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The purpose of this paper is to provide a conceptual and practical basis for developing new organization structures by augmenting the old through virtual knowledge based structures. While organization structure has a major impact on knowledge exchange, its design nevertheless continues to be governed by criteria that are often in conflict with the needs of knowledge management. In an era where knowledge is increasingly acknowledged to be a central factor of production in the modern enterprise, the resulting deficiencies in the design often lead to sub‐optimal capability for organizational performance.

Borrowing from Drucker's elucidation of the characteristics and determinants of a successful organization in the new economy, the consequences of the transition from an economy of goods to that of knowledge are analyzed briefly in the background of KM. The study highlights an enduring deficiency in present day organizations, wherein structure is relatively uninfluenced by knowledge considerations even as organizational functions have come to depend more on knowledge exchange. A design approach that addresses this lacuna is elaborated and illustrated through a case study.

This paper explores knowledge criteria for designing organization structure, proposes a hybrid solution with knowledge units (KUs) superimposed on a conventional structure and illustrates its practical application in developing KUs to create sustainable drivers for organizational value, performance and growth.

Provides knowledge criteria for the design of organization structure to aid organizational growth, responsiveness and performance. For theorists, provides a conceptual base for efficient organizational design; for practitioners in the areas of planning, knowledge management and organizational effectiveness, provides design criteria for optimal performance.

The purpose of this paper is to empirically examine the relationship between the behavioral orientation of leaders from different hierarchical levels and the implementation phase of the lean manufacturing (LM) roadmap. In addition, it also aims at analyzing the influence of inherent contextual variables related to leadership.

The proposed method relies on both qualitative and quantitative approaches, since it combines and numerically assesses the results of semi-structured interviews with lean experts, in addition to evaluating a cross-sectional survey with 225 leaders from different Brazilian companies that are undergoing LM implementation.

The findings support the existence of a transient leadership style along the LM implementation, which is evidenced in terms of task and relation orientation and may vary according to the hierarchical level. Furthermore, the context does matter with regard to leadership style orientation along the LM roadmap phases, although not all variables matter to the same extent.

LM implementation is about changing both technical and socio-cultural aspects, which can be seen as the essence of leadership. The relevant question that arises is whether leaders’ behaviors from different hierarchical levels should be adapted according to the maturity of LM implementation and the contextual variables that surround leadership.

Two-level support with Level 1 consisting of a set of beams and Level 2 consisting of a tree-like structure is an efficient support structure for extrusion-based additive manufacturing (EBAM). However, the literature for finding a slim two-level support is rare. The purpose of this paper is to design a lightweight two-level support structure for EBAM.

To efficiently solve the problem, the lightweight design problem is split into two subproblems: finding a slim Level 1 support and a slim Level 2 support. To solve these two subproblems, this paper develops three efficient metaheuristic algorithms, i.e. genetic algorithm (GA), genetic programming (GP) and particle swarm optimization (PSO). They are problem-independent and are powerful in global search. For the first subproblem, considering the path direction is a critical factor influencing the layout of Level 1 support, this paper solves it by splitting the overhang region into a set of subregions, and determining the path direction (vertical or horizontal) in each subregion using GA. For the second subproblem, a hybrid of two metaheuristic algorithms is proposed: the GP manipulates the topologies of the tree support, while the PSO optimizes the position of nodes and the diameter of tree branches. In particular, each chromosome is encoded as a single virtual tree for GP to make it easy to manipulate Crossover and Mutation. Furthermore, a local strategy of geometric search is designed to help the hybrid algorithm reach a better result.

Simulation results show that the proposed method is preferred over the existing method: it saves the materials of the two-level support up to 26.34%, the materials of the Level 1 support up to 6.62% and the materials of the Level 2 support up to 37.93%. The proposed local strategy of geometric search can further improve the hybrid algorithm, saving up to 17.88% of Level 2 support materials.

The proposed approach for sliming Level 1 support requires the overhanging region to be a rectilinear polygon and the path direction in a subregion to be vertical or horizontal. This limitation limits the further material savings of the Level 1 support. In future research, the proposed approach can be extended to handle an arbitrary overhang region, each with several choices of path directions.

The details of how to integrate the proposed algorithm into the open-source program CuraEngine 4.13.0 is presented. This is helpful for the designers and manufacturers to practice on their own 3D printers.

The path planning of the overhang is a critical factor influencing the distribution of supporting points and will thus influence the shape of the support structure. Different from existing approaches that use single path directions, the proposed method optimizes the volume of the support structure by planning hybrid paths of the overhangs.

