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Article
Publication date: 7 January 2021

Knowledge sharing, knowledge transfer and SMEs: evolution, antecedents, outcomes and directions

Amitabh Anand, Birgit Muskat, Andrew Creed, Ambika Zutshi and Anikó Csepregi

The purpose of this paper is to systematically synthesize the extant literature of knowledge sharing (KS) and knowledge transfer (KT) in the small and medium enterprise…

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Abstract

Purpose

The purpose of this paper is to systematically synthesize the extant literature of knowledge sharing (KS) and knowledge transfer (KT) in the small and medium enterprise (SME) context and to contribute with predictions of emerging themes.

Design/methodology/approach

Applied is a systematic literature review using three bibliometric techniques: (1) textual analysis for keywords and abstracts to identify the research hotspots, (2) co-citation analysis of references to identify the evolution of KS and KT in SME and (3) bibliographic coupling analysis of documents to synthesize antecedents and outcomes.

Findings

A conceptual map emerges from the review to reveal the antecedents of KS and KT at the individual, group and organizational levels. The analysis shows the strategic importance of KS and KT for the SME context. Specific findings include: (1) KS and KT are involved in enhancing SMEs strategic focus for human resources, including organizational learning, customer relations, creativity, higher profit and positive effects on operational processes and decision-making. (2) Innovation, trust and performance are identified as central human factors linked to KS and KT in SMEs. (3) Human resource (HR) management research could contribute to KS and KT in the SME domain by exploring KS- and KT-based practices, linking the emergence of innovation and innovative behaviors to these practices, leading to a better understanding of strategies that enable the long-term storage and retrieval of tacit and explicit knowledge as organizational memory in the SME context.

Originality/value

This paper is one of the first to systematically review KS and KT in SMEs and propose a concept map. The research adds value to the growing literature of KS and KT and exposes the need for more specific activities to support SME managers, as well as HR managers, who need to facilitate KS and KT in SMEs.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/PR-05-2020-0372
ISSN: 0048-3486

Keywords

  • Knowledge sharing
  • Knowledge transfer
  • Knowledge management
  • SMEs
  • Bibliometric analysis
  • Systematic literature review
  • VOSviewer

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Article
Publication date: 8 August 2016

Reflections of environmental management implementation in furniture

Ambika Zutshi, Andrew Creed, Mary Holmes and Jade Brain

The purpose of this paper is to present an overview of environmental management initiatives in the furniture retail area. The specific aim is to present reflections of…

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Abstract

Purpose

The purpose of this paper is to present an overview of environmental management initiatives in the furniture retail area. The specific aim is to present reflections of participants implementing environmental initiatives in an Australian furniture retailer, Living Edge, in alignment with a secondary snapshot of environmental initiatives from other furniture retailers.

Design/methodology/approach

Primary reflections from the retailer’s manager and external consultant, both involved in the implementation of environmental initiatives, are enriched with secondary review of environmental management system trends and examples from regions active in the designer furniture sector, including Europe, Southeast Asia and North America.

Findings

An integrated view has been distilled around environmental impact in the furniture supply chain and consumer pressure to minimise the impact. Stakeholders require furniture retailers to improve efficiency and profitability amid the countervailing market demand for environmental sustainability. Retailers may seek competitive advantage through effectively applied and communicated environmental management. The voluntary adoption of systems, international standards and innovative practices that conserve natural resources are amongst the key to success. A live case example of Australian experience is added to the knowledge base for the global retail furniture industry.

Research limitations/implications

One Australian retailer is exemplified to highlight the lived experiences of implementing environmental initiatives. The secondary global review presents a cross-section rather than an in-depth analysis of furniture sector retailers.

Originality/value

There are limited Australian perspectives of designer furniture and its intersection with environmental issues, thus, the paper addresses this gap in the literature and adds to informed practice in a global industry.

Details

International Journal of Retail & Distribution Management, vol. 44 no. 8
Type: Research Article
DOI: https://doi.org/10.1108/IJRDM-10-2015-0154
ISSN: 0959-0552

Keywords

  • Retail
  • Sustainability
  • Environmental management
  • Furniture
  • Case

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Article
Publication date: 22 August 2008

Power and passion: remoulded teamwork in a plastics factory

Andrew Shawn Creed, Ambika Zutshi and Donald James Swanson

The purpose of this paper is to document the progress made in a specified period and the experience of managers and staff in sustaining the high performance team approach…

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Abstract

Purpose

The purpose of this paper is to document the progress made in a specified period and the experience of managers and staff in sustaining the high performance team approach in a plastics factory.

