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1 – 10 of 560Haithem Nagati and Claudia Rebolledo
The purpose of this paper is to examine the link between relative absorptive capacity and suppliers' operational performance.
Abstract
Purpose
The purpose of this paper is to examine the link between relative absorptive capacity and suppliers' operational performance.
Design/methodology/approach
The paper uses structural equation modelling of survey data from 218 Canadian manufacturers referring to a particular relationship with one of their customers.
Findings
Results suggest that only the first dimension of the relative absorptive capacity – knowledge sharing routines – influences the knowledge transferred from the customer to the supplier. Knowledge transfer acts as a mediator between knowledge sharing routines and the supplier's operational performance improvement.
Research limitations/implications
The absence of a significant association between the second dimension of relative absorptive capacity – overlapped knowledge bases – and knowledge transfer is a surprising result that should be further investigated.
Originality/value
This appears to be the first study to operationalise and empirically test relative absorptive capacity and its consequences in the particular context of customer‐supplier relationships.
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Literature on strategic alliances (SAs) is large, diverse and growing. It needs synthesis and analysis for application and further research. Authors have also underlined the need…
Abstract
Purpose
Literature on strategic alliances (SAs) is large, diverse and growing. It needs synthesis and analysis for application and further research. Authors have also underlined the need for studies covering differences in structuring, situational application and management of alliances. This systematic literature review aims to cover dyadic, network and ecosystem (DNE) alliances with theory, context, characteristics and methodology (TCCM) methodology covering the life cycle stages of an alliance (pre-formation, formation and management) to uncover insights which inform practice and guide further research on this important subject.
Design/methodology/approach
This paper follows systematic literature review (SLR) methodology for research design and article selection and TCCM methodology for analysis. It also analyses the literature on DNE alliances using a nine-box matrix with DNE alliance forming one axis and three alliance lifecycle stages of pre-formation (alliance objectives), formation (alliance design and operationalisation) and post formation (alliance management) stages along the other axis.
Findings
Analysis indicates focus on individual firms and their own customer value proposition (CVP) in the dyadic and network alliances. Industries with fast-paced technological change benefit from loosely coupled alliances. Social context and social exchanges leading to collaboration and collective strengths mark network alliances, with a focus on knowledge creation and dissemination. Ecosystems focus on a collective CVP, which guides alliance behaviour. Ecosystem leadership guides this purpose through governance for sustained competitiveness. Negative consequences (dark side) of alliances can be mitigated by careful design, formation and management of DNE alliances.
Research limitations/implications
While literature has focussed on static view of alliances in their industry or social context, this literature review analyses alliances along the dyadic, network and ecosystem typology, thus providing a new lens to study alliances. The review also recognises that alliances evolve over their life-cycle stages and observes their progression through their lifecycle stages aids for fuller comprehension of their behaviour. Areas for future research in structuring, leadership, value co-creation and technological change set an agenda for future research.
Practical implications
Dynamic managerial capabilities are drivers of alliance performance. The analysis using the nine-box matrix allows managers to better appreciate the options that exist and the consequences of their actions. Situating their alliance in the appropriate box can allow managers better plan, operationalise and manage their own alliances.
Originality/value
This systematic review compares and contrasts DNE alliances in extant literature and through their lifecycle stages. Insights from TCCM analysis and the nine-box matrix provide unique contribution to both theory and practice in this large and growing domain.
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Adedapo Oluwaseyi Ojo, Murali Raman and Chin Wei Chong
The purpose of this study is to elucidate the factors that underlie the differences in individual absorptive capacity (ACAP) within the context of joint project teams, following…
Abstract
Purpose
The purpose of this study is to elucidate the factors that underlie the differences in individual absorptive capacity (ACAP) within the context of joint project teams, following the individual-level perspective on potential ACAP.
Design/methodology/approach
The model was empirically validated through structural equation modeling conducted on a cross-sectional survey of 248 local team members of joint projects in the Nigerian upstream oil industry.
Findings
Prior experience and learning goal orientation are positively associated with the ability to assimilate knowledge, whereas performance approach goal orientation and need for cognition are positively associated with the ability to recognize the value of knowledge. Surprisingly, no significant relationship exists between prior experience and ability to recognize the value of knowledge. In addition, the positive relationship between ability to recognize the value of knowledge and ability to assimilate knowledge is supported.
