boiardi 2014). This fact is even greater in the rapidly‐changing area of elec‐ tronics industry where the share of R&D expenditures in total innovation expendi‐ ture across industries having high shares (Mason et al, 2004; Smith 2002). In the case of the electronics industry, this may be explained by the high share of foreign capital in this sector and thus strong external knowledge links when gaining ac‐ cess to academic knowledge sources helps to plug gaps which are identified in in‐ house expertise (Mason et al, 2004; Schartinger 2002). The research intends to (i) investigate and characterize the issues of the firms in the electronics industry within the Czech Republic through the methods using own multiple regression model; (ii) answer research questions whether (a) the implementation of innova‐ tions and increase public spending on innovation; (b) public financial support for innovative activities; (c) the purchase of public universities and R&D centres have an impact on economic growth and competitiveness of enterprises. This analysis 108
is based on data from Eurostat from the Community Innovation Survey between the years 2010 – 2012. The research results will help the increasing allocative effi‐ ciency of public investment in R&D to enterprises in the Czech Republic. Keywords: competitiveness, electronics industry, innovation, knowledge man‐ agement, public investments
Knowledge Management in Whole Life Costing: A UK Case Study Findings Ndibarafinia Tobin1 and Simon Burnett 2 1 Scott Sutherland School, Robert Gordon University, Aberdeen, UK 2 Aberdeen Business School, Robert Gordon University, Aberdeen, UK Abstract: The paper presents a preliminary case study findings from a construc‐ tion organisation that has implemented WLC techniques and KM, with the objec‐ tive of investigating the key problems encountered in WLC practice and also ob‐ serving existing KM practice when WLC techniques is undertaken in construction projects. The paper provides the basis for an on‐going research that aims to de‐ velop a viable framework for the improvement of WLC practice through the in‐ corporation of KM processes. In recent years WLC has become best practice in construction procurement. But despite the fact that it is a field of continuous growing interest in the construction industry, its adoption remains limited. The shortage of suitably skilled and experienced professionals, educational issue, mo‐ tivational issue, and poor communication are key barriers to WLC wider applica‐ tion. Construction professionals within the WLC team carrying out WLC analysis and planning in construction projects highly reliant on individual expertise, but also grounded on the knowledge of the team accumulated over the years. Part of the WLC team's knowledge can be codified and stored in an organisational mem‐ ory. but it is subject to decay or loss if not properly managed. A single case study approach was adopted which reveals that poor communication and information, cooperation and motivation issues, shortage of skilled professionals within the WLC team are major problems inhibiting WLC performance and also the WLC team uses conventional approaches (meeting and observation) to resolve man‐ agement and technical problems during WLC analysis and planning. Keywords: knowledge management, whole life costing, construction industry, case study, life cycle costing
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Exploring the CEOs’ Performance Cognitions Timo‐Pekka Uotila University of Vaasa, Vaasa, Finland Abstract: This study explores the CEOs’ cognitions of performance. The study fo‐ cuses on the CEOs of the small and medium sized enterprises (SMEs) in a technol‐ ogy industry. Through the exploration of the similarities and differences of the CEO cognitions, beliefs related to company performance are identified. Perform‐ ance as a topic in the domain of management studies is rarely approached from the CEO’s perspective. Management literature on performance in general agrees with the multidimensional nature of the organizational performance. However, this multidimensionality is not necessary reflected as a whole in the CEO’s cogni‐ tion, as the CEO’s view of the world is inevitably ‘bounded’ (Simon 1976). The managerial cognition research (Barr, Stimpert, and Huff, 1992; Tripsas & Gavetti 2000; Nadkarni and Barr 2008) states that different schemas or frameworks man‐ agers have direct attention and have effect on the interpretation managers make. CEOs face constantly complex problems, which require cognitive efforts; in order to cope with the flow of information, CEOs form beliefs structures – simplified representations of the world ‐ to aid them in the everyday decision making (March & Simon 1958; Simon 1976). Moreover, cognitions have also tendencies to move towards similarity inside the industry (Spender 1989; Porac et al. 1989). CEOs draw from the different performance management models. Based on the different assumptions on the performance, different performance management models have been developed, such as Balanced Scorecard (Kaplan & Norton 1992), quality management models such as EFQM (European foundation for qual‐ ity management) and MBNQA (Malcolm Baldrige quality award model), and theo‐ retical models such as Burke and Litwin’s (1992) holistic model. These models reflect the ideal model of company performance. In this study I focus on way how company performance is interpreted by the CEOs of the SMEs. The methodology of this study is qualitative. Empirical data was collected by using semi‐structured interviews. A method of ‘cognitive mapping’ was used to capture the CEOs’ beliefs on performance based on the interviews. Preliminary results show that different groups of cognitive maps could be identified. As a method cognitive mapping was proven to be useful and beneficial for future studies. The future research should take into account the fuzziness and complexity of the practitioner reality. The use of the cognitive mapping method provided the possibility to visualize the CEO thinking. Practitioners would benefit from the visualization of the CEOs cognitions as it helps in creation of common understanding in the top management team and can be used in surfacing the hidden belief structures. Keywords: cognition, performance, cognitive map, CEO 110
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Open Science Gallery: Successful Group Interactions Across Transdisciplinary Boundaries Nicole Bittel, Willi Bernhard, Marco Bettoni and Victoria Mirata Swiss Distance University of Applied Sciences (FFHS), Brig, Switzerland Abstract: Open Science Gallery (OSG) is an interaction method which has emerged from our experience in supporting teambuilding processes among transdisciplinary and geographically distributed researchers at our higher educa‐ tion institution. The OSG is intended to be applied in f2fmeetings, aiming to over‐ come discipline‐related and physical boundaries and to initiate collaboration. To this end, the OSG presents an introductory question (OPEN) which serves partici‐ pants as a starting point for sharing their personal expertise (SCIENCE) within a safe environment (GALLERY). The OSG is self‐organising and spontaneous which means that no advance preparation for participants and little facilitation is re‐ quired. In the first part of this paper, we will describe the need for an approach which focuses on the specific challenge of today’s organisations: if they want to gain a competitive edge on the market, organisations need to find ways to active‐ ly connect and incorporate the tacit knowledge of employees and unique exper‐ tise into the business. In the second part, we will introduce the theoretical framework of the OSG, its core elements and some single implementation steps. Furthermore, we present the pilot and its evaluation results, critically discussing the risks and benefits of our approach. We will close with some of the lessons learned and an outlook for a future redesign. Keywords: transdisciplinary groups, self‐organising interactive approach, team building, design thinking, collaborative creativity
Knowledge Risk Assessments Boštjan Delak1 and Nadja Damij2 1 ITAD, Technology Park, Slovenia 2 Faculty of Information Studies, Slovenia Abstract: The aim of this paper is to validate the organization’s knowledge risk assessment approach from the perspective of knowledge capture risks identifica‐ tion, particularly those within daily operation as well as those at the end of the project. The objectives are threefold; firstly to determine how to capture the les‐ sons learned, secondly to assess the risks within knowledge sharing and finally to evaluate the potential risks regarding the knowledge lost. As the paper is research in progress, it represents our motivation and hypothesis, as well as current status of the research and further steps to disseminate these assessments. The paper 113
