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1 – 10 of over 163000Uchitha Jayawickrama, Shaofeng Liu and Melanie Hudson Smith
Knowledge management is crucial for enterprise resource planning (ERP) systems implementation in real industrial environments, but this is a highly demanding task. The purpose of…
Abstract
Purpose
Knowledge management is crucial for enterprise resource planning (ERP) systems implementation in real industrial environments, but this is a highly demanding task. The purpose of this paper is to examine the effectiveness of knowledge identification, categorisation and prioritisation that contributes to achieving ERP implementation success.
Design/methodology/approach
This study adopts a mixed methods approach; a qualitative phase to identify and categorise knowledge types and sub-types; conducting in-depth interviews with ERP clients and implementation partners; plus a quantitative phase to prioritise knowledge types and sub-types based on their contribution to achieving ERP success for business performance improvement. An analytic hierarchy process-based questionnaire was used to collect empirical data for the quantitative phase.
Findings
This study has been able to identify, categorise and rank various types of ERP-related knowledge based on in-depth interviews and survey responses from both ERP clients and implementation partners. In total, 4 knowledge types and 21 sub-types were ranked based on their contribution to achieving ERP success; 4 variables of information quality, systems quality, individual impact and organisational impact were used to measure ERP success.
Originality/value
The empirical findings demonstrate exactly what kinds of knowledge need to be managed, enabling knowledge prioritisation when a client organisation or an implementation partner steps into an ERP implementation, in a real industrial environment.
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The purpose of this study is to explore the knowledge management (KM) perspective of information technology (IT) projects based on enterprise system (ES) implementations. The…
Abstract
Purpose
The purpose of this study is to explore the knowledge management (KM) perspective of information technology (IT) projects based on enterprise system (ES) implementations. The study determined what knowledge is needed in each of the project phases (what for, from what sources), how this knowledge is transformed during the project (what knowledge activities are performed concerning this knowledge) and what knowledge-related artifacts are created. A KM framework for ES projects is formulated based upon the results.
Design/methodology/approach
The research has a qualitative exploratory design based on multiple data sources: documentation, semi-structured interviews and participant observation. A coding procedure was applied with the use of a pre-defined list of codes, as derived from KM literature regarding knowledge types, actors, project phases and activities. Open coding was used to determine the role of each type of knowledge in the implementation process.
Findings
The study examined the significance of the particular types of knowledge of each project actor across the project phases, and identified the specific knowledge activities that need to be performed for a successful outcome. In contrast to existing literature, this study also demonstrates that project management knowledge consists of two components: generic and product-related. Meta-knowledge, i.e. knowledge about other people’s knowledge was also identified as critical in the initial phases of the project. Solution knowledge was identified as the primary knowledge product. It is the result of the integration of company and product knowledge and is embedded into the system.
Research limitations/implications
The limitation of this study is that it concentrated on a specific type of the IT project, namely ES implementation. The results cannot be directly extrapolated to other IT projects.
Practical implications
The results of the study may aid in effective staffing for ES implementations and in identifying the necessary knowledge sources. They may also enable the development of relevant KM procedures for a project.
Originality/value
No comprehensive project KM framework for ES has been found in the existing KM literature, and this study fills this gap in the research.
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Made Andriani, T.M.A. Ari Samadhi, Joko Siswanto and Kadarsah Suryadi
The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes…
Abstract
Purpose
The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes at every growth stage. The difference in characteristics at each growth stage has an impact on the characteristics of business processes, such as decision making and the period of process execution.
Design/methodology/approach
This research focussed on three fashion companies in Indonesia, and data were collected using a historical case-study method. Data collection was performed through in-depth interviews with the business owners, directors and managers, by direct observation, and through the collection of secondary data from the companies’ documents.
Findings
Through this research, a knowledge management strategy based on organisational growth stages was produced. It was found that when an organisation is at the entrepreneurial stage, the knowledge management strategy focussed on humans with tacit knowledge as well as explicit knowledge. At the growth stage, a transformation of tacit knowledge into explicit knowledge, especially at the individual level, is required, whereas at the expansion stage, the focus of the knowledge management strategy is on a system usage at the organisation level.
Research limitations/implications
Research using the case studies method has a limitation in the generalisation of the model. The knowledge management strategy generated in this study is unique to the fashion industry, where if the research were performed in other industries, there is a possibility for different results. Moreover, the characteristics of the business processes that are examined in this study are limited to the period of implementation and level of interaction. Other more detailed dimensions such as task variety and task analysability can be used to obtain more detailed characteristics of business processes.
