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1 – 10 of 337Nusrat Hafiz, Md. Fazla Mohiuddin, Ahmad Shaharudin Abdul Latiff, Ida Md. Yasin, Sazali Abd Wahab and Ahmed Razman Abdul Latiff
Although scaling is considered a “hot topic”, very little is known about how knowledge management (KM) assists in scaling social impact. To fill this gap, the authors draw on…
Abstract
Purpose
Although scaling is considered a “hot topic”, very little is known about how knowledge management (KM) assists in scaling social impact. To fill this gap, the authors draw on knowledge-based and social capital theories and investigate how various KM practices and external networks (e.g. bridging social capital) affect scaling social impact in developing countries.
Design/methodology/approach
Applying structural equation modeling (SEM) with AMOS version 23, the authors conducted a survey with 354 women leaders who are working in women-led social enterprises in Dhaka, Bangladesh.
Findings
The authors found that knowledge codification, training and mentoring, and bridging social capital are positively and significantly associated with scaling social impact.
Originality/value
This is one of the pioneering study that explore how KM impacts scaling social impact for women-led social enterprises in the context of a developing country. The authors also extend knowledge-based theory by applying it at the individual level. Finally, the authors enhance the understanding of women entrepreneurship by showing that women entrepreneurs in developing countries are also utilizing bridging social capital to overcome challenges associated with scaling social impact.
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Abdul Waheed, Saad Shafiq and Bilal Mirza
Industry and academia are interested to understand how companies develop alliance capabilities through managing the knowledge, for alliance success. This study aims to investigate…
Abstract
Purpose
Industry and academia are interested to understand how companies develop alliance capabilities through managing the knowledge, for alliance success. This study aims to investigate how alliance learning process is related to the overall success of any alliance, and how openness culture moderates the relationship of alliance learning process and alliance success.
Design/methodology/approach
English language questionnaires were sent to top executives of 400 companies because English is a commonly understood language at managerial level in Pakistani companies. In total, 186 usable answers were received. Hierarchical linear regression was used for hypothesis testing.
Findings
Alliance learning is significantly and positively related to alliance success. Openness plays a role as moderator between the relationship of alliance learning process and alliance success. Contrary to the literature, at low level of alliance learning, high level of openness increases the chances of alliance but as we move toward high level of alliance leaning, low level of openness is more effective to achieve the alliance success.
Research limitations/implications
The data in this study was collected from Pakistan. The results may not be generalized to other regions, especially to developed countries.
Practical implications
The results have implications for managers involved in alliances. They can be benefitted by this study to understand the role of alliance (knowledge) learning process on alliance success and contingent role of openness on this relationship.
Originality/value
This study is an important contribution to understand the notion of organizational learning and knowledge management in alliance context. To the best of the authors’ knowledge, this is the first study to investigate openness as a moderator of the relationship between alliance learning process and alliance success.
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Birgitta Schwartz and Karina Tilling
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Chandan Acharya, Pratigya Sigdyal, Divesh Ojha, Pankaj C. Patel and Amandeep Dhir
This paper aims to address the challenges knowledge actors face when using knowledge codifiability to develop common interests. The challenge is compounded when actors with…
Abstract
Purpose
This paper aims to address the challenges knowledge actors face when using knowledge codifiability to develop common interests. The challenge is compounded when actors with diverse knowledge domains depend on each other to complete tasks, and, simultaneously, update their knowledge to address novelty in the organizational environment.
Design/methodology/approach
Given this context, this paper studies the impact of two moderating variables, systems dependence (Z) and novelty (W), on the relationship between knowledge codifiability (X) and common interests (M). This study also examines whether common interests (M) mediate the relationship between knowledge codifiability (X) and knowledge transfer (Y). To test the hypotheses, the authors collected data from 163 entrepreneurs in the southwest USA.
Findings
The results demonstrate that novelty in the knowledge domain of actors provides a supporting context for knowledge codifiability to develop common interests, but only when actors’ dependence on each other to complete tasks is at low to medium level. Moreover, the results also provide evidence that common interests mediate the relationship between codifiability and ease of knowledge transfer.
Originality/value
Using the results, this study provides a decision-making framework for managing tasks based on system dependence and novelty level.
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Fadhilah Aman and Khairul Huda Yusof
This article investigates the determinants of knowledge management system (KMS) adoption, specifically with reference to Malaysian organizations across various industries.