Case Studies generally ask: (1) What accounts for the success/failure of this real‐life “Case” (Corporation, Government or Organization)?; (2) How can we transport the lessons learned across time and space?; (3) What immediate/eventual issue/objective(s) should the “Case” pursue to enhance its survival/success; and How? The student is graded on the Case Study by the force of his/her reasoning and arguments, two diametrically‐opposite action plans both scoring “A”. But which one should the CEO implement? Why? Are there minimal criteria that any Case Study of management should fulfill? The raison d etre of management is the pre‐committing of scarce resources for unknown/unknowable results (e.g., market share, mind share), which are generated by interactions of variables and/or participants. Does the Case Study identify the cogent interactions; does it suggest how to allocate resources to achieve pre‐specified results? This Case Study has been checked by the corporation for accuracy. We structure the narrative by systems theory which provides a framework to assess what the company has achieved, and to formulate what it should do to improve its chances of survival/success. The theory is buttressed by illustrations of systems approach to complexity, ranging from Apollo lunar landing to the $91‐billion IT Services Company, IBM. According to National Association of Software and Services Companies (NASSCOM), exports rose 30.5 per cent to $12.5 billion in Fiscal Year 2003‐04 ending on March 31, 2004 from $9.6 billion in Fiscal 2002‐. Indian exports totaled $52.72 billion in 2003‐04. Applying the growth in the first five months, we estimate the total exports in 2003‐04 at $54.8 billion. The IT exports contributed 18.2 per cent in 2002‐03, rising to 22.8 per cent in 2003‐04.

The purpose of this paper is to determine leadership styles at each hierarchic level that best support the LM implementation process in a given company.

To achieve that, the authors propose a method that combines information from two sources in three major steps. First, using opinions from experts on lean implementation from an activity sector of interest the authors determine leadership styles that best suit each phase of the LM roadmap for that sector. Next, the authors analyze a specific company within the activity sector to determine: at which lean roadmap phase the company is at the moment; and the style of its current leaderships at each hierarchical level. Finally, the authors combine information from previous steps to diagnose the suitability of company’s leaderships to its lean implementation needs.

The method points at improvement alternatives that may be developed simultaneously at different leadership hierarchical levels in companies. Further, using the matrix of ideal leadership styles, companies may be able to identify implementation phases in the lean process that are poorly served by current leadership styles, anticipating problems and developing HRM practices to mitigate them. That is quite relevant, since changes in leadership behaviors and expectations may take longer time to be implemented; therefore, it is important to understand these opportunities and have a clear vision of current gaps within the company.

The identification of leaderships’ attributes and behaviors in companies at different phases of the lean implementation roadmap contributes to the existing body of knowledge on lean manufacturing. The method is intended as a supporting tool for lean implementation, as it enables the assessment of gaps in leadership behaviors in the organization, and directs to improvements according to the phase of lean implementation. The goal is to complement existing lean roadmaps by driving improvements in leadership-related aspects of the implementation process.

To establish and sustain their KM programs organisations need to establish mechanisms to ensure their governance. KM programs require business integration, senior management involvement and decision making authority. The present research aims to investigate the KM governance mechanisms organisations use to guide and control their KM programs. The research seeks to contribute to a better understanding of the governance of KM and to support organisations in the development of their KM programs.

The study employs multiple case research methodology to analyse the KM governance arrangements of 12 international organisations and identify patterns in their governance configurations.

The analysis identifies a range of structural, process and relational mechanisms that are critical for governing an organisational KM program. Different patterns among the KM governance mechanisms are identified which lead to the development of generic KM governance typologies.

The development of the KM governance framework allows future research to systematically investigate the KM governance phenomenon. As the present study is based on a configurational analysis, future research should particularly target the performance implications of different KM governance configurations.

The research provides insights into the diversity of KM governance mechanisms and their impact on a KM program. The KM governance framework can assist managers in reviewing their present and prospective KM programs and thereby support benchmarking or re‐organisation efforts.

Building on prior research that has focused on individual KM governance aspects, the present study adopts a comprehensive perspective integrating structural, process and relational governance mechanisms.

The purpose of this paper is to understand how the association between leadership styles (task or relation orientation) and lean manufacturing (LM) implementation changes due to two contextual variables, team size and the leader’s age.

The authors carried out a survey with 225 leaders from different Brazilian companies that are implementing LM. Research constructs were validated through rigorous procedures using confirmatory factor analysis. Hypotheses were tested using ordinary linear least squares regression.