presents a literature review of knowledge risks, especially those dealing with risk assessment and knowledge loss. Furthermore, the evaluation knowledge risk as‐ sessments is compared and aligned with the international standard organization risk management family of standards, the information security management sys‐ tem family of standards, the COBIT5 for Risk, the PRINCE2 methodology for pro‐ ject management and others. Overview of developing a knowledge risk assess‐ ment questionnaire is presented with the steps to choose the most appropriate methodology for the analysis, plans for case studies and draft plans for the follow‐ ing activities. Discussion and areas for further research section summarizes issues regarding existing research and concludes with suggestions of additional activities to enhance the illustrated approach. Keywords: knowledge, critical knowledge, knowledge risk, knowledge loss
The Role of Customer Knowledge in Service Co‐ Production Throughout the IS/IT Service LifeCycle Laleh Kasraian, David Sammon and Audrey Grace University College Cork, Cork, Ireland Abstract: In service co‐production, the firm and the customer jointly participate in the de‐ sign of the service by leveraging the customer’s knowledge and preferences in order to individually tailor the service for the customer. Here, the main challenge is how a firm’s project team may accomplish modifications to meet the customers’ needs within the re‐ quired timeframe. This research‐in progress paper explores the role of core IS capabilities of the firm’s project team during service co‐production with the customer through four stages of the service lifecycle – namely: planning, provision, operation and enhancement. The paper provides an insight into the role of the customer and customer knowledge throughout this lifecycle by reporting on preliminary findings of a case study of an Iranian service‐based SAP ERP consultancy company which has a noticeable experiences in service co‐production. For example, the finding indicates the role of core IS capabilities to leverage customer knowledge and insights throughout the project lifecycle. The study will also con‐ tribute to practice, specifically where firms are looking to enhance their in‐house core IS capabilities in order to enhance their IS/IT service co‐production activities. Keywords: service co‐production, core IS capability, customer knowledge, IS/IT services, service lifecycle
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Dealing With Knowledge Management to Build a Safer Health Care Ane Linden1, Claudia Bitencourt1, Vilmar Tondolo1, Mário Romão2 and Jorge Gomes2 1 Programa de Pós graduação em Administração –Universidade do Vale dos Sinos UNISINOS, São Leopoldo, Brazil 2 Instituto Superior de Economia e Gestão ‐ISEG, Universidade de Lisboa, Portugal. Abstract: The “To Err is Human:Building a Safer Health System” report published by the Institute of Medicine in 1999, showed that the greatest challenge health care organizations face is to learn and share knowledge about how to provide safe care to patients as well as to improve the quality of health care services. Howev‐ er, the number of adverse events is still growing in the literature and healthcare reports, even with strong efforts to reduce them. Patient harm related to health care is still a clear and present problem, and in some cases, they experience seri‐ ous physical and psychological harm. In addition, these effects could cause eco‐ nomic and social costs to the health care organization. Consequently, it demands the need for effective and creative possibilities for improvement, mainly for the health care managers, as well as for the professional involved in daily care. This research represents the first part of the exploratory data analysis of a doctoral thesis in progress. The data was collected in one of the largest university public hospitals in southern Brazil. In this preliminary phase of the study, the purpose was to identify the learning initiatives and Knowledge Management (KM) strate‐ gies regarding safety practices and adverse events that are taking place, as well as to understand how the health care professionals involved in a direct patient care learn about it. The results allowed us to see that the learning initiatives that are taking place are not considering practice as the generative source of knowledge, neither they are recognizing the collective and situated nature of knowledge. Concerning KM, our preliminary results also showed that most of the increased efforts of the organization mainly took place to prepare for the accreditation pro‐ cess by Joint Commission International. These efforts included traditional classes and online courses about the adverse events. However, most respondents men‐ tioned that they were not really prepared because the ideas from the more expe‐ rienced professionals were not considered in the discussion, neither their knowledge about local practice and routines. Our data also showed that there is a need for a paradigm shift in KM understanding to interpret knowledge as a situat‐ ed, social activity and as a collective practical accomplishment in critical settings, as in health care and its adverse events. It would add a much richer perspective
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and, therefore, could help to offer safer care to patients. Keywords: adverse events in health care, practice‐based learning, knowledge management
Knowledge Management in the Context of Developing Countries: The Case of Chile Gregorio Perez Arrau Universidad de Santiago de Chile Abstract: In recent years, knowledge management has been widely acknowledged in the professional and academic literature as a well‐established area of knowl‐ edge. Despite the initial suspicions of certain groups of experts that knowledge management was just another ‘fad’ (e.g. Wilson, 2002), it has, indeed, become a permanent and important issue in the management arena (Ponzi & Koenig, 2002, Rylander, 2006). However, since its origin, most research on knowledge manage‐ ment has been conducted in the context of developed countries, while the situa‐ tion of developing countries is rarely addressed and hardly known. Underlying the current debate on knowledge management there seems to be an assumption that theories and models can be applied in different contexts and that the economic, social and cultural features of a specific nation have little impact on the applica‐ tion of knowledge management policies and practices. The aim of this paper is to address the little studied issue of knowledge management in the context of de‐ veloping countries by describing the current state of this field in Chile and explor‐ ing how its practice, process, tools, etc., can be shaped by some of the main po‐ litical, economic, social, and cultural features of this country. The article is divided into three sections: First, the importance of knowledge in the current economic environment in Chile and the presence of knowledge workers in organisations is debated, including some possible effects of the commodity‐oriented economy, the precariousness of employment, and social inequalities. Second, the degree of penetration of the knowledge management approach in Chilean society is ex‐ plored by discussing the presence (or absence) of knowledge management in firms, universities, and in the consultant arena. Also, data from a survey (2012) on the perception of knowledge management among engineers and managers is examined. Finally, several characteristic of Chilean culture and society are dis‐ cussed in the light of existing literature in the field, and some possible conse‐ quences for knowledge management practice are described. The paper concludes that although Chile is a developing country, knowledge management should be an important element in the management of organisations. However, the evidence shows that knowledge management is not common among Chilean organisations and also that the meaning of the term remains ambiguous among knowledge workers. In most of the organisations the knowledge dimension is still underesti‐ mated by the owners, and managers tend to focus their attention on the tangible 116
elements. Additionally, the paper concludes that cultural characteristics such as paternalism, lack of trust, and social inequality can be seen as a serious threat to knowledge management initiatives in this country. Keywords: knowledge management, transition economies, developing countries, Chile