Practical implications
Using the knowledge management strategies model formulated at every growth stage, the company owner can specify a knowledge management strategy that suits the organisation’s goal. Also, the results of this research can provide information on the priority for developing a knowledge management system aligned with the company’s growth.
Originality/value
The knowledge management strategy formulation from the organisational development point of view has not been investigated previously. In fact, the needs of the organisation, along with its growth, will change. Therefore, this research provides a new perspective which is more dynamic and can be integrated into formulating the knowledge management strategy.
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This study aims to develop a model for coordination and communication overhead in distributed software development through case study analysis in the Indian outsourcing software…
Abstract
Purpose
This study aims to develop a model for coordination and communication overhead in distributed software development through case study analysis in the Indian outsourcing software industry. The model is based on business knowledge, which can be classified as domain, regulatory, strategic, business process and operation process knowledge as per existing literature.
Design/methodology/approach
Double case study method was used to verify an existing knowledge–management framework of software development from the literature. The stakeholders of both the cases were interviewed, and project documents were verified to reach conclusions.
Findings
The findings supported the business knowledge classification from the literature. The concept can be used to analyze the software project in a distributed environment.
Research limitations/implications
The research work findings are based only on two case studies. The study findings cannot be generalized and should be used as a learning tool. There can be large variations of project characteristics with differences in business knowledge requirements. The research shows the importance of business knowledge transfer in global software development.
Practical implications
Projects managers in the distributed software development environment can use the findings in project planning and work allocation for better control over cost and schedule, etc.
Originality/value
There is little research works attempted to study the business knowledge classification in the global software industry making the research novel.
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This paper aims to explore the expertise level required in various kinds of business knowledge such as regulatory, domain, strategic, operation process and, business process to…
Abstract
Purpose
This paper aims to explore the expertise level required in various kinds of business knowledge such as regulatory, domain, strategic, operation process and, business process to execute globally distributed software projects for development, re-engineering and maintenance projects in the Indian outsourcing software industry.
Design/methodology/approach
This study adopted a questionnaire survey method to collect the expert responses for a knowledge management framework which is suggested in the literature for software development work. The questionnaire survey findings were verified by expert interviews.
Findings
The research shows that there is a lot of similarity between re-engineering and maintenance projects for different kinds of business knowledge expertise requirements for execution. The development projects require higher expertise in all the business knowledge for execution.
Research limitations/implications
The research work studies the business knowledge required for the execution of development, re-engineering and maintenance projects in Indian outsourcing software projects. However, the project’s characteristics can vary drastically for a single kind of project. So the study cannot be generalized and instead should be used as a tool for learning.
Practical implications
The research findings can be used by software project managers to get insight into project planning, which can help the division of work between the onsite, offshore team and individual work allocation.
Originality/value
The research is novel as there are very few previous attempts to find the business expertise needed to execute various kinds of software projects in the Indian outsourcing industry.
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Enterprise Systems are comprehensive and complex applications that form the core business operating system for many companies worldwide and throughout most industries. The…
Abstract
Enterprise Systems are comprehensive and complex applications that form the core business operating system for many companies worldwide and throughout most industries. The selection, implementation, use and continuous change of Enterprise Systems (ES) (e.g. mySAP.com) require a great amount of knowledge and experience. Due to the lack of in‐house ES knowledge and the high costs of engaging experienced implementation consultants, organizations realize the need to better leverage their knowledge resources. Managing this knowledge is increasingly important with the second wave of ES projects focusing E‐Business applications like Customer Relationship Management (CRM) and Supply Chain Management (SCM). These new applications embrace an open‐integration strategy that will incorporate and support other vendors’ applications as part of its Internet‐based enterprise computing platform. This paper proposes a framework for managing knowledge in Enterprise Systems. The framework draws its strength from meta‐case studies and comprehensive literature analyses, which is consolidated into a three‐dimensional framework. The preliminary results show that the importance of value‐adding activities and innovation are elemental to knowledge management in the aspect of ES.