The results suggest that larger teams and more senior managers were negatively associated with LM implementation. Task-orientation style makes leaders more likely to achieve higher levels of LM than relation-orientation style leaders. Finally, the influence of relation-oriented leaders on LM implementation is contingent upon the size of the team.

Regarding study’s limitations, sample size and respondents’ location restrict results to this contextual condition, indicating that increasing the sample would help provide wider and more generalizable results. It is also worth noting that results are based on respondents’ (leaders) perspective. Hence, future studies may collect data from multiple perspectives, such as leaders and their followers, in order to compare results so as to verify the convergence or divergence among different respondents.

The results suggest that leaders should have different behaviors according to the context in which they are inserted. Therefore, such behavioral prescriptions are useful for managers since they are pressured to achieve high operational performance in short time periods and with few resources. Further, companies undergoing lean implementation may also be able to stimulate proper leadership behaviors and promote development programs accordingly, which is extremely relevant since behavioral changes usually take time.

The evolutionary process for achieving a successful lean enterprise requires different leadership styles according to the context in which leaders are inserted. This research provides arguments to help better understand the recommended leadership behaviors for lean implementation, complementing existing roadmaps by considering the proper leadership style as a contingency issue during lean implementation. Moreover, identifying the effect of contextual variables helps specify the contexts in which lean practices are more likely to be implemented.

This paper aims at identifying segments among knowledge management (KM) practitioners and analyzes whether performance varies across these segments. The field of KM aims at enhancing performance through knowledge practitioners. However, not all KM implementations have similar outcomes.

A literature review is conducted through secondary sources. Based on the themes identified for research, qualitative research through a focus group discussion (FGD) and personal interviews is used to explore the themes. This is used to develop a conceptual KM framework. An instrument is developed which is tested for validity and reliability. The instrument is administered to respondents and 313 responses are obtained. Convenience sampling is used to select the respondents. Further, k-means cluster is used to identify segments among KM practitioners. A one-way analysis of variance (ANOVA) test is conducted to determine if the average scores of KM constructs varied between the three clusters. Further, ANOVA test is also used to analyze whether organizational and financial performance scores vary between the three clusters. Post hoc test is used to determine the extent of variation between cluster pairs.

The results show that the sample comprises three segments which were subsequently labeled as active, partly and passive KM practitioners. It was found that active KM practitioners scored highest on various KM constructs, passive KM practitioners scored the least and partly KM practitioners had scores in between the two. One-way ANOVA results showed that the average scores of KM constructs varied significantly between the three clusters. The results show that a significant difference is found in organizational as well as financial performance between any two cluster pairs.

The sample comprises 313 respondents, of which around 65 per cent are from services industry and 67 per cent from private sector. A higher representation from public sector and manufacturing industry would have made the comparison more meaningful. The findings are based on data collected from India, and therefore, the results may not be generalizable to all economies.

The three clusters identified from the sample data may help organizations who have initiated the KM process to benchmark themselves with the obtained clusters and identify the trust areas important to their KM initiative.

The study builds upon both qualitative methodology through FGD and personal interviews and quantitative methodology through questionnaire and surveys. This comprehensive coverage of KM constructs and identification of respondent clusters is insightful. It also provides researchers useful means to enhance performance through KM within clusters.

Knowledge is the currency of the current economy, a vital organisational asset and a key to creating a sustainable competitive advantage. The consequent interest in knowledge management (KM) has spurred an exponential increase in publications covering a broad spectrum of diverse and overlapping research areas. The purpose of this paper is to provide a literature review and categorised analysis of the rapidly growing number of KM publications, and offer a comprehensive reference for new-comers embarking on research in the field with a particular focus on the area of knowledge measurement.

A total of 350 articles published in peer-reviewed journals over the last decade are carefully reviewed, analysed and categorised according to their specific subject matter in the KM context.

KM research tends to fall in one of five categories: Ontology of Knowledge and KM, Knowledge Management Systems, Role of Information Technology, Managerial and Social issues, and Knowledge Measurement. Despite the accumulation of extensive publication efforts in some areas, a series of disagreements and a theory-practice gap are revealed as challenging issues that need to be addressed.

The scope of this study does not cover KM research in its entirety due to the vast nature of the research field.

This paper presents a new birds-eye view of the KM landscape through a novel taxonomy of KM research providing researchers with new insights for future applied research, and offers a comprehensive critical review of major knowledge measurement frameworks.