Accelerating the Implementation of Knowledge Management Systems in Organizations Daniela Robu1, John Lazar2 and Barbara Brady‐Fryer3 1 Alberta Health Services, Calgary, Canada 2 John B. Lazar and Associates, Inc., Chicago, USA 3 Alberta Health Services, Edmonton, Canada Abstract: How do we measure and value knowledge? What is the business im‐ pact? Answers to these questions are drivers for integrating Knowledge Manage‐ ment Systems (KMS) in organizations. KMS is meant to help employees innovate and improve multiple business functions: collaboration, meeting and project co‐ ordination, easy find and search for existing knowledge sources. Sharing and using knowledge generated within KMS enables the creation and development of a learning and high performing organization. KMS also addresses the development and implementation of a productivity system designed to anticipate future organ‐ ization needs. The KMS implementation requires consideration and planning. This paper discusses two possible approaches and how their integration could help improve and accelerate processes and outcomes within a complex healthcare organization such as Alberta Health Services (AHS). AHS is a publically funded or‐ ganization with 104,000 employees across Alberta that promotes wellness and provides quality health care every day to about 4 million Albertans. AHS builds a culture that “exemplifies seven values: accountability, transparency, safety, learn‐ ing, performance and engagement; uses the Alberta Quality Health Matrix as a guide, shares good ideas developed in one part of the province throughout the province; puts patients, clients and families at the centre of everything we do” (AHS, 2015). If KMS implementation enables better decisions and committed ac‐ tions by health care providers on behalf of patients and communities, while providing efficiency and effectiveness, then this becomes a higher purpose for such an exercise – expanding from organizational to provincial, governmental arenas. Approach 1: A systemic and systematic human performance improvement (HPI) approach can facilitate understanding of what is needed to accelerate KMS implementation. Gaps and root causes that hinder expected results and perfor‐ mance (e.g.,business processes, knowledge flow, decision making) can be identi‐ fied and prioritized; solutions can be selected, designed and delivered to positive‐ 117
ly impact learning, performance and business results. Approach 2: Learn from and follow the example of organizations that have successfully implemented KMS and demonstratedreliable, best practices for improving knowledge flow and offered strategies for effective knowledge creation, storage, maintenance, use/reuse and dissemination(APQC, 2013). Using this approach, critical factors for success and lessons learned would be considered a starting point for the KMS design and im‐ plementation within healthcare context. In this paper, innovative solutions are presented for how the two approaches could be integrated, adopted and adapted to the healthcare environment to address identified challenges in knowledge management. The four pillars of the KMS are mapped to the approaches: Content (clinical and corporate content within the organization is viewed as both a knowledge asset and a record following both the knowledge flow and record management creation and retention policies) People and Processes (people and jobs are realigned as needed to reflect new processes; effective working relation‐ ships are developed and supported; new skills and attitudes are learned and em‐ bodied) Technology (business functions are aligned to technology platforms) Planning for an effective KMS is recognized to be constantly evolving as internal and external stakeholders impact decision making in a changing, complex system such as a healthcare organization. Integration of these two approaches to imple‐ mentation within the healthcare context has the potential to produce a successful outcome in this challenging environment. Keywords: knowledge management system, human performance improvement (Copyright © 2015 Daniela Robu, John B. Lazar and Barbara Brady‐Fryer. (All rights reserved worldwide.)
What do we Know? Building a Knowledge Concept map Philip Sisson and Julie Ryan George Washington University, Washington, USA Abstract: The Oxford Dictionary of Psychology states knowledge is “anything that is known” (Colman 2009: praxis). Forensic news focuses on the core elements of “who, what, when, where, why and how” (Pompper 2005: 816; Wilson & Ibrahim 2011) to explain an event. But what we know is more than just these six. This pa‐ per examines “What are the fundamentals of knowing/knowledge?” A grounded theory approach was used to identify useful concepts. The concepts represent terms on knowledge, its attributes and related terms that were drawn from a list of over a thousand candidate Knowledge Management (KM) terms. Then the con‐ cepts were used to develop a basis for identifying other types of knowing and provide information on how the concepts are related in order to construct a visu‐ alization of knowledge that can be used for KM investigations. Thomas Nagel in 118
1974 used a bat’s knowing what it was like to experience its echo‐locatory senses as an example of consciousness (Van Gulick 2011). Dancers also know‐like in how they move. Accepting Plato’s definition of knowledge as a “justified true belief” (Blackburn 2008: Gettier examples) identifies the need for validity – know‐valid as something one knows and also raises the idea of how one knows it is justified – know‐basis (one perspective of know‐why). Know‐competent is implied by profi‐ ciency. “Knowledge is a highly multidimensional phenomenon and can be studied from many points of view” (Ein‐Dor 2011: 1490). This paper looks at epistemol‐ ogy, psychology, and KM to uncover additional categories of knowing. Ten types of knowns (mentioned above and know‐that) plus subcategories for some of them are named. The presented concept map relates diverse concepts such as mental processes, reasoning, justification, Gardner’s multiple intelligences, Bloom’s Tax‐ onomies, scales and measures of proficiency and certainty as well as other topics. The paper concludes by suggesting using know‐like or know‐like’s attribute famili‐ arity as the term to better describe psychology’s third category of knowledge (ac‐ quaintanceship). Keywords: knowledge, knowledge management, mental model, concept map
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Using Augmented Reality in Manufacturing Firms and its Impacts on Knowledge Transfer Karam Haddad and David Baglee University of Sunderland, Sunderland, UK Abstract: Engineering and manufacturing organisations share best practices in order to develop their operations to achieve competitive advantage. Such sharing requires transferring knowledge between an organisation’s individuals. To ac‐ complish this, many engineering and manufacturing firms rely mainly on infor‐ mation and communications technology (ICT) in managing sharing knowledge and best practices. Augmented Reality (AR) has recently been described as a support‐ ive tool to share detailed and complex data which could be used by manufactur‐ ing organisations. Accordingly, this research project will investigate the potential role of facilitating Knowledge Transfer utilising Augmented Reality. In order to investigate how Augmented Reality impact on knowledge transfer, a detailed knowledge transfer process model is employed. Based on the employed model, knowledge transformation is found as a critical process that represents transform‐ ing information into knowledge as well as converting knowledge into different forms. Hence, an investigation of the potential impacts on tacit/explicit knowledge possible conversions is presented. In order to conduct this investiga‐ tion, this paper uses an Augmented Reality Organisation as a source for its data; it analyses the contents of the engineering‐and‐manufacturing‐related‐talks deliv‐ ered at the Augmented World Expo 2014 conference. The analysis is carried out through testing the presented applications in the presentations against the pre‐ identified characteristics that represent each conversion mode. In this paper, it is found that AR is a promising technology that plays a significant role in several knowledge transformation modes. AR can facilitate the four different types of knowledge transformation i.e. tacit‐tacit, tacit‐explicit, explicit‐tacit and explicit‐ explicit. However, it is also found that all of the applications that can possibly fa‐ cilitate tacit‐tacit knowledge conversion are underdeveloped applications (in‐lab tests). Nevertheless, AR can facilitate knowledge transfer and sharing best prac‐ tices in engineering and manufacturing firms in a way that can support competi‐ tive advantages by increasing efficiency, quality and minimising waste. Keywords: augmented reality, information and communications technology, knowledge transfer, knowledge transformation, show‐how