Design/methodology/approach

Single‐case analysis was conducted on data collected through semi‐structured interviews and site observations made with two managers and one team of six in a multinational plastics manufacturer (Visy) headquartered in Australia.

Findings

Based on the authors' experiences and literature review a successful high performance team requires clear targets and efficiency standards, communication, rules of behaviour, continual input of facts and feedback, and last but not least – recognition of successes.

Research limitations/implications

The findings are based on observations and interviews conducted in one part of a multinational organization in Australia. No follow‐up interviews could be undertaken to track the progress.

Originality/value

No other similar study had been undertaken in this organisation documenting the experiences of a quality improvement team and its interactions with managers. The findings have practical implications for industrial and other kinds of organisations engaged in implementing quality improvements through enhanced teamwork.

Details

Team Performance Management: An International Journal, vol. 14 no. 5/6
Type: Research Article
DOI: https://doi.org/10.1108/13527590810898482
ISSN: 1352-7592

Keywords

  • Team working
  • Performance management
  • Organizations
  • Quality

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Book part
Publication date: 11 April 2013

Corporate Ethics and Values: Guiding Business out of the Maelstrom

Jane Ross, Jack Ross and Andrew Creed

Purpose – To integrate agency and stakeholder theories with the Jacobs Value Distinction (JVD) thus presenting a micro and macro reconsideration of the JVD for a finer…

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Abstract

Purpose – To integrate agency and stakeholder theories with the Jacobs Value Distinction (JVD) thus presenting a micro and macro reconsideration of the JVD for a finer grained perception of the values underpinning corporate and global governance initiatives.Design/methodology/approach – By extrapolating the JVD – commercial and guardian – this chapter examines the roots of moral malaise in the modern global firm. Examples and a theoretical rationale are given for identifying why and how ethical – moral problems continue to occur.Findings – A metaphorical maelstrom is discernible in the global business environment and more turmoil, especially in balancing business values, is emerging for the managers of today’s corporations. Application of the JVD predicts that under certain conditions the hybrid nature of the firm causes managers and shareholders to engage in morally risky behaviour. In further exploring the value basis of the 10 principles of the United Nations (UN) Global Compact, it is found that similar values conflict, which intensifies the need for international business managers to beware the moral risks.Research implications – This viewpoint draws upon sound theoretical analysis and future studies should collate case analysis and practitioner interview data to further consolidate the findings. The viewpoint gives managers a useful tool for identifying conflicts of values underlying decisions and forms the basis for continuous improvement in the context of operational and strategic actions in international business.Originality/value of chapter – The integration of the JVD with agency and stakeholder theories is new and critique of the 10 principles of the UN Global Compact via the JVD has not happened previously.

Details

Principles and Strategies to Balance Ethical, Social and Environmental Concerns with Corporate Requirements
Type: Book
DOI: https://doi.org/10.1108/S2051-5030(2013)0000012015
ISBN: 978-1-78190-627-9

Keywords

  • Values
  • commercial
  • ethics
  • guardian
  • morals
  • stakeholder

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Article
Publication date: 27 April 2012

Consideration of selflessness and self‐interest in outsourcing decisions

Ambika Zutshi, Andrew Creed, Amrik S. Sohal and Greg Wood

The paper aims to discuss the need to balance selflessness and self‐interest issues in outsourcing decisions. This discussion is timely given the tensions that currently…

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Abstract

Purpose

The paper aims to discuss the need to balance selflessness and self‐interest issues in outsourcing decisions. This discussion is timely given the tensions that currently exist between those who want off‐shore outsourcing to continue as a means for increasing international trade, and those who only want to conduct business on‐shore.

Design/methodology/approach

A conceptual approach has been taken in this paper in order to highlight key considerations for ethical decision‐making with respect to off‐shore outsourcing.

Findings

Considerations of selflessness and self‐interest are embedded in outsourcing decisions. It is recommended that a balance between making profits and fulfilling social responsibilities is required, ideally, at each stage of decision‐making. Hence, managers should think critically about the reasons behind off‐shore outsourcing decisions, the process of arriving at decisions, and the impact of their decisions on stakeholders.

Research limitations/implications

This is a conceptual paper and further empirical data to validate the stages of decision‐making framework are required.

Practical implications

Failure to take into account the selflessness and self‐interest outcomes of off‐shore outsourcing could potentially off‐set strategic gains by leading to negative media publicity for a company.

