Search results

The purpose of this paper is to bridge the gap by addressing the substructures of perceived knowledge quality (PKQ) drawn upon the theory of sensemaking. It also examines interactions of the substructures which, in turn, have differing impacts on innovativeness. Additionally, this study illustrates which PKQ substructure is most affected by knowledge sharing. PKQ has become imperative, not an option, for innovativeness in the environment characterized by knowledge overload. However, there is little research on PKQ due to its abundant, variable nature.

The survey methodology was used to collect data. A total of 368 individuals in the USA participated in the study. The partial least squares analysis for structural equation modeling was used to test the research model.

Perceived intrinsic knowledge quality is most affected by knowledge sharing, while knowledge sharing is a critical determinant of three PKQ substructures (i.e. perceived intrinsic, contextual and actionable knowledge quality). Perceived intrinsic knowledge quality, however, is inadequate by itself and should be transformed into perceived contextual, actionable knowledge quality to produce innovativeness.

This study addresses the shortfall of understanding the dynamics of PKQ’s substructures and unfolds theoretical links to knowledge sharing and innovativeness.

This study offers valuable insights to managers who face ongoing challenges in sharing knowledge and improving knowledge quality, thereby leading their quality of knowledge into innovativeness.

Despite growing recognition, few empirical studies on PKQ are present in the literature. This study contributes to understanding a holistic view of PKQ and its substructures with unique relationships by knowledge sharing and innovativeness.

The purpose of this paper is to provide a conceptual model for the transformation of big data sets into actionable knowledge. The model introduces a framework for converting data to actionable knowledge and mitigating potential risk to the organization. A case utilizing a dashboard provides a practical application for analysis of big data.

The model can be used both by scholars and practitioners in business process management. This paper builds and extends theories in the discipline, specifically related to taking action using big data analytics with tools such as dashboards.

The authors’ model made use of industry experience and network resources to gain valuable insights into effective business process management related to big data analytics. Cases have been provided to highlight the use of dashboards as a visual tool within the conceptual framework.

The literature review cites articles that have used big data analytics in practice. The transitions required to reach the actionable knowledge state and dashboard visualization tools can all be deployed by practitioners. A specific case example from ESP International is provided to illustrate the applicability of the model.

Information assurance, security, and the risk of large-scale data breaches are a contemporary problem in society today. These topics have been considered and addressed within the model framework.

The paper presents a unique and novel approach for parsing data into actionable knowledge items, identification of viruses, an application of visual dashboards for identification of problems, and a formal discussion of risk inherent with big data.

The purpose of this paper is to propose a model of competitiveness for small and medium-sized enterprises (SMEs) by investigating the structural relationship between organizational structure, knowledge quality (KQ) dimensions, improvisational creativity, compositional creativity and innovation in an emerging market – Malaysia – grounding in sense-making and organizational improvisational theories.

A total of 358 valid questionnaires administered among SMEs’ top management were used in examining the measurement model and structural relationship between latent constructs using partial least squares (PLS) path-modelling approach.

The findings indicate that a flat organizational structure influences business entities’ sense-making activities in the way they realize the intrinsic value of knowledge (intrinsic KQ) and take action to apply the organizational knowledge (actionable KQ). These sense-making activities are also conducive to SMEs’ improvisational creativity, compositional creativity and innovative capabilities. All KQ dimensions are positively interrelated, thus supporting sense-making theory.

A sustainable competitive advantage for SMEs requires a setting that is based on a lean, decentralized and cooperative organizational structure that shapes organizational KQ. As a contribution to the literature, accessibility KQ is introduced as a KQ dimension. Even though previous research was unclear on the reflectiveness/formativeness of KQ, by applying confirmatory tetrad analysis-PLS, this study empirically supports that KQ is a formative construct.

Research and experience show that evidence-based practice (EBP), i.e. using the best available knowledge in daily professional work, is difficult to achieve in social services. The purpose of this study is to understand the development of organizational EBP learning processes in daily work through workplace education for staff and managers of supported homes for people with cognitive disabilities. The authors examine how the EBP model and new knowledge are understood and made actionable in the workplace, applying theories of organizational learning.

The authors used empirical material collected from an EBP workplace education pilot in Sweden, as well as documents on national EBP implementation in Swedish social services. Before the pilot, a focus group interview was conducted with regional senior managers. Participating managers and staff were individually interviewed two to three years after the pilot.

The study illustrates how knowledge-based action emerged from education where EBP was interpreted, understood, reflected on, and tested, supported by codified EBP tools in the work context. The participants, when supervised, and when observing and questioning their own behaviors in practice, contributed to double-loop learning (DLL) processes. Codification of EBP knowledge into useful tools and socialization processes during education and workplace meetings was crucial in developing individual and group DLL and knowledge-based actions.

The bottom-up approach to EBP development and the adaptive contextual learning at the workplace gave new insights into organizational learning in social service workplaces.

The purpose of this paper is to address the gap between management research and management practice by suggesting that, in addition to rigor and relevance, management knowledge should be actionable to be of practical value. To this end, an index for evaluating actionability is proposed and empirically tested.

Based on reflective and formative conceptualizations of actionability and a critical review of both evidence-based management (EBMgt) and evidence-based medicine literature, the authors developed 40 items that would best represent attributes of actionable research. The authors asked 187 management scholars, members of the editorial boards of influential management journals, and practicing managers to rank the extent to which each item was important to their perceptions of research to be actionable in practice. The authors treated actionability as a two-level construct consisting of first-order reflective factors and second-order formative ones.