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Organizational Tacit Knowledge Sharing; The use of Social Media Communication Technologies at Global Technology Vendor Dell to Create, Share and Archive Tacit Knowledge Konstanze Alex‐Brown DEL, Austin, USA Abstract: This presentation combines a multi‐phased, long‐term research study conducted at global IT technology company Dell Inc. on social media use for in‐ ternal organizational knowledge sharing with a real‐life, experience and best prac‐ tices‐based model for other companies to design, execute and sustain social me‐ dia communication programs for optimized knowledge sharing. These programs can lead to increased and more efficient knowledge sharing, more efficient knowledge management (Lesser, Prusak, Cohen, Davenport), faster task comple‐ tion among employees and the ability to innovate more efficiently. Effectively bridging academic research and practitioner experience, the presentation will allow knowledge management researchers as well as social media researchers to build on the multi‐method, applied research approach (survey, content analysis, interviews) developed for this study, and leaders of businesses and other organi‐ zations to design their own programs based on the model provided. Results of the study show that the use of internal social media platforms (Clark, Gurak and An‐ tonijevic, Lin, Okoli & Oh) can lead to increased knowledge sharing via social communication technologies and the formation of organizational social capital (Granovetter, Coleman, Putnam, Nahapiet & Ghoshal, Tsai & Ghoshal), i.e. the benefits resulting from network connections among employees, which the litera‐ ture links directly to a company's ability to innovate, thus to stay competitive in the marketplace. Equipped with the study�s results, prior external social media experience, and subsequent buy‐in from Dell�s leadership, the company was able to expand the internal use of social media to a broader user base and to include HR support and IT tech support via these channels, i.e. ways to share knowledge faster and more efficiently, much to the praise of employees. While launch and understanding of social communication tools in a company are prerequisites for successful organizational knowledge sharing communication programs, they are merely one aspect. The company has to provide a solid social ecosystem for employees, including manager support, tech support, differenti‐ ated training, governance, processes, and drive cultural shifts needed to enable sustainable knowledge sharing success. This presentation, drawing on research and practice at Dell Inc., will outline the value of internal social media for knowl‐ edge sharing, management and preservation as well as the pieces needed to build an environment where social media communication among employees can thrive 127
and it will also touch on the need to keep evolving in order to stay successful. Keywords: knowledge management, social media, social capital, tacit knowledge, communication
A Cascade Approach to Capability Building in the NHS; Sharing Lessons Learnt Andrew Lambe, Joanne Loughlin‐Ridley, Fiona Anthoney and Polly Pascoe NHS Improving Quality, Leeds, UK Abstract: As the single national body for improvement in England, it is vital NHS Improving Quality (IQ) adopts a knowledge‐driven culture to ensure it delivers the valuable, sustainable and cost effective solutions the system needs. Our strategic ambition for NHS IQ is to pave the way and lead by example in becoming a high performing, knowledge‐enabled, learning organisation. Whilst embedding sys‐ tems, processes and technological solutions can support KM, without a highly capable and informed workforce, its impact will inevitably be constrained. Subse‐ quently, capability building is at the heart of NHS IQ s KM strategy. The strategy was developed using a solid base of internal evidence, collated using quantitative and qualitative methods and builds upon an identified KM maturity benchmark. It is constructed around eight priority areas that span intelligence, content man‐ agement, knowledge transfer and learning .In regards to implementation, our approach has been iterative to reflect the changing and, at times, challenging con‐ text within the organisation. NHS IQ staff being geographically dispersed across England was a key factor for example, as well as an ongoing pattern of continuous reorganisation and change fatigue amongst individuals and teams. As part of the mass restructure of the NHS that took effect in April 2013, NHS IQ was newly formed. Bringing together the expertise of five legacy organisations, as well as employing new staff, it can be described as a series of microsystems and varying subcultures. Subsequent restructure took place in April 2014 and a further review is currently ongoing. In the full submission we will outline how this context has shaped and impacted the implementation of the internal KM strategy to build the capability of individuals and teams. From the outset it was recognised that a key to the success of the strategy would be coproduction and partnership working across the organisation. Not only as good practice in general terms, this approach reflects the further challenging position we have faced in implementing the strat‐ egy as our team holds no corporate authority to introduce or indeed mandate any policies, processes or practices. A community of knowledge champions has been developed and adopted with the aim of embedding consistent and systematic application of knowledge processes. A central component of which has been a cascade approach whereby we have focussed on a small number of individuals to 128
raise awareness, understanding and capability in KM, aiming for them to take this learning back into their teams and apply it collaboratively. Our submission will outline the concept and practical steps taken to recruit, engage and continuously improve and adapt this cascade approach. Within the context of ongoing change and reorganisation in particular, this presents a rich learning opportunity. There are valuable lessons to share with those operating within a similarly challenging context both within and outside of healthcare. Impact is currently being evaluated and would be shared within the full submission. Small improvement is anticipated in results with the strategy under review presently as to how a step change can be achieved in coming months. Keywords: Capability, spread, champions, strategy, learning
Cultural Barriers to Knowledge Sharing in the NHS In England, Finding Solutions Joanne Loughlin‐Ridley, Polly Pascoe, Andrew Lambe and Fiona Anthoney NHS Improving Quality, Leeds, UK Abstract: The NHS in England is facing various social, cultural and financial chal‐ lenges. This includes an ageing population, increasing complexity of care, and mounting financial pressures. The knowledge and experience of the workforce and patients is becoming ever more essential to high quality provision of care during times of austerity and increasing demand. It could be assumed that as an organisation which holds transparency and learning as core values, the NHS would be proficient in capturing, sharing and utilising such knowledge. A number of re‐ cent reports demonstrate a gap however, including the Keogh, Cavendish, Ber‐ wick and Francis reviews in 2013, and more recently the Dalton review in 2014. There is growing evidence that the culture of the NHS obstructs openness to fail‐ ure. A number of cultural barriers to effective knowledge management have been observed, fuelled by recurring structural change, increased complexity of the health and social care landscape and increased public expectations. Staff are evi‐ denced to report disengagement, change fatigue and fear of failure. This back‐ drop induces the common behaviours that prevent effective and open knowledge sharing: short termism, secrecy, lack of empowerment and internal competition. A distinct culture clash is ongoing; the compassionate and open aspiration of the organisation is in conflict with the individualist, masculine culture of the society in which it operates. Compassion and care commonly come into conflict with con‐ cerns regarding target hitting and job security. The desire for innovation is at log‐ gerheads with the increasing capacity demands that result from heightened public expectation. Within this context the NHS and other public sector bodies must look 129
