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The pay-as-you-go approach to data integration aims to reduce the time and effort required by proposing a bootstrap phase in which algorithms, rather than experts, identify semantic correspondences and generate the mappings. This highly automated bootstrap phase is likely to be of low quality, thus pay-as-you-go approaches postulate a subsequent continuous improvement phase based on user feedback assimilation to improve the quality of the integration. The purpose of this paper is to quantify the quality of a speculative integration, using one particular type of feedback, mapping results, whilst taking into account the uncertainty of user feedback provided.

The authors propose a systematic approach to quantify the quality of an integration as a conditional probability given the trustworthiness of the workers. Given a set of mappings and a set of workers of unknown trustworthiness, feedback instances are collected in the extents of the mappings that characterize the integration. Taking into account the available evidence obtained from worker feedback, the technique provides a quality quantification of the speculative integration.

Experimental results on both synthetic and real-world scenarios provide valuable empirical evidence that the technique produces a cost-effective quantification of integration quality that faithfully reflects the judgement of the workers whilst taking into account the inherent uncertainty of user feedback.

Current pay-as-you-go techniques provide a limited view of the integration quality as the result of feedback assimilation. To the best of the authors’ knowledge, this is the first proposal for quantifying integration quality in a systematic and principled manner using mapping results as a piece of evidence while at the same time considering the uncertainty inherited from user feedback.

The purpose of this paper is to investigate the impact of system-generated visual feedback and continued contribution on individuals’ motivation to share knowledge in a crowdsourcing environment.

An experimental setting was designed to investigate participants’ motivation to contribute knowledge in a crowdsourcing environment. Responses from a total of 101 participants were analyzed. The independent variables were visual feedback and time. The dependent variable was the participants’ self-expressed willingness to further contribute in the experimental knowledge-sharing activity.

A significant main effect of time was found, showing overall gains in the mean willingness to participate over time. It was also found that the mean willingness of the control and top assimilation groups were higher than the mean willingness of the rank contrast and status groups. The mean difference obtained for the control group was mainly during the first half of the knowledge-sharing tasks, while the mean difference obtained for the top assimilation group was mainly during the second half of the knowledge-sharing tasks.

This study contributes to the literature related to motivation in knowledge sharing by providing theory-based, empirical evidence of the potential for external interventions to improve willingness to contribute and sustain knowledge sharing. The findings additionally provide practical implications for motivating and sustaining knowledge sharing.

We blend knowledge creation and complexity perspectives in a model of strategy-making that explains how top managers in organizations that are reinventing their industries in high-velocity environments conceptualize the strategy-formation process. The model is grounded in four in-depth case studies of Internet banks that are part of different established financial groups in Spain. The main findings suggest that strategy-making seems to emerge out of the interplay of the following interrelated constructs: action, reflection-on-action, imagination, and simple guiding principles. The study of such constructs from the perspectives of knowledge creation and complexity theory suggests interesting implications. Action and reflection-on-action seem to form a first SECI (Socialization–Externalization–Combination–Internalization) spiral of knowledge creation. Out of the interaction of action and reflection-on-action, imagination may emerge when the system has reached a “critical state”. Imagination forms a second SECI spiral of knowledge creation. The interaction between imagination and action on a higher level results from the emergence and application of simple guiding principles, which provide the organization with coherence between what is imagined and what is done, and guide the actions taken throughout the organization with flexible planning. We conclude by proposing that strategy-making may be understood as a complex, double-loop process of knowledge creation.

This paper seeks to discuss the main implications for strategic knowledge management of uncovering the different knowledge flows and interactions in the strategy formation process in emerging and high‐velocity environments.

The study builds on the findings of a case‐study approach of four innovative firms in the internet banking sector in Spain.

The research highlights the relevance of understanding and considering the different dimensions of knowledge involved in such a process in order to promote its emergence and interaction in the organization, and trigger the creation process.

In sum, the paper addresses the main theoretical and practical implications of understanding strategy making as a double‐loop knowledge creating process.

This study aims to elucidate reference points and organizational identity in letters to shareholders (LTSs) of publishing companies and develops propositions on their relation to strategic adaptation. This study examines how characteristics of reference points (number, temporality and specificity) and organizational identity (focus, discontinuity and distinctiveness) relate to strategic adaptation. This research advances performance feedback theory and behavioral strategy by presenting rich data on how managers use reference points. This study also theorizes on the role of organizational identity as an observation frame. Finally, this study informs managers on how they can adapt reference points and organizational identity to drive strategic adaptation in their organizations.