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Margie Foster, Hossein Arvand, Hugh T. Graham and Denise Bedford
This chapter identifies the five new roles that are critical to establishing and sustaining a knowledge preservation and curation practice. For each role, the authors describe…
Abstract
Chapter Summary
This chapter identifies the five new roles that are critical to establishing and sustaining a knowledge preservation and curation practice. For each role, the authors describe fundamental responsibilities and competencies. Two of the roles support knowledge preservation, including business knowledge analyst and specialized knowledge preservationist. Three of the roles support knowledge curation including business interlocutor/translator, knowledge curator, and knowledge asset developer. Each role faces peculiar challenges in a dynamic and chaotic knowledge economy.
Debasisha Mishra and Biswajit Mahanty
The purpose of the paper is to find out the knowledge requirements and its effect on both onsite and offshore project work division for development, re-engineering and maintenance…
Abstract
Purpose
The purpose of the paper is to find out the knowledge requirements and its effect on both onsite and offshore project work division for development, re-engineering and maintenance projects in Indian outsourcing software industry in different phases of software development.
Design/methodology/approach
This study employs an expert interview approach in Indian software industry to find out knowledge requirement for project execution and division of work between onsite and offshore locations. The requisite data were collected through expert interviews and direct observations.
Findings
The study found that the development projects require higher level of domain, strategic, business process and operation process knowledge in comparison to re-engineering and maintenance projects. So there is a need of higher onsite presence in development projects. The maintenance work is taken up at the offshore location in a phase-wise manner.
Research limitations/implications
The implication of the study is in the development of a broad framework of knowledge requirements and work division in on-shore and offshore locations for Indian software outsourcing projects. As the study is based on expert opinion in the context of India, it cannot be generalized for outsourcing scenarios elsewhere.
Practical implications
The software project manager can use the findings to get more insight into the project and divide the software team between onsite and offshore location.
Originality/value
The study is novel, as there is little attempt at finding the knowledge requirement to execute various kinds of business software development in outsourcing environment in the context of India.
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This paper aims to explore how sell-side analysts and salespeople make sense of uncertainty on their market knowledge, valuation and marketing outputs.
Abstract
Purpose
This paper aims to explore how sell-side analysts and salespeople make sense of uncertainty on their market knowledge, valuation and marketing outputs.
Design/methodology/approach
Data is collected by direct observations of and interviews with analysts and salespeople in the Turkish stock exchange, an emerging market with considerable global fund management activity.
Findings
Analysts face considerable uncertainty on their market value forecasts but dismiss it as local dynamics not incorporable to valuation practices in global sell-side business. Salespeople, despite paying more attention to such dynamics owing to their sales tasks, limit themselves to analyst output in marketing. Both actors recognise the importance of analyst work to be able to have “a right to speak” in global sell-side business.
Research limitations/implications
Changing market conditions and regulations since the time of study have been shaping analysts and salespeople work in global sell-side business, for example, the way sell-side is compensated by buy-side, buy-side’s move to receiving sell-side services from fewer brokers and hence shrinking sell-side teams. The paper does not address these. Nonetheless, it shows how valuation and marketing can be two distinct lines of work in sell-side business irrespective of market conditions and raises the question for future research as to how sell-side professionals manage this distinction, and how they make sense of and cope with broad market dynamics beyond sell-side and buy-side relations (e.g. automated trading machines, online retail trading).
Originality/value
The paper provides rare observation-based insights into analyst and salespeople work, including their sensemaking of uncertainty. It shows the importance of market identities and associated knowledge in valuation and marketing work in sell-side business.
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Tanya Bondarouk, Eline Marsman and Marc Rekers
The goal of this chapter is to explore the requirements modern companies expect of HR professionals’ competences.
Abstract
Purpose
The goal of this chapter is to explore the requirements modern companies expect of HR professionals’ competences.
Design/Methodology/Approach
Departing from the widely acknowledged HR competence studies of Ulrich and associates, we extended them with the continuous learning competence profile and HR professionals’ individual job performance. The empirical study is built on open interviews with HR leaders of ten large Dutch companies.
Findings
The study offers a new set of HRM competences. This set includes six HRM profiles: Business Focus, Learning Focus, Strategic Focus, HR Technology, HR Delivery, and Personal Credibility. Several contingency factors are thought to play a role in supporting these HRM competences: company culture, strategy, size, sector, scope, and position of HR professionals.
Practical Implications
Based on these contributions, we recommended conducting a quantitative study to gain understanding of the relevance of the individual HRM job performance and to find associations between the HRM competences and the individual HRM job performance.
Originality/Value
The focus of this chapter is a combination of HRM competences and the individual job performance of HR professionals.
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