Search results

The objective of this paper is to propose a practical and operable method to identify and fill organisational knowledge gaps during new product development.

From a microscopic view, this paper introduces the tree-shaped organisational knowledge structure to formalise the knowledge gaps and their internal hierarchical relationships. Based on the organisational knowledge structure, organisational knowledge gaps are identified through tree matching algorithm. The tree-edit-distance method is introduced to calculate the similarity between two organisational knowledge structures for filling knowledge gap.

The proposed tree-shaped organisational knowledge structure can represent organisations' knowledge and their hierarchy relationships in a structured format, which is useful for identifying and filling organisational knowledge gaps.

The proposed concept of organisational knowledge structure can quantify organisational knowledge. The approach is valuable for strategic decisions regarding new product development. The organisational knowledge gaps identified with this method can provide real-time and accurate guidance for the product development path. More importantly, this method can accelerate the organisational knowledge gap filling process and promote organisational innovation.

The purpose of this paper is to analyze the processes of identification, emergence and filling of organizational knowledge gaps over an extended period of time, using the strategy in action perspective. Specifically, it aims to explore the nature and types of knowledge gaps, to capture their changes and to shed some light on the processes of filling knowledge gaps.

The study is based on two case studies and adopts a processual approach. It analyses 40 years of data collected using secondary sources and semi-structured interviews over a period of two years and identifies critical organizational events both in retrospect and real time.

The findings show that the two case study companies have identified a number of knowledge gaps over the 40 years period. Changes in the nature and type of knowledge gaps are identified and discussed in detail leading to a new taxonomy of organisational knowledge gaps. The findings report that knowledge gaps emerge due to changes in both exogenous and endogenous conditions over time. The filling of those gaps depends on a number of factors. Among these, the ability to make a distinction between “strategic” and “imposed” knowledge gaps and the ability to build absorptive capacity within a stipulated time frame have a predominant role.

The respondents were asked to look back into the history of their company using their memory of events to provide explanations surrounding critical organizational events. Since some of the respondents had not witnessed all of the events in question, their responses were at times based on hearsay. However, every effort was made to check the authenticity of the respondents ' explanations, such as using a range of sources and discussing the events with respondents at different hierarchical levels of the company.

This study provides examples of knowledge in practice and puts forward a new taxonomy of knowledge gaps which can help managers to deal with imposed and strategic knowledge requirements. Specifically, this study equips managers with tools on how to devise their knowledge strategy, how to identify their knowledge requirements and what are different sources (internal and external) which they can explore to fill those knowledge gaps.

The paper builds on the strategy in practice perspective, which stresses the need for further studies to link theoretical frameworks with practical solutions. In this respect, this paper attempts to make sense of organizational knowledge theory by applying it in real life business situations and by unearthing the concept and usage of knowledge gaps. The use of a retrospective processual approach to study changes in organizational knowledge requirements over time is another interesting aspect of this research. Finally, the paper provides a new taxonomy of organizational knowledge gaps.

The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa.

A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David.

A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage.

Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations.

Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation.

Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective.

This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

The purpose of this paper is to explore barriers to the change management in the public sector of educational institutions such as public schools of the Ministry of Education in the GCC countries. The exploration of the research is based on the ADKAR change management model that consists of five key elements, which are awareness, desire, knowledge, ability and reinforcement. The ADKAR model was used for many reasons, among these reasons is that it allows management to separate the change process into parts, pinpointing where change is failing and addressing that impact point.

Five public schools and employees from the educational directorate were taken as samples in this study. The unit of analysis was the employees, and data on these change drivers were collected from questionnaires and interviews.

The study findings were articulated through strengths and weaknesses. The strengths were the desire to change and networking. The weaknesses were the knowledge element such as the absence of predetermining guideline for the implementation of the system; another observed weakness was in the leader’s authority, where leaders do not have clear definition of authority and responsibility to take a decision; and finally the deficiency in performance appraisal for not being taken on regular basis and the rewarding system for not being linked to performance appraisal.

The information and feedback collected from the questionnaire may not represent all of the facts of the questionnaire subject; therefore, the researchers may have to use an unstructured interview to enhance the quality of information obtained. Due to the long bureaucratic procedures for issuance of permission from the higher research authorities (Scientific Research Directorate) to apply the questionnaire in the Ministry of Education, this took nearly three weeks, which was long considering the time available to end the research and resulted in a significant change in the project schedule.

This study provides an empirical evidence that gives a deep insight about the elements that act as barriers to change in the public sector of educational institutions, as there are certain elements that are tied to the nature and characteristics of the public sector itself that act as barriers to change.

Knowledge development is an essential part of the public sector development scheme. Effective training programs are the most important means to develop knowledge, considering that it has to be properly designed and delivered. Training programs should also be structured in a way that fills the knowledge gaps that exist between the present state and the future state. One useful technique for filling and assessing the gaps between the current state and future state requirements is by writing new job descriptions for employees, which should include details of knowledge and skills needed to perform that role during and after the transition.