Originality/value
This study contributes to the empirical justification of the role of individuals in acquiring and assimilating external knowledge, and extends classroom-based constructs (i.e. need for cognition and goal orientation) to the project domain.
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Qianwen Zhou and Xiaopeng Deng
Despite the knowledge transfer between projects has received increasing attention from scholars, few scholars still conduct comprehensive research on inter-project knowledge…
Abstract
Purpose
Despite the knowledge transfer between projects has received increasing attention from scholars, few scholars still conduct comprehensive research on inter-project knowledge transfer from both horizontal and vertical perspectives. Besides, knowledge transfer is affected by multiple antecedent conditions, and these factors should be combined for analysis. Therefore, this paper aims to explore the key factors influencing knowledge transfer between projects using the fuzzy-set qualitative comparative analysis (fsQCA) method from both horizontal and vertical perspectives and how these factors combine to improve the effectiveness of knowledge transfer (EKT) between projects.
Design/methodology/approach
First, nine factors affecting knowledge transfer between projects were identified, which were from the four dimensions of subject, relationship, channel, and context, namely temporary nature (TN), time urgency (TU), transmit willingness (TW), receive willingness (RW), trust (TR), project-project transfer channels (PPC), project-enterprise transfer channels (PEC), organizational atmosphere (OA), and motivation system (MS). Then, the source of the samples was determined and the data from the respondents was collected for analysis. Following the operation steps of the fsQCA method, variable calibration, single condition necessity analysis, and configuration analysis were carried out. After that, the configurations of influencing factors were obtained and the robustness test was conducted.
Findings
The results of the fsQCA method show that there are five configurations that can obtain better EKT between projects. Configuration 3 (∼TN * ∼TU * TW * RW * TR * ∼PPC * PEC * MS) has the highest consistency, indicating that it has the highest degree of the explanatory variable subset. Configuration 1 (∼TN * ∼TU * TW * RW * PEC * OA * MS) has the highest coverage, meaning that this configuration can explain most cases. Also, the five configurations were divided into three types: vertical transfer, horizontal-vertical transfer, and channel-free transfer category.
Originality/value
Firstly, this study explores the key factors influencing knowledge transfer between projects from four dimensions, which presents the logical chain of influencing factors more clearly. Then, this study divided the five configurations obtained into three categories according to the transfer direction: vertical, horizontal-vertical, and channel-free transfer, which gives implications to focus on both horizontal knowledge transfer (HKT) and (VKT) when studying knowledge transfer between projects. Lastly, this study helps to realize the exploration of combined improvement strategies for EKT, thereby providing meaningful recommendations for enterprises and project teams to facilitate knowledge transfer between projects.
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Artur Strasser, Markus Westner and Susanne Strahringer
This paper aims to investigate the main tasks, necessary skills, and the implementation of the offshore coordinator’s role to facilitate knowledge transfer in information systems…
Abstract
Purpose
This paper aims to investigate the main tasks, necessary skills, and the implementation of the offshore coordinator’s role to facilitate knowledge transfer in information systems (IS) offshoring.
Design/methodology/approach
This empirical exploratory study uses the classical Delphi method that includes one qualitative and two quantitative rounds to collect data on IS experts’ perceptions to seek a consensus among them.
Findings
The participants agreed, with strong consensus, for a set of 16 tasks and 15 skills. The tasks focused primarily on relationship management and facilitating knowledge transfer on different levels. The set of skills consists of approximately 25 per cent “hard” skills, e.g. professional language skills and project management skills, and approximately 75 per cent “soft” skills, e.g. interpersonal and communication skills and the ability to deal with conflict. Two factors mainly influence implementing the offshore coordinator role: project size and the number of projects to be supported simultaneously.
Practical implications
The findings provide indications of how to define and fulfill this crucial role in practice to facilitate the knowledge transfer process in a positive way.