to each other and to those in private and voluntary sector organisations who suc‐ cessfully manage knowledge, for guidance and inspiration on how to merge the gap between opposing cultures such as those outlined.This round table discussion will bring together those from the public, private and voluntary sectors, to share learning and build networks regarding culture for knowledge management. Our aim for the session will be to cultivate innovative ideas and recommendations for future developments that have implications across health and social care settings in particular. Keywords: Healthcare, culture, knowledge sharing, barriers
KM Strategy for Capability Building Within A Healthcare Context: Sharing Lessons Learnt Joanne Loughlin‐Ridley, Andrew Lambe, Polly Pascoe and Fiona Anthoney NHS Improving Quality, Leeds, UK Abstract: The health and care system in England faces variation and inequality in care on a number of indicators including quality, safety and outcomes. There are also increasing demands on the system of an ageing population, long‐term condi‐ tions and comorbidities, and increased financial pressures. A number of signifi‐ cant lapses in care have been nationally highlighted in recent years, including the Mid Staffordshire Inquiry and Winterbourne Review, the root causes indicating even further challenges. This includes culture, leadership, continuous improve‐ ment (learning), innovation and transparency. The system is required, ultimately, to do more for less and the NHS finds itself sharing these pressures with the in‐ ternational health care community. At NHS Improving Quality (IQ) we believe that KM is a critical part of the puzzle. As the single national improvement body for the NHS in England, it is vital NHS IQ itself adopts a knowledge‐driven culture to en‐ sure it delivers the valuable, sustainable and cost effective solutions the system requires. Our strategic ambition for NHS IQ is to pave the way and lead by exam‐ ple in becoming a high performing, knowledge‐enabled, learning organisation. Whilst embedding systems, processes and technological solutions can support KM, without a highly capable and engaged workforce, its impact will inevitably be constrained. Subsequently, capability building is at the heart of NHS IQ s KM strategy. As a newly formed organisation in April 2013, the development and on‐ going implementation of an internal strategy within the healthcare context out‐ lined presents a rich learning opportunity. There are valuable lessons to share with those beginning a journey or at an early stage of improvement, as well as those operating within a similarly challenging context. The strategy was devel‐ oped using a solid base of internal evidence, collated using quantitative and quali‐ 130
tative methods, and builds upon an identified KM maturity benchmark. It is con‐ structed around eight priority areas that span intelligence, content management, knowledge transfer and learning. Intelligence to generate and curate from inter‐ nal and external sources Content management efficient storage and retrieval of knowledge assets Knowledge transfer effective dissemination through multiple channels Learning systematic capture, sharing and application From the outset, it was recognised that coproduction and partnership working across the organisa‐ tion would be imperative to the success of the strategy. Not only as good practice in general terms, this approach reflects the challenging position the team has faced in implementing the strategy as it holds no corporate authority to introduce or indeed mandate any policies, processes or practices. The building of appetite and appreciation of KM internally has therefore been essential, as success has depended upon staff and team interest in voluntarily up‐taking recommendations made. To support this, a community of knowledge champions has been adopted for example, to embed consistent and systematic application of knowledge proc‐ esses.Impact is currently being evaluated and would be shared within the full submission. Small improvement is anticipated in results with the strategy under review presently as to how a step change can be achieved in coming months. Keywords: Capability Healthcare Strategy Learning Coproduction
Examining Pre‐Colonial Indigenous Knowledge Management Systems Philosophies for Legally Protecting TMK Mampolokeng Mary‐Elizabeth Monyakane UNISA, South Africa Abstract: Traditional medicinal knowledge (TMK) is knowledge to treat different human and animal ailments by using knowledge systems on biodiversity devel‐ oped over generations by different indigenous societies. Even though there were age‐old philosophies underlying the management of these systems, since 1992 after the Rio‐de‐janeiro United Nations Conference debates, there emerged cur‐ rent philosophies for the legal protection of these knowledge systems. These in‐ ternational concerns rose through Article 8(j) of the Convention on bio Diversity (CBD) compelling its contracting parties to respect, preserve and maintain knowl‐ edge, innovations and practices of indigenous and local communities embodying traditional lifestyles relevant for the conservation and sustainable use of biologi‐ cal diversity. The Convention also encourages the equitable sharing of the bene‐ fits arising from the utilisation of such knowledge, innovations and practices. Coupled with these demands, is the 2001 DOHA International appeal for the pro‐ tection of Traditional Knowledge. These declarations mention amongst others, 131
Paragraph 19, the need to examine the relationship between TRIPS Agreement and CBD, the protection of traditional knowledge and folklore, and other relevant developments raised pursuant to Article 71.1. Even though these proposals were meant for a good cause, their underlying philosophies defied age old efforts to protect the intellectual property in traditional knowledge systems. They influ‐ enced the present intellectual property law negatively. Subsequently they left attempts to protect traditional medicinal knowledge problematic. For example, immaterial property in traditional medicinal knowledge is recognised as neither property nor intellectual property under the South African law leaving it outside the legal protection realms. This article, argues that the anthropological dissection of indigenous knowledge systems exposes underlying philosophies. It is therefore, the hypothesis of this article that if these philosophies are interpreted in legal terms, they can found legal philosophies that work as the basis for principles of law aimed at the protection of the intellectual property in traditional medicinal knowledge. Keywords: knowledge systems on biodiversity,; anthropology, traditional medici‐ nal knowledge, intellectual property law, legal protection, legal philosophy, South Africa
'JPL Tube' Pioneers Searchable Video Capture David Oberhettinger NASA/ Caltech Jet Propulsion Laboratory, USA Abstract: The NASA/Caltech Jet Propulsion Laboratory (JPL) is the lead NASA field centre for the unmanned exploration of the solar system. JPL recognizes the im‐ portance of capturing key knowledge related to the design and operation of spacecraft systems because once such knowledge is lost, there is no other organi‐ zation with expertise in deep space exploration from whom to obtain it. Due per‐ haps to the pervasiveness of e‐mail and presentations, NASA engineers today are less disciplined in preparing formal technical memoranda than their predecessors 20 years ago. Five years after a decision is made, when the spacecraft launch date arrives, no one can answer the question, So why did we set the value of that software alarm to Off for launch? Video offers significant advantages over docu‐ ments in capturing technical decision making and training as it more accurately captures the nuances and emotional content of interpersonal communications. And with high definition cameras available in cellphones, video recording today requires little special equipment or expertise. However, video documentation is not accessible: it is quite impractical to find a key piece of information from within hundreds of hours of video content. Hence, JPL teamed with Microsoft Research and NASA IT Labs to develop JPL Tube, an online tool based loosely on You Tube. 132
