Search results

Despite the advantages of the case study method, its reliability and validity remain in doubt. Tests to establish the validity and reliability of qualitative data are important to determine the stability and quality of the data obtained. However, there is no single, coherent set of validity and reliability tests for each research phase in case study research available in the literature. This article presents an argument for the case study method in marketing research, examining various criteria for judging the quality of the method and highlighting various techniques, which can be addressed to achieve objectivity, and rigorous and relevant information for planning to marketing actions. The purpose of this article is to invite further research by discussing the use of various scientific techniques for establishing the validity and reliability in case study research. The article provides guidelines for achieving high validity and reliability for each phase in case study research.

Focuses on how national travel and tourism authorities can market a country as a tourist destination, with particular reference to the marketing of Australia and New Zealand to target markets in Germany and the United Kingdom. These two nations in Europe are by far the most important tourist generating countries for Australia and New Zealand and there has been a recent substantial increase in the value of international travel and tourism revenues and promising future prospects. However, there is little research emphasising specific marketing and distribution strategies that may be applied by travel and tourism organisations, airlines and intermediaries to market a tourist destination successfully in overseas markets. This research collected data using in‐depth interviews with 41 experienced practitioners in Germany, the UK, Australia and New Zealand, and analysed the data with a rigorous case study methodology. The results of this research assist in clarifying the conceptual issues provided in the literature, linking theoretical marketing knowledge about strategies in the discipline of international travel and tourism marketing.

This study aims to understand how open innovation (OI) environments can help organizations in implementing knowledge sharing (KS) practices defusing KS barriers.

An in-depth case study analysis on the strategic technology and innovation management (STIM) consortium at the Institute of Manufacturing of the University of Cambridge was performed during the 2019 and 2020 STIM program editions. To analyze data, this paper used the interpretive structural model on a sample of 20 managers participating in the STIM consortium, and this paper carried out an exploratory in-depth case study analysis to validate the results.

The findings shed light on the role of OI environments in defusing KS barriers in the process of inter-organizational KS.

Notwithstanding the importance of KS practices among organizations, only a few studies have recognized and investigated the role played by OI arrangements in enhancing KS practices.

This paper seeks to offer a comprehensive list of actions that help managers to prevail over numerous internal knowledge transfer barriers, an area that has received little attention thus far.

Arguments draw upon theory in knowledge management and related fields and in‐depth interviews with over 60 senior and middle managers in 20 Australian‐based multinational corporations (MNCs).

The approach established two main thrusts. First, the literature review has identified a wide range of knowledge transfer barriers that managers need to consider. However, there also is some confusion as to how to prevail over them. Second, based on the literature and fieldwork the paper highlights an extensive list of initiatives managers can employ to overcome numerous internal transfer barriers.

The number of respondents was sufficiently large to provide analytical generalisation. Whilst the paper provides a general guideline on how to overcome diverse barriers, there still is no conclusive empirical evidence based on a large‐scale comparative study giving indication about the effectiveness of diverse managerial actions to enhance knowledge transfers in the internal and external supply chain.

Senior and middle managers may utilise the provided list as an action identification tool when challenged to overcome diverse knowledge transfer barriers.

This paper highlights a large number of possible actions to overcome barriers to internal knowledge transfer. In particular, the action list serves as a starter or reassurance kit for managerial decision making when facing various barriers upon introducing, maintaining, or seeking to improve internal knowledge transfer practices. The aim, however, was no cookbook approach suggesting that a set of particular managerial actions will suit all firms, that is, specific actions are likely to show diverse levels of success and effectiveness.

Knowledge sharing is the corner‐stone of many organisations’ knowledge‐management (KM) strategy. Despite the growing significance of knowledge sharing's practices for organisations’ competitiveness and market performance, several barriers make it difficult for KM to achieve the goals and deliver a positive return on investment. This paper provides a detailed review of current KM and related literatures on a large number of possible knowledge‐sharing barriers with the purpose of offering a more comprehensive and structured starting‐point for senior managers when auditing their organisation's current knowledge base and knowledge‐sharing requirements.

This article reviews and discusses over three dozen potential knowledge‐sharing barriers, categorising them into three main domains of recently published works: individual/personal, organisational, and technological barriers.

The extensive list of knowledge sharing barriers provides a helpful starting point and guideline for senior managers auditing their existing practices with a view to identifying any bottle‐necks and improving on the overall effectiveness of knowledge‐sharing activities.

Managers need to realise, however, that a particular knowledge sharing strategy or specific managerial actions will not suit all companies and that there are differences to be expected between MNCs and SMEs, private, public sector, and not‐for‐profit organisations. As such, the implementation of knowledge‐sharing goals and strategies into an organisation's strategic planning and thinking will vary greatly.

The main discussion of this paper brings together a large range of knowledge‐ sharing barriers in an attempt to indicate the complexity of knowledge sharing as a value‐creating organisational activity.

Building on the social network view and new product development perspective, the purpose of this paper is to examine how knowledge is transferred between identical, yet geographically distant units within a multinational corporation.

An embedded case study of Bayerische Motoren Werke (BMW) examining core drivers that impact on inter‐unit knowledge transfers between six events and exhibitions (E&E) units located in Europe, Asia, and Australasia.