Abstract
Purpose
This article investigates the determinants of knowledge management system (KMS) adoption, specifically with reference to Malaysian organizations across various industries.
Design/methodology/approach
The structural equation modelling approach using PLS technique was utilized to analyze the hypotheses developed, based on the survey data from 830 respondents comprised of information technology or knowledge management managers in Malaysian organizations from various industries.
Findings
Knowledge management (KM) enabling processes, perceived usefulness of KMS, knowledge sharing culture, knowledge taxonomy, and policy and procedure for KMS work, display significant positive effects on the KMS adoption level, with KM enabling processes having the strongest significant positive influence. Meanwhile, incentive and reward, management commitment, and KMS perceived ease of use possess no significant direct effect. However, management commitment was found to have an indirect effect on the KMS adoption level, where its effect is mediated by knowledge sharing culture.
Practical implications
This article outlines several managerial implications for enhancing the adoption of KMS, which include establishing appropriate KM enabling processes, identifying pertinent information to be preserved, shared, and reuse, and generating initiatives to instil a culture of knowledge sharing.
Originality/value
The empirical findings support the relevancy of the technology acceptance model (TAM) construct of perceived usefulness in KMS adoption context and advances the understanding that knowledge sharing culture is a highly influential factor for this construct. This study enriches and extends technology acceptance theory by presenting a more holistic model for KMS adoption with the integration of influencing factors that are inherent to organization.
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Angela França Versiani, Pollyanna de Souza Abade, Rodrigo Baroni de Carvalho and Cristiana Fernandes De Muÿlder
This paper discusses the effects of enabling conditions of project knowledge management in building volatile organizational memory. The theoretical rationale underlies a recursive…
Abstract
Purpose
This paper discusses the effects of enabling conditions of project knowledge management in building volatile organizational memory. The theoretical rationale underlies a recursive relationship among enabling conditions of project knowledge management, organizational learning and memory.
Design/methodology/approach
This research employs a qualitative descriptive single case study approach to examine a mobile application development project undertaken by a major software company in Brazil. The analysis focuses on the project execution using an abductive analytical framework. The study data were collected through in-depth interviews and company documents.
Findings
Based on the research findings, the factors that facilitate behavior and strategy in managing project knowledge pose a challenge when it comes to fostering organizational learning. While both these factors play a role in organizational learning, the exchange of information from previous experience could be strengthened, and the feedback from the learning process could be improved. These shortcomings arise from emotional tensions that stem from power struggles within knowledge hierarchies.
Practical implications
Based on the research, it is recommended that project-structured organizations should prioritize an individual’s professional experience to promote organizational learning. Organizations with well-defined connections between their projects and strategies can better establish interconnections among knowledge creation, sharing and coding.
Originality/value
The primary contribution is to provide a comprehensive view that incorporates the conditions required to manage project knowledge, organizational learning and memory. The findings lead to four propositions that relate to volatile memory, intuitive knowledge, learning and knowledge encoding.
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Hardo Firmana Given Grace Manik, Rossalina Christanti and Wahyu Setiawan
This study aims to examine the dynamics of traditional wayang kulit or shadow puppet knowledge management in a community-based enterprise (CBE) known as “Wisata Wayang” in…
Abstract
Purpose
This study aims to examine the dynamics of traditional wayang kulit or shadow puppet knowledge management in a community-based enterprise (CBE) known as “Wisata Wayang” in Wukirsari Village, Yogyakarta, Indonesia.
Design/methodology/approach
A qualitative case study was adopted, which allows the author to explore the dynamics or uniqueness of an event or cultural phenomenon more deeply.
Findings
The shadow puppet is an artefact of Javanese culture with rich life philosophy and wisdom. It guides people the pursuit of harmony with themselves, others, the universe and God. The success of knowledge management of the shadow puppet at CBE was supported by the high entrepreneurial orientation of the administrators. This study showed that entrepreneurial orientation should be extended into sociopreneurial with additional aspects, including preservation mission and communality, promoting the emergence of grassroots innovations. The knowledge of shadow puppet craft in this village is passed through nyantrik, also known as apprenticeship.
Originality/value
No previous research has explored the dynamics of traditional knowledge management in the context of CBE in Indonesia. As Indonesia has rich traditional knowledge from hundreds of tribes and prominent communal cultures, this study of community-based knowledge management contributes new insights in the knowledge management literature.