For each video uploaded by JPL personnel, JPL Tube automatically generates a scrolling transcript that keeps pace with the frames in the film. Because of this transcript, all JPL Tube videos are full‐text searchable, and the user can go directly to the video snippet that contains the search string. For example, an eight‐hour seminar on Planetary Protection methods was filmed; a search on alcohol wipes will take the user to the video, and to the exact point two hours into the video, where the effectiveness of alcohol wipes in sterilizing spacecraft surfaces was discussed! For the transcription, JPL Tube employs the Microsoft Audio Video In‐ dexing Service (MAVIS), which uses Deep Neural Net technology and Probabilistic Word‐Lattice Indexing to convert digital audio signals into words. JPL is the first user to employ MAVIS in a complete system that allows employees to add videos to the collection. JPL Tube came on line in 2012. JPL personnel have presently uploaded over 2000 videos, and an average of 136 videos per day are viewed by users of the system. NASA has asked JPL to develop a NASA Tube with similar fea‐ tures to the JPL product. JPL missions are high risk endeavours because the space‐ craft are typically one‐of‐a‐kind, high unit value, engineering designs intended for operation in an extremely hostile environment. Lost knowledge presents not only the additional cost of restoring it, but also a higher risk because the legacy knowl‐ edge had been verified through system test and spaceflight. JPL Tube has the ca‐ pability to transform the retention of technical know‐how by capturing key knowledge without the need for a human scribe. This paper will describe the technical specifications and principal features of JPL Tube. EC Keywords: video transcript, NASA, video capture
Reconstructing the Aggregation of Individual Behavior in Organizations: A Qualitative Empirical Study from the Field of Knowledge Management Matthias Georg Will and Julia Mueller Martin‐Luther‐University Halle‐Wittenberg, Halle, Germany Abstract: As in any other management discipline, knowledge management faces the problem that strategies are formulated on the macro level, implemented on the micro level, and measured again on the macro level. Despite this problem, knowledge management research has mainly concentrated separately on the or‐ ganizational macro‐level (e.g., the firm level), the micro‐level (e.g., the individual level), or the links from the macro to the micro level (for example the field of strategy implementation). As the emerging field of micro‐foundations argues, these management disciplines lack an understanding of the micro to macro link within organizations (e.g. the aggregation of individual behavior). This can be a reason why even well‐intended and elaborated management concepts might fail. 133
We present a qualitative empirical study from the field of knowledge manage‐ ment. The study analysis a knowledge management strategy implementation and shows how the micro‐to‐macro link can be reconstructed in different ways: (1) An additive aggregation of the staff s intended behavior and (2) an aggregation of the not‐indented consequences of intentional behavior. In addition, our empirical study highlights that the aggregation of the not‐intended consequences can be differentiated further into the systematic and the unsystematic aggregation of the not‐intended consequences. Our empirical study reveals that understanding the links between the organizational micro and macro level contributes to the organ‐ izational resilience. Knowledge managers and leaders can assess in a more effi‐ cient and effective way the impact of their knowledge management strategy on employees and, thus, the whole organization. Finally, we draw implications for the field of (knowledge) management. Keywords: Micro‐Foundations, Strategy Implementation, Aggregation, Qualitative Empirical Study
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Knowledge Management and Intellectual Capital Excellence Awards 2015
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Knowledge Management and Intellectual Capital Excellence Awards 2015 The application of Knowledge Management (KM) and Intellectual Capital (IC) can lead to considerable improvements in organisational efficiency and effectiveness, not to mention competitive advantage. However, examples of good practice in the employment of KM and/or IC are not easy to find. For this reason we have decided to establish a competition to find the best examples of high quality KM and IC in practice. The following examples of the use of KM and/or IC in the form of case histories are the best contributions submitted from academics, business professionals and students. There were over 70 submissions to the competition which were reviewed by our panel of judges to produce the finalists. The finalists will present their Case Histories at ECKM 2015 in front of the panel of judges as well as conference participants and the winner will be announced at the end of the conference.
Road Map to Growth and Exit: Jumpstarting Growth with IC Mary Adams Smarter‐Companies, USA A software and services company that had grown rapidly for ten years but, in the year prior to the project, had lost momentum and experienced a small decline in annual revenue. This caused concern among the owner/managers. The company initiated this project to create a road map to spark new growth and also to think about how to build the long‐term value of this privately‐held company. The project used an IC assessment as an initial diagnostic of the key drivers of growth and value. The main project steps were: • Workshop with management team to identify the company’s unique IC portfolio • Customization of a standard questionnaire to include these unique IC elements • Interviews of a 360‐degree stakeholder sample that included managers, employees, customers and partners. • Presentation of findings to the team • Collaborative creation of an initiative road map 137
• Design and implementation of key initiatives to effect change • Design of a set of more traditional metrics to monitor progress The project used generic tools for survey data gathering, analysis and presentation. The use of IC language was very limited; rather than talk about human capital, for example, the focus was on employees and managers. The data were compelling enough to prompt a series of clear initiatives that did indeed spark a 27% increase in revenues in a little over a year. The principal challenges involved the design of a metric set to monitor the progress of the initiatives; it was hard to find KPI’s that gave as clear a read as the qualitative assessments. This project became the foundation for a tool that has since been used in a couple dozen other companies. The next step for the methodology is to more fully auto‐ mate the assessment process and move from a model of assessment at a moment in time to a continuous on‐line communication with stakeholders.
Innovative Contribution to Organisational Knowledge Management Strategy: A Team Action Learning Initiative Ghosia Ahmed1, Gillian Ragsdell1, Wendy Olphert1, Mike Colechin2 1 Loughborough University, Loughborough, UK 2 The Energy Technologies Institute, Loughborough, UK The paradoxical requirements of knowledge sharing and information security bring various knowledge management (KM) issues that affect both individuals’ day‐to‐ day work and the overall organisation’s performance. This was the basis of a case study tackled by a team from Loughborough University. The Energy Technologies Institute (ETI) is an organisation that combines knowledge and expertise from partnerships with academia, industry and the UK government, in order to deliver innovative low carbon solutions. Operating within a complex governance struc‐ ture, the organisation works to meet the expectations of various stakeholders, comply with legal parameters of its membership model (to protect its unique knowledge), deliver innovative solutions many of which are of a competitive na‐ ture, and, disseminate this knowledge effectively and on time. Thus, the manage‐ ment of both, ‘knowledge sharing’ and ‘information security’, is an operational challenge for the ETI. The aim of the KM initiative was to (i) understand the cur‐ rent knowledge sharing and information security practices at the ETI and (ii) iden‐ tify ways of improving knowledge sharing within and beyond the organisation. The KM initiative consisted of the development of a innovative and creative Action Learning (AL) approach through which ETI project teams combined their knowl‐ edge and experiences to identify their organisation’s current knowledge sharing 138
and information security practices and collectively devised practical solutions. Thus, through the combined effort of project teams, the ETI was able to learn ef‐ fectively and efficiently as an organisation about its challenges and the subsequent changes required, incorporate these in its KM strategy and initiate relevant changes to improve its KM. In addition to the value and benefits it has brought for the case study organisation, the innovative initiative has made methodological, theoretical and practical contribution to and received excellent feedback from in‐ ternational KM and AL communities.