The data highlight that effective knowledge transfer between E&E units depends on a combination of key drivers, such as social network ties, absorptive capacity, learning adaptiveness, and communication channels. The findings suggest that the search for and transfer of knowledge depends foremost on the applicability of context‐specific knowledge rather than its complexity.

The focus is on one specific manufacturing sector and specific drivers to knowledge transfer in this sector, limiting the generalisation of the findings. Also, the findings were drawn from a limited sample of in‐depth practitioner interviews and did not integrate any outcome measures to successful knowledge transfer in their approach.

The paper offers guidelines for firms and specifically E&E managers to observe the specificity of knowledge and how this affects its limited applicability for other identical units.

Managers foremost need is to examine the unique context under which knowledge is acquired; only then are they in a position to decide how much knowledge transfer via different network and communication channels is needed between geographically dispersed E&E units.

In 2017, the Journal of Knowledge Management (JKM) celebrates its 20th anniversary. This study aims to show an updated analysis of their publications to provide a general overview of the journal, focusing on a bibliometric analysis of its publications between 1997 and 2016.

The methodology involves two procedures: a performance analysis and a science mapping analysis of JKM. The performance analysis uses a series of bibliometric indicators such as h-index, productivity and citations. This analysis considers different dimensions, including papers, authors, universities and countries. VOSviewer software is used to carry out the mapping of science of JKM, which, based on the concurrence of key words and co-citation points of view, seeks to graphically analyze the structure of the references of this journal.

There is a positive evolution in the number of publications (although with certain oscillations), which shows a growing interest in publishing in JKM. The USA and the UK lead the publications in this journal, although at a regional level, Europe is the most productive. The low participation of emerging economies in JKM is also observed.

The paper will identify the leading trends in the journal in terms of papers, authors, institutions, countries, journals and keywords. This study is useful for obtaining a quick snapshot of what is happening in the journal.

From the historical record of JKM publications, this study presents an exclusive bibliometric analysis of its publications until 2016 and identifies its main trends.

How knowledge management theories and frameworks are applied in the public sector is not well understood due to little evidence being published in the literature. This paper aims to identify core issues and challenges that governments face in delivering effective public policy, particularly challenges presented by increasing community expectations, and to highlight the importance of developing public policy via knowledge‐based partnerships with its stakeholders.

Arguments draw on relevant theory in knowledge management and related fields as well as from public sector experiences.

The main discussion examines some issues, challenges and opportunities in public policy developments and proposes some practical models to assist governments develop and capitalize on more effective knowledge‐based stakeholder partnerships.

This paper suggests that some existing process frameworks can provide a good starting‐point to capturing knowledge about stakeholders, highlighting how stakeholders interact with policy development processes. The reviewed literature and ideas proposed herein classify stakeholders from a number of different perspectives and attempt to provide some practical assistance to governments in developing more effective and strategically guided stakeholder policy partnerships, including more effective use of resources and improved knowledge transfer. Such frameworks need to be viewed as being dynamic and stakeholder classifications need to be monitored continually.

This paper highlights the need for more effective government and stakeholder partnerships to develop better public policy, including providing governments with cost‐effective avenues to knowledge and expertise, and facilitating greater public accountability. Several processes are suggeted that can facilitate more transparent and effective two‐way knowledge transfers between public organizations and stakeholders, which are fundamental for establishing successful partnerships.

This paper aims to review and critique the public sector knowledge management (KM) literature, offers an overview of the state of public sector KM research and outlines a future research agenda.

Articles published in KM journals are analyzed using a structured literature review methodology. The paper analyzes 180 papers published within ten journals specializing in the field of KM.

Public sector KM is a research area of growing importance. Findings show that few authors specialize in the field and there are several obstacles to developing a cohesive body of literature. Low levels of international cooperation among authors and international comparisons mean that the literature is fragmented. Some research topics and some geographical areas within the public sector theme are over-analyzed, while others are under-investigated. Additionally, academic researchers should re-think their methodological approach if they wish to make significant contributions to the literature and work toward developing research which impacts practice in conjunction with practitioners.

The paper presents a comprehensive structured literature review of the articles published in KM journals. The paper’s findings can offer insights into future research needs.

To establish and sustain their KM programs organisations need to establish mechanisms to ensure their governance. KM programs require business integration, senior management involvement and decision making authority. The present research aims to investigate the KM governance mechanisms organisations use to guide and control their KM programs. The research seeks to contribute to a better understanding of the governance of KM and to support organisations in the development of their KM programs.

The study employs multiple case research methodology to analyse the KM governance arrangements of 12 international organisations and identify patterns in their governance configurations.

The analysis identifies a range of structural, process and relational mechanisms that are critical for governing an organisational KM program. Different patterns among the KM governance mechanisms are identified which lead to the development of generic KM governance typologies.

The development of the KM governance framework allows future research to systematically investigate the KM governance phenomenon. As the present study is based on a configurational analysis, future research should particularly target the performance implications of different KM governance configurations.

The research provides insights into the diversity of KM governance mechanisms and their impact on a KM program. The KM governance framework can assist managers in reviewing their present and prospective KM programs and thereby support benchmarking or re‐organisation efforts.

Building on prior research that has focused on individual KM governance aspects, the present study adopts a comprehensive perspective integrating structural, process and relational governance mechanisms.