Originality/value
Similarities in previous research findings are aggregated to examine the intermediate role in detail from a consolidated perspective. This results in the first comprehensive set of critical tasks and skills assigned to the competency dimensions of the universal competency framework, demonstrating which and how many competency dimensions are critical.
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Davar Rezania and Noufou Ouedraogo
The purpose of this research is to study the ad hoc problem of developing capabilities for knowledge transfer between various constituencies of an enterprise resource planning…
Abstract
Purpose
The purpose of this research is to study the ad hoc problem of developing capabilities for knowledge transfer between various constituencies of an enterprise resource planning (ERP) implementation project. The paper studies how an ERP project develops ability to network, link, and integrate its various knowledge resources over time.
Design/methodology/approach
The paper conducted a case study of an ERP project, from its initiation in 2008 to its completion in 2011.
Findings
The case demonstrates the dynamics of development of knowledge transfer capacities through ad hoc problem solving. The paper identifies five mechanisms used in this case for the development of knowledge transfer capacities.
Practical implications
Ad hoc problem solving mechanisms demonstrated in this paper can be intentionally planned and utilized in similar projects to enable interaction, integration, and institutionalization.
Originality/value
Even though ad hoc problem solving as a model for change is prevalent in many organizations, studies of ad hoc problem solving capabilities as a mechanism for change are not extensive. This case describes ad hoc mechanisms that foster change and development of knowledge transfer capacities during large IT project implementations.
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Qianwen Zhou, Shou Chen, Xiaopeng Deng and Amin Mahmoudi
This paper aims to explore the key factors affecting knowledge transfer within cross-cultural teams in international construction projects from three levels: individual factors…
Abstract
Purpose
This paper aims to explore the key factors affecting knowledge transfer within cross-cultural teams in international construction projects from three levels: individual factors, team factors and knowledge characteristics. It also provides a comprehensive framework to examine how trust, cultural distance, team identification, knowledge tacitness and complexity and members' transfer willingness impact knowledge transfer effectiveness within cross-cultural teams.
Design/methodology/approach
A conceptual model and 16 hypotheses were put forward through the literature review and pilot investigation. This study used structural equation modeling to examine how factors affect the effectiveness of knowledge transfer within cross-cultural teams based on the questionnaire data of samples from Chinese international construction projects.
Findings
The findings show that affect-based trust and team identification positively affect the willingness to contribute knowledge. Conversely, knowledge tacitness, knowledge complexity and cultural distance negatively influence contribute willingness. Moreover, affect-based trust, cognition-based trust and team identity positively affect receive willingness, while cultural distance negatively impacts receive willingness. Additionally, affect-based and cognition-based trust, knowledge tacitness and complexity affect transfer effectiveness through the full mediation of transfer willingness, while cultural distance and team identity affect transfer effectiveness through the partial mediation of transfer willingness.
Research limitations/implications
On the one hand, this research provides a holistic framework for factors affecting knowledge transfer within cross-cultural teams from three levels: individual factors, team factors and knowledge characteristics. On the other hand, the paper gives other researchers in international project management the enlightenment of focusing on members' cultural structure and the cross-cultural training of the team.
Practical implications
This study offers the direction for cross-cultural team managers to formulate helpful approaches for knowledge transfer and assist corporate leaders in taking integral control measures to enhance knowledge transfer effectiveness within the team.
Originality/value
This study provides other researchers with a comprehensive understanding of the key factors affecting knowledge transfer within cross-cultural teams in international construction projects and insight for further research on project management and knowledge management.
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Samer Eid Dahiyat, Suhad Mohammad Khasawneh, Nick Bontis and Mohammad Al-Dahiyat
This study aims to develop and empirically test a “stocks and flows”-based model of intellectual capital (IC) that examines how human-embodied knowledge (i.e., human capital) can…
Abstract
Purpose
This study aims to develop and empirically test a “stocks and flows”-based model of intellectual capital (IC) that examines how human-embodied knowledge (i.e., human capital) can be transformed into organisational non-embodied knowledge (i.e., organisational capital) through the mediating roles of social capital and the knowledge management (KM) process of knowledge transfer.
Design/methodology/approach
A structural model was developed and empirically tested using a survey data set of 295 questionnaires collected from the “knowledge-intensive” pharmaceutical manufacturing industry in Jordan.