This paper uses text analysis of LTSs of eight companies in the global publishing industry over six years. The research design is an exploratory, comparative case study.

The authors present the findings of rich empirical data analysis of reference points and organizational ideology, develop a typology and propose three proposed relationships. This paper develops three propositions on how characteristics of reference points (number, temporality and specificity) and organizational identity (focus, discontinuity and distinctiveness) relate to strategic adaptation.

This study elucidates reference points that managers use when they make sense of performance feedback. This study further develops a typology of reference points and suggests propositions on how reference points and organizational identity relate to strategic adaptation. The novel linguistic approach to revealing reference points-in-use and the study of decision-making in its empirical context contribute to a better understanding of the micromechanims of decision-making that are central to behavioral strategy.

Green lean six sigma (GLSS) is a sustainable development approach that leads to improved patient care with improved safety and quality of service to patients. This study aims to identify, study, model and analyze GLSS success factors for the Indian health-care facility.

Interpretive structural modeling (ISM) and Impact Matrix Cross-Reference Multiplication Applied to a Classification analyses have been used to understand the hierarchical structure among the GLSS success factors. This enabled the development of dependency relationships between success factors, in particular, which factors support the development of other factors.

Specifically, this study found that the success factors “commitment of management” and “financial availability” are the most critical to GLSS implementation success, as they support the development of all other success factors. Meanwhile “embedding sustainable measures at each stage of the service”; “the capability and effectiveness of real-time data collection”; and “feedback and corrective actions” most directly support the GLSS implementation in the health-care facility and serve as the final indicators of implementation progress.

The major implication of this research work lies in suggesting a direction for practitioners to execute the GLSS approach through a systematic understanding of classification and structural relationships among different enablers. This study also facilitates health-care managers to explore different GL wastes in hospitals and challenges to sustainability pursuits in health-care that assist in an organization’s efforts toward sustainable development.

This research work is the first of its kind that deals with the identification and analysis of the prominent factors that foster the inclusive implementation of GLSS within the health-care facility.

Outlines an institutional framework for identifying and rewarding excellence in teaching, drawing on an initiative developed at the University of Lincolnshire and Humberside. Describes the strategies adopted by the excellence in teaching working group, the outcomes of the project, and identifies how these have been implemented in the university’s promotions policy. Case study offers a framework for practitioners involved in raising the quality and profile of teaching in higher education through a recognition of the achievement of excellence.

In this paper we are concerned with the question: what is it about management development programmes that determines what effect they have, in terms of the learning that people take away from them? This question, and our attempt to contribute to an answer to it, will be of interest to all those who are directly or indirectly concerned with designing such programmes (we use the term ‘management development programmes’ to denote any form of event intended to influence management performance through a learning process).

The purpose of this paper is to frame organisational cybersecurity through a strategic lens, as a function of an interplay of pragmatism, inference, holism and adaptation. The authors address the hostile epistemic climate for intellectual capital management presented by the dynamics of cybersecurity as a phenomenon. The drivers of this hostility are identified and their implications for research and practice are discussed.

The philosophical foundations of cybersecurity in its relation with strategy, knowledge and intellectual capital are explored through a review of the literature as a mechanism to contribute to the emerging theoretical underpinnings of the cybersecurity domain.

This conceptual paper argues that a knowledge-based perspective can serve as the necessary platform for a phenomenon-based view of organisational cybersecurity, given its multi-disciplinary nature.

By recognising the knowledge-related vectors, mechanisms and tendencies at play, a novel perspective on the topic can be developed: cybersecurity as a “knowledge problem”. In order to facilitate such a perspective, the paper proposes an emergent epistemology, rooted in systems thinking and pragmatism.

In practice, the knowledge-problem narrative can underpin the development of new organisational support constructs and systems. These can address the distinctiveness of the strategic challenges that cybersecurity poses for the growing operational reliance on intellectual capital.

The research narrative presents a novel knowledge-based analysis of organisational cybersecurity, with significant implications for both interdisciplinary research in the field, and practice.

In this paper, we are concerned with the skills required to transform theories of learning into practice. Research data will be described which identify a range of teaching skills and which start to differentiate the relative importance of different skills in implementing different learning theories.