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Bashir Tijani, Xiaohua Jin and Robert Osei-Kyei
Due to the frenetic and dynamic working conditions ascribed to architecture, engineering and construction (AEC) project organizations, enormous research has addressed the poor…
Abstract
Purpose
Due to the frenetic and dynamic working conditions ascribed to architecture, engineering and construction (AEC) project organizations, enormous research has addressed the poor mental health propensity of project management practitioners (PMPs). However, research has not considered the distant factors related to organizational design causing poor mental health. Therefore, this study addresses the problem by integrating institutional theory, agency theory and resource-based theory (RBT) to explore the relationship between organizational design elements: project governance, knowledge management, integrated project delivery, project management skills and mental health management indicators. Examples of mental health management indicators include social relationships, work-life balance and project leadership.
Design/methodology/approach
Purposive sampling method was adopted to collect survey data from 90 PMPs in 60 AEC firms in Australia. Structural equation modelling (SEM) was utilized to test the relationship between the variables.
Findings
The research found that project governance, knowledge management and integrated project delivery are positively correlated to mental health management indicators. However, the research finding suggests that project management skills have a negative impact on mental health management indicators.
Originality/value
The findings offer guidelines to AEC firms on achieving positive mental health management outcomes through concentration on project governance, knowledge management and integrated project delivery. It further calls for a reconsideration of existing project management skills causing poor mental health management outcomes.
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Francis Lanme Guribie, De-Graft Owusu-Manu, Edward Badu and David John Edwards
With the recognition that knowledge is ingrained within certain social groups and settings, more recent literature in this field is now spotlighting this human focused or “social…
Abstract
Purpose
With the recognition that knowledge is ingrained within certain social groups and settings, more recent literature in this field is now spotlighting this human focused or “social dimension” of knowledge management. However, this learning approach faces some constraints, especially, in project context. While the existing body of knowledge has focused on emphasizing the importance of the social processes and practices involved in this approach, there is glaring neglect of the intricacies involved when executing learning through this agency, especially in project settings. Hence, the purpose of this study is to identify and evaluate the systemic obstacles in personalizing knowledge flows within and across projects.
Design/methodology/approach
This study adopted a positivist philosophical stance couched within a deductive approach. A structured questionnaire was used to gather data from 203 construction professionals with “hands-on” experience in managing projects in the Ghanaian construction industry.
Findings
A mean score analysis showed that all the identified obstacles are significant factors that hinder the personalization of knowledge flows within and across projects. A structure detection analysis generated four principal obstacle components (POCs), explaining about 67.897% of the total variance of the obstacles in personalizing knowledge flows in temporary organizations. The complex web of obstacles was broken out into four broad thematic categories or POCs: obstacles at the individual level, obstacles at the team level, obstacles at the structural level and the limitations of project operations. A fuzzy synthetic evaluation modeling of the four POCs generated criticality indices for each POC exceeding 3.50 on a five-point rating scale, indicating that, all the four POCs as significant obstacles to personalizing knowledge flows within and across projects.
Practical implications
Implications are provided for project managers on the social dynamics of learning in project teams.
Originality/value
The research findings expand existing frontiers of knowledge by addressing the gap in the literature on the complexity of the personalization strategy within projects. The findings would also spark a broader discussion about the importance of developing integrated ways to structure learning in project environments. The culmination of the research will serve as a solid foundation for the development of a future project learning frameworks.
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This study aims to test the relationship between employee exit and knowledge retention. The study also tests the moderating role of organizational structure on the relationship…
Abstract
Purpose
This study aims to test the relationship between employee exit and knowledge retention. The study also tests the moderating role of organizational structure on the relationship between employee exit and knowledge retention.
Design/methodology/approach
A purposive sample of 310 in India was used. The hypotheses were tested using the exploratory factor analysis (EFA), structural equation modeling and moderating analysis using SmartPLS.
Findings
The results showed that employee exit positively affects knowledge retention. Moreover, the organizational structure does not moderate the relationship between employee exit and knowledge retention. Two factors were identified through the EFA, of which knowledge-based systems were found to be the most important, followed by management support.
Originality/value
The study attempts to test the relationship between employee exit and knowledge retention and also develops and validates the multidimensional measure of knowledge retention.
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