Social implications

Ethical considerations as part of outsourcing decisions should result in a transparent, fair and more humane working environment for both the host and the home country representatives involved in the process.

Originality/value

This paper presents an original framework of selflessness and self‐interest considerations when making off‐shore outsourcing decisions. Both Eastern and Western business perspectives have been incorporated as part of the decision‐making framework.

Details

European Business Review, vol. 24 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/09555341211222521
ISSN: 0955-534X

Keywords

  • Ethical decisions
  • Corporate social responsibility
  • Self‐interest
  • Selflessness
  • Off‐shoring
  • Outsourcing
  • Ethics

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Article
Publication date: 16 January 2009

Child labour and supply chain: profitability or (mis)management

Ambika Zutshi, Andrew Creed and Amrik Sohal

The purpose of this paper is to provide a realistic assessment, with an historical perspective, of the current practises and progress made by organisations towards…

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Abstract

Purpose

The purpose of this paper is to provide a realistic assessment, with an historical perspective, of the current practises and progress made by organisations towards elimination of child labour in global supply chains.

Design/methodology/approach

Literature review in the area of use of child labour within the global supply chain was combined with additional information obtained from the company searches of the GRI database, company ranking tables, and other sources.

Findings

Child labour is one of a number of areas of concern in global supply chains. Continued exploitation of child labour indicates an imbalanced state and consequently forces can be unleashed through standardization, collaboration and communication amongst all stakeholders to ensure protection of the vulnerable. This paper is part of the broader analysis informing incremental changes to supply chain management to preserve the rights and welfare of children in the present and future generations.

Research/limitations/implications

The analysis is based on secondary data sources and further research is thus needed to verify the individual weightings of the criteria used in the primary ranking of the companies.

Practical implications

The findings provide encouragement for policy and decision makers to implement incremental changes to global supply chains in order to protect the rights and welfare of children, according to the standards of Social Accountability (SA) 8000, the International Labour Organisation (ILO), and other world trade stakeholders.

Originality/value

This paper questions the view that child labour incidences have diminished proportional to economic development. A swinging fulcrum with hidden traps for developed and developing nations in light of cross border transactions through supply chains has been proposed.

Details

European Business Review, vol. 21 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/09555340910925175
ISSN: 0955-534X

Keywords

  • Corporate social responsibility
  • Supply chain management
  • Children (age groups)
  • Labour utilization
  • Globalization

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Article
Publication date: 9 March 2010

Editorial

Fiona Lettice and Martin McCracken

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Details

Team Performance Management: An International Journal, vol. 16 no. 1/2
Type: Research Article
DOI: https://doi.org/10.1108/tpm.2010.13516aaa.001
ISSN: 1352-7592

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Book part
Publication date: 11 April 2013

List of Contributors

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Abstract

Details

Principles and Strategies to Balance Ethical, Social and Environmental Concerns with Corporate Requirements
Type: Book
DOI: https://doi.org/10.1108/S2051-5030(2013)0000012002
ISBN: 978-1-78190-627-9

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Article
Publication date: 28 August 2009

High‐performance teamwork saves Visy Board plastics factory: Employees shared a passion for survival

The purpose of this paper is to document the experience of managers and staff in sustaining a high‐performance team approach in a plastics factory.

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Abstract

Purpose

The purpose of this paper is to document the experience of managers and staff in sustaining a high‐performance team approach in a plastics factory.

Design/methodology/approach

Draws on research carried out using semi‐structured interviews and site observations made with two managers and one team of six at Visy, a multinational plastics manufacturer with its headquarters in Australia.

Findings

Advances the view that a successful high‐performance team requires clear targets and efficiency standards, good communication, defined rules of behavior, the continual input of facts and feedback, and recognition of successes.

Practical implications

Draws on first‐hand accounts of teamwork in practice. Captures the changes experienced by the employees on their journey to ensure the long‐term survival of the plant.

Originality/value

Provides plenty of useful information for organizations engaged in implementing quality improvements through enhanced teamwork.

Details

Human Resource Management International Digest, vol. 17 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/09670730910986096
ISSN: 0967-0734

Keywords

  • Team working
  • Performance management
  • Organizational performance
  • Plastics industry
  • Packaging
  • Quality

Content available
Article
Publication date: 6 March 2009

Editorial

Fiona Lettice and Martin McCracken

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Details

Team Performance Management: An International Journal, vol. 15 no. 1/2
Type: Research Article
DOI: https://doi.org/10.1108/tpm.2009.13515aaa.001
ISSN: 1352-7592

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