Improving Knowledge Sharing Practices Through Team Empowerment: A Knowledge Management Initiative: Knowledge Management within Dubai Police Force Ibrahim Ahmad Al Marri Seba Dubai Police Force, Dubai, United Arab Emirates Dubai Police managed to achieve many accomplishments in the field of security, whether at the local or international level, these achievements were the result of the keenness of Dubai Police to provide their staff the best knowledge by provid‐ ing them with all the possibilities that help to build knowledge. Moreover, Dubai Police made sure to prevent concentrated knowledge in such staff without any process for transfer knowledge to other staff, therefore Dubai Police created new program to motivate their staff to participate with the knowledge that they own and harnessed to overcome the security challenges they face, this new program named the knowledge director program. Outline of the program: Is a manage‐ ment program aimed to rehabilitation a number of staff in the field of knowledge management and provide them with a plan unified at the level of the Dubai Police aims, this program aimed to fill the knowledge gaps in the Dubai police depart‐ ments and work to be bridged through six steps, these six steps is to determine the knowledge gap of lost and work to analyze and processed through knowledge possessed by the rest of the staff and then document the new knowledge that has been reached and the dissemination and application of the internal management level or at the level of the Dubai Police.Main Results: •
Transformation knowledge management at the Dubai Police from the culture level into practice level and systematically measurable.
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Accreditation knowledge director program in the Dubai Police by the In‐ stitute of Leadership and Management in the United Kingdom under the name Advance Knowledge Manager
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Dubai Police has now 33 employees qualified to manage knowledge in different departments in the Dubai Police, as a result of the work they have done in the field of knowledge production in their departments.
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Ten specialized training programs were made available towards investing the pre‐defined knowledge and experience, with a total cost of 360 thousand US dollars. Just within the first quarter of 2015
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More than 20 local and foreign entities comprising ministries and agen‐ cies have submitted requests for their employees to join these programs and get trained on knowledge indicator program, hence highlighting their significance.
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In this context, the Dubai Police H.Q. issued a decision to continue the use of such Knowledge indicator program on an annual basis among all departments within the Police and subsequently established an organiza‐ tional unit duly authorized to ensure proper follow‐up is maintained on a regular basis.
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One consequence of such success was the accreditation of the knowledge indicator as the best practical applicable model for post‐ graduate students at one of the government specialty colleges of man‐ agement
Knowledge Repository: Ipea´s Knowledge Repository Fábio Ferreira Batista Institute for Applied Economic Research – Ipea, Brazil The Institute for Applied Economic Research, or Instituto de Pesquisa Econômica Aplicada (Ipea), as it is known in Brazil, is a public foundation linked to the Brazilian Presidency. Its research activities aid the government in planning and implement‐ ing public policies. Ipea´s Knowledge Repository (RCIpea) is a very useful KM initia‐ tive that allows users inside and outside the organization to access the institute’s intellectual capital. The repository is an online portal designed to preserve and manage the institute’s organizational memory. RCIpea contains more than docu‐ ments (a document management system), data (database), or records (a record management system). It also contains valuable knowledge comprised of the com‐ bination of the organization’s tacit and explicit knowledge based on Ipea’s re‐ searchers’ unique experiences in terms of conducting social studies re‐ search.Researchers’ tacit knowledge has been stored in the repository through videos where researchers share their own lessons learned and best practices.The RCIpea allowed the institute to make explicit part of the researchers’ tacit knowl‐ edge. Today, the institute’s tacit and explicit knowledge are organized and stored 140
in a structured way. Moreover, this knowledge can now be disseminated using patterns of international interoperability, allowing internal and external access to Ipea’s knowledgebase.The implementation of RCIpea shows that it is possible to implement a KM framework, a KM method, and a KM practice in an integrated way. The KM Framework for the Brazilian Public Administration designed by Fábio Ferreira Batista is the foundational theory, developed through a literature review covering KM frameworks in the public sector (Batista, 2012). Following this deci‐ sion, a KM Plan was draft based on an implementation method for that purpose. The main focus was the implementation of a repository to eliminate knowledge gaps and to improve organizational performance.
Mass Collaborative Knowledge Processing on the Semantic Web Chaolemen Borjigen Renmin Uinveristy of China We are entering into a new era of mass collaboration and there are significant changes in awareness of knowledge protection, environments of knowledge shar‐ ing, drivers of knowledge processing, and participation of knowledge agents. However, the study of knowledge processing has not been kept up with these new trends. This project conducted an in‐depth study of knowledge processing on the semantic web utilizing OMT (Object Modeling Technology) methodology from a mass collaboration perspective and proposed its object model, functional model and agent interaction model. Theoretical foundations for the study are Semantic Web, Web2.0, Hall for Workshop of Meta‐synthetic Engineering and Knowledge Ecology. Furthermore, the implementation framework and operational mecha‐ nism are described in order to meet the new challenges and to guide the applica‐ tion of the models. This study will be of great significance for promoting knowl‐ edge sharing, building open knowledge ecosystem, and resolving conflicts be‐ tween size and formalization of data in the semantic knowledge base.