Using principal component analysis with varimax rotation six factors were extracted, explaining 68 percent of variance in actionability: operationality, which also included items from causality; contextuality; comprehensiveness; persuasiveness, which split into two dimensions of rigor and unbiasedness; and lastly comprehensibility. Using partial least squares analysis, the authors demonstrated that these six factors formatively contribute to an overall index of actionability of management research.

The index offers an empirical measure to advance research on EBMgt by facilitating theory testing in different management contexts.

The developed index promotes EBMgt by providing producers, disseminators, and users of management knowledge with a metric to appraise actionability of management knowledge.

This index is the first theory-based and empirically tested tool for effectively evaluating the practical value of management research.

Within the developing exploration of the role of the scholar-practitioner, the situation in which scholar-practitioners engage in the scholarship of practice in their own organizational systems has not received much attention. This chapter adopts the position that scholar-practitioners are not merely practitioners who do research but rather that they integrate scholarship in their practice and generate actionable knowledge, that is, knowledge that is robust for scholars and actionable for practitioners. This chapter explores the phenomenon of scholar-practitioners engaging in the scholarship of practice in their own organizational systems as inside change agents. It discusses how scholar-practitioners engage in inquiry-in-action in first-, second-, and third-person modes of inquiry and practice in the present tense and provides a methodology and methods for such engagement that it be rigorous, reflective, and relevant.

The purpose of this study is to address the nature of knowledge quality, describe its dimensions, and create valid and reliable instruments to measure it. Knowledge quality is proposed as a second‐order factor model which includes three dimensions: intrinsic knowledge quality, contextual knowledge quality, and actionable knowledge quality. This study also aims to examine important antecedents to and an outcome of knowledge quality.

Data collected from 208 project teams were used to test measures of knowledge quality and to examine a proposed research framework by using LISREL for structural equation modeling.

Results support the claim that knowledge quality has three dimensions. The results also show that functional diversity, absorptive capacity, and knowledge networks are critical antecedents that positively impact knowledge quality, which in turn has an influence on innovation.

The research framework enables academicians and practitioners to have important insights regarding the determinants of knowledge quality and its positive impact on innovation.

The valid and reliable instruments of knowledge quality provide a tool to analyze the strengths and weaknesses of intrinsic, contextual, and actionable knowledge quality. This study illustrates how firms can improve knowledge quality by integrating interdisciplinary knowledge.

This study identifies dimensions of knowledge quality and its antecedents and consequences.

Despite the ever‐burgeoning literature and growth of conceptual models and tools, hard‐pressed managers seem to find it difficult to appreciate the special significance that knowledge management (KM) has for redefining their managerial work. In two complementary articles, this problem is investigated and ideas developed to help turn existing information about KM into “usable ideas”. In this first article, the importance of helping managers to relate knowledge management to what is organisationally important (currency), to what furthers an individual’s goals and interests (personal relevance), and to what is practical within an individual’s current capacity (actionable), is explained. Currency is explored using a managerial knowledge portfolio that identifies the knowledge to be managed in the critical areas of managerial focus, strategy, operational processes and change management. Actionability is explored using an organisational knowledge management activity matrix that describes KM activities in terms which are meaningful and provides a basis for a KM audit.

Social and environmental standards-development organizations (SDOs) have been collaborating together to construct “meta-standards.” These exercises in standards-setting are part of a longer term process of transitioning innovative approaches to sustainable agriculture from diverse niches such as organic, fair trade, and environmental conservation into a regime of certified sustainability. Using participant observation during the development of an Assurance Code, we examine how actors construct the tools that enable them to influence the broader transition to sustainability. We do this by focusing on intermediation activities by “experts” during the development of a “meta-standard” for assurance. The purpose of this chapter is twofold. First, we propose that in order to understand transitions in progress, we should be attentive to how these processes are accompanied by intermediation activities. Second, we argue that intermediate objects (or boundary objects) are important in these processes as they help actors to create actionable knowledge. These intermediation activities and the production of actionable knowledge contribute to the ability of actors to govern markets in the transition toward sustainable agriculture.

This paper aims to develop a scale to measure knowledge management holistically at team level and to provide an empirical integration to a fractured body of literature on knowledge management.

Ten concepts commonly studied under the umbrella term “knowledge management” were reviewed. On the basis of literature review, a semi-structured interview was conducted with 24 information technology (IT) professionals. A scale was developed based on the literature review and the interviews. The scale was tested in two phases, on samples of 91 and 699 IT professionals. Team knowledge management was analysed on 512 respondents, belonging to 34 teams.

Findings suggest that the newly developed scale is a reliable and valid measure of knowledge management. Exploratory factor analysis of the 27-item scale suggests that knowledge management should be measured along four dimensions: knowledge creation, sharing, retention and actionable knowledge support.

Organizations expect their teams to make the best use of knowledge resources. This scale would help organizations diagnose knowledge management practices in teams and develop interventions according to the needs of each team. The scale and four-factor model will provide a framework and a tool to investigate relationship of knowledge management with other variables.

The attempts to integrate literature on knowledge management have largely been theoretical, and there has been little empirical work to provide an integrative framework for knowledge management concepts. This paper presents an empirical basis for the integration of knowledge management concepts. The paper also presents development of a scale which measures knowledge management practices in teams.