Findings
Empirical results revealed that each of human capital, social capital and knowledge transfer has a positive and significant effect on organizational capital. In particular, knowledge transfer emerged as having the strongest effect. Social capital, on the other hand, emerged as having a positive and significant effect on knowledge transfer. Mediation analysis revealed that while human capital significantly affects organizational capital, such an effect is partially and significantly mediated by each of social capital as well as knowledge transfer.
Practical implications
This study provides senior managers in pharmaceutical manufacturing firms with valuable insights pertaining to the development of their IC, in terms of how to exploit their knowledge stocks (i.e. human-embodied knowledge and organizational non-embodied knowledge) through managing knowledge flows between them. This was shown to be significantly leveraged by the mediating roles of social capital as well as knowledge transfer.
Originality/value
This study provides important theoretical and empirical contributions to the extant literature in a number of ways. It provides better understanding of the intricate linkages among IC dimensions, and how these play complementary roles in organizational capital development. It has also provided important empirical evidence highlighting the vital mediating roles of social capital and knowledge transfer in facilitating knowledge flows, which aid in transforming human-embodied knowledge stocks into organizational-embodied ones.
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Gangeswari Tangaraja, Roziah Mohd Rasdi, Bahaman Abu Samah and Maimunah Ismail
The paper aims to clearly differentiate knowledge sharing (KS) and knowledge transfer (KT) besides exemplifying their interconnections to minimize the current confusions in the…
Abstract
Purpose
The paper aims to clearly differentiate knowledge sharing (KS) and knowledge transfer (KT) besides exemplifying their interconnections to minimize the current confusions in the knowledge management (KM) literature.
Design/methodology/approach
An extensive literature review method was used to analyse relevant literature on both KS and KT to clearly delineate their differences and their interconnections.
Findings
The paper found that KS is a subset of KT (using personalization strategy), whereas KT as a whole is a broader concept, if compared with KS. However, KS is not one of the immediate processes involved in KT (using codification strategy). The processes involved in KS and KT differ according to the strategy used (in KT) and perspective chosen (in KS). Other findings include KS (unidirectional) as reflective concept (viewed so far), whereas KS (bidirectional), KT (personalization) and KT (codification) as formative concepts.
Research limitations/implications
The findings of this paper were based on the review of selected relevant articles only.
Practical Implications
The paper will minimize the current confusions in the KM literature and will assist future researches on both KS and KT to ensure what these concepts entail to avoid construct underrepresentation.
Originality/value
As compared to previous attempts, the present paper has shown the interconnections between KS and KT, as well as the differences based on the two perspectives of KS (unidirectional/bidirectional) and the two strategies of KT (personalization/codification), and such effort is new in the literature.
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Ingo Forstenlechner and Fiona Lettice
The purpose of this paper is to present and discuss the findings of research into the different means of motivating knowledge workers to participate in and contribute to knowledge…
Abstract
Purpose
The purpose of this paper is to present and discuss the findings of research into the different means of motivating knowledge workers to participate in and contribute to knowledge exchange and creation.
Design/methodology/approach
A survey was conducted among more than a quarter of the 2,500+ strong lawyer multinational law firm with 25+ offices in 15+ countries and analysed to provide insight into the differences on motivation and value perception across the cultural dividing lines. The results were analysed at regional level as well as organisational/generation level and analysed by statistical means and descriptive statistics. The key outcomes were analysed against literature to provide an in‐depth understanding on how to foster knowledge sharing.
Findings
Respondents showed distinct reactions towards the means to motivate them to share knowledge. Career prospects, authority, provision of charge codes, recognition among peers or one‐time incentives have a very diverse impact around the world.
Research limitations/implications
This survey itself was limited to one law firm. Thus, even though this firm is among the largest three firms in the world and considered a leader in knowledge management, this research is therefore not representative of the entire professional service sector or the law firm sector.
Practical implications
The results have been used within the case study organisation to improve the efficiency in motivating lawyers to share knowledge and lessons can be drawn for comparable organisations operating on a global scale.
Originality/value
Prior to this paper there has been little research into the motivation of global knowledge workers within the professional service environment.
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