My Knowledge: The academic side of corporate knowledge management: The case of My Knowledge Evangelia Siachou, Hellenic American University, USA This report refers to the development of My Knowledge initiative, i.e, a Knowledge Management (KM) system that was developed and established in a Higher Educa‐ tion Institution (HEI), Hellenic American University (HAUniv). The nature of the initiative, its main aim and objectives as well as the necessary infrastructure are comprehensively described and discussed in the first two sections. Additionally, 141
issues reflected include: the challenges encountered, the perceptions of the end users towards the development and implementation of the KM system and its effi‐ ciency and effectiveness. Plans for further and future development are presented in the sixth and last section. Keywords: Higher education institutions (hei), knowledge management, knowl‐ edge sharing, knowledge processors
Lessons learnt from nearly two hundred cases of KM journeys by Hong Kong and Asian enterprises Eric Tsui The Hong Kong Polytechnic University, Hong Kong The Knowledge Management and Innovation Research Centre (KMIRC) has firmly established itself as one of the principal KM and Intellectual Capital (IC) consul‐ tancy and training service provider in Hong Kong and in Asia. Responding to an insatiable demand over the last decade for KM training and consultancy services, KMIRC has played a pivotal role in many KM projects (which many has evolved into a fully‐fledged program) in the private sector, non‐profit social services or‐ ganizations and government departments. Through expert advisory and in many cases direct involvement, KMIRC has helped numerous organizations/companies to launch various KM projects, many of which have also taken on our students and graduates as interns. Over the years, close to 200 company‐based senior un‐ dergraduate, research and consultancy projects have been solicited. These pro‐ jects range from KM readiness assessments, Knowledge Audit, Strategy Formula‐ tion, Taxonomy design and maintenance, cultural assessment and organisational change, knowledge retention from near‐retirees, requirements elicitation and selection of collaboration tools including portals, search engine assessments, con‐ figuration and continuous improvements, IC reporting and many more. Through implementing solutions recommended by the KMIRC, the involved organisations have harnessed and benefited from sharing of good practices, minimized rein‐ venting the wheel, cultivated new forms of collaborations, enhanced enterprise‐ wide awareness of information and knowledge, expedited the timely and pro‐ active delivery of relevant information to staff, and realised process and produc‐ tivity enhancements. Equally exciting, if not more, are the challenges encoun‐ tered. Many of them are common difficulties that have been reported by western organisations adopting KM but some (e.g. power‐distance culture, groupthink, bias on reliance on people/process over technology etc.) tend to more specific challenges rooted in the Asian culture. Learning has no boundaries. Long adopting the principle of treating the real world as an “Open KM Laboratory”, the learnings 142
from the consultancy and research projects in the Center often become highly regarded teaching material and industry case studies which are used throughout the Master of Science in Knowledge Management programme. Doing so substan‐ tially enhance the sharing of practice knowledge gained from the trenches
Participatory Planning, Monitoring & Evaluation Course: Critical Reflection about Knowledge Manage‐ ment in a Participatory Planning, Monitoring & Evalua‐ tion Course Alberto Un Jan Universidad Norbert Wiener, Peru This brief case history reports an initiative to manage knowledge in a Participatory Planning, Monitoring & Evaluation (PPM&E) course given at Wageningen Univer‐ sity Research Centre (WURC), from the experience of the authors when they at‐ tended the course. The history shows how knowledge is managed to identify the meaning, contents and application of PPM&E, based on two versions of the PPM&E course given in 2012 and 2013 at WURC. Experiences from applying the knowledge acquired in the 2012 course, after it was ended, are presented by par‐ ticipants who worked on PPM&E projects. The participants confirm a useful appli‐ cation of the PPM&E tools. Participants at the 2012 course report applications of the course to their jobs, and mention the different tools they apply. Next, experi‐ ences during the 2013 course are presented. Emphasis is given on the use of PPM&E tools during the course; assistants are reporting initial applications. The results shown explain the benefits of attending the course, for its later application. A survey has been run by the authors to both groups, to measure the usefulness of the tools explained during the course.With this annual course, WURC promotes the combination of information with experience, context, interpretation and re‐ flection; the information about experience in PPM&E has a high value for partici‐ pants and is prepared to be applied in decision making and in back home action plans prepared by the participants. In this sense, WURC contributes to knowledge management.Knowledge in PPM&E has been managed in multinational, multidis‐ ciplinary teams at WURC, and the experience is repeated every year in a three week course. Participants come from all over the world, provided that they work in PPM&E projects. Knowledge has been discovered from the experiences, examples and applications described by the participants. Keywords: Participatory planning, monitoring and evaluation (PPM&E); managing for impact (M4I) 143
The Germany ICS initiative: Experiences from more than 10 years of ICS – made in Germany Sven Wuscher Fraunhoker Institute, Germany Since the acknowledgement of Intellectual Capital (IC) as a major driver of organ‐ izational competitiveness and innovativeness, numerous scientific models and practical approaches have been developed. In this context, an international re‐ search team under the leadership of Fraunhofer IPK carried out the German pilot project “Wissensbilanz – Made in Germany” (FMET, 2004) as well as the European pilot‐project “Intellectual Capital Statements – Made in Europe” (European Com‐ mission, 2008). The pilot projects led to results like the ICS toolbox software and a guideline for implementing ICS in organizations. In addition, the initiative estab‐ lished more than 400 trained ICS moderators who are now supporting companies in analyzing and managing their IC on a high quality level. As the project results were public and the awareness of companies was growing due to transfer activi‐ ties, one of the main challenges was the quality assurance of ICS implementation. For this reason, the Fraunhofer Academy established an ICS training program for ICS moderators and an ICS audit system for implemented ICS in companies. Addi‐ tional challenges of the initiative were the definition of interfaces to other man‐ agement concepts like strategy development, quality management, knowledge management and external communication. Against this background, different guidelines and support material for a practical integration of IC management into existing management concepts were developed. All together the initiative reached more than 1.0000 companies, who implemented ICS according to the developed methodology all over Europe. In Germany, most of the moderators are organized in a national IC Center which organizes public ICS roadshows, fosters research ac‐ tivities and promotes the transfer of the methodology into teaching programs of universities and to other countries with the aim of developing national IC infra‐ structures. Promising experiences in establishing national IC structures based on the German framework had been already made in Malaysia, Brazil, Poland, Lithua‐ nia, Spain and France.
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The importance of paper citations and Google Scholar As an academic researcher you will know the importance of having access to the work of other researchers in your field as well as making your own work availa‐ ble to others. In the area of academic publishing this is achieved through cita‐ tion indexing. There are a number of bodies that undertake this task includ‐ ing Thompson ISI, Elsevier Scopus and Google Scholar – to name just a few. At ACPI we do all we can to ensure that the conference proceedings and the journals that we publish are made available to the major citation bodies and you can see a list relevant to this conference on the home page of the con‐ ference website. However, it is also important for you, the author, to make sure that you have made your work available for citation – particularly with organizations such as Google Scholar. We are providing you here with the simple steps you need to take to do this and we would ask you to take the time to upload your paper as soon as you can. Step one: Extract your paper from the full proceedings that you have download‐ ed from the Dropbox link provided to you. Step two: Upload your paper to your own website, e.g., www.university.edu/~professor/jpdr2009.pdf ; and add a link to it on your publications page, such as www.university.edu/~professor/publications.html. Make sure that the full text of your paper is in a PDF file that ends with ".pdf", The Google Scholar search robots should normally find your paper and in‐ clude it in Google Scholar within several weeks. If this doesn't work, you could check if your local institutional repository is already configured for indexing in Google Scholar, and upload your papers there. More information is available from http://scholar.google.com.au/intl/en/scholar/inclusion.html
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We will separately upload the proceedings to Google Books which is also searched – but evidence has shown that individual upload results in quicker in‐ dexing by Google Scholar. Your own institution may also subscribe to an in‐ stitutional repository such as http://digitalcommons.bepress.com/ or http://dspace.org/ Providing the original reference of your paper is included you have our permission as publishers to have your paper uploaded to these repositories.
Sue Nugus ACPIL
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Research Jotter Research ideas can happen at any time – catch them in writing when they first occur
Belfast, Northern Ireland
17th European Conference on Knowledge Management Ulster University Belfast, Northern Ireland 1 2 September 2016 1-2 For further information contact
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