The purpose of the article is to investigate the role of talent management and employee psychological contract on employer branding and to develop a pragmatic conceptual model while identifying gaps between core concepts.

The archival method was adopted along with systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has enclosed published research articles between 1960 and 2022 in fields of human resource management (HRM), brand management and psychology. In total, 260 Articles were initially scrutinized, and 230 were systematically reviewed finally to explore core concepts, identify gaps and model development.

This study explored five gaps among key concepts based on systematic review and linked theories, namely, social exchange theory and signaling theory. A conceptual model has been developed to explore the impact of talent management on employer branding with mediating and moderating role of employee psychological contract.

This study is limited to conceptual model development; nevertheless, there is enormous scope for empirically testing the model related to various global contexts in future studies.

The developed conceptual model is a vibrant contribution for future investigations of impact of talent management on employer branding with mediating and moderating role of employee psychological contract in diverse global contexts in wining “war for talent.” This study endows a momentous input to whole frame of HRM knowledge because it discourses significant knowledge gaps amongst relationships and effects of identified variables, which has not been formerly revealed.

Over the past years, many studies have explored the role of knowledge management (KM) in companies. KM is concerned with the measurement of knowledge to manage knowledge efficiently. On the other hand, the intangible nature of knowledge makes its measurement challenging. Furthermore, there is no standardized method to measure knowledge, and it is chiefly measured based on the subjective judgment of researchers. Moreover, New Product Development (NPD) departments in many companies strive to assess their knowledge in terms of company products and knowledge workers. Hence, this study aims to propose a product-based two-phase technique that measures the company knowledge inventory.

In the first phase, the value of knowledge is quantified relative to products, knowledge workers and the entire company using two concepts of knowledge width and depth. Then, a three-dimensional knowledge asset map (knowledge, products and knowledge worker dimensions) is designed to assess and audit knowledge workers. Finally, this technique recruits an integer linear programming model with a cost minimization objective function to optimize the supply of NPD knowledge requirements in the second phase.

This model enables managers to determine what type of knowledge can be supplied by existing knowledge workers, whether within the company or by other external sources.

Among existing knowledge measurement methods, only a few use a product-based measuring technique. However, they fail to offer suitable scenarios for managers' decision-making process and consider cost structures in measurement techniques. Hence, this paper attempts to overcome these drawbacks.

The purpose of this paper is to create a conceptual framework to demonstrate the role of universities as knowledge partners in place branding networks.

This research adopts a case study strategy to explore the perceptions of institutional and community stakeholders in Northamptonshire. The objective is to examine the regional activities and engagement of a single-player university in a peripheral region and explore its potential for widening stakeholder participation. Qualitative data was collected through interviews and focus groups and thematically analysed.

The university played a complementary “partnership” role to other institutional stakeholders, particularly the public sector. As a knowledge partner, the university filled gaps in information (know-what), skills (know-how) and networks (know-who). The last two aspects are potentially unique to the university’s role in place branding networks and require further development.

The conceptual framework demonstrates the potential of a single-player university in a peripheral region to enhance the capabilities and skills of stakeholders in place branding networks and widen stakeholder participation. Future researchers can use the framework to develop recommendations for universities’ role in place branding based on their unique situation.

There has been limited research on how universities participate and influence participation in place branding. The exploration of this topic in the context of a rural, marginalised region is also novel.

The purpose of this paper is to examine how the principles of talent management (TM) can be leveraged to enhance an organization's knowledge management (KM) initiatives.

This paper critically reviews the literature pertaining to the emerging concept of TM and specifically that which focuses on “smart talent management” i.e. the fusion of TM and KM concepts. The authors offer insights as to how TM can benefit KM and then discuss these insights with a focus group of KM practitioners.

The fusion of the two concepts has so far only been considered by human resource scholars who have tended to examine how learnings from the field of KM can be leveraged to advance TM. The authors confront the issue in reverse and identify five KM concerns – identifying key knowledge workers, knowledge creation, knowledge sharing, developing knowledge competencies, and knowledge retention – which they argue can be advanced through the application of TM principles. Their focus group confirms that these KM concerns can benefit from the integration of TM principles, but some more than others.

The fusion of TM and KM has so far only been considered from a HR perspective. This paper examines the fusion of the two concepts from a KM perspective. Five specific KM concerns which can benefit from the integration of a TM approach are detailed and then validated by a focus group of KM practitioners.

The aim of this paper is to show the association which exists among the wide range of knowledge management, knowledge sharing and HRM practices in the knowledge‐intensive firms.

The proposed literature review includes the systematic process of research in the following manner; after identifying the main area of interest, key concepts and words were selected, parameters were set to ensure selection of good quality journals, and availability of articles in full text was also considered.

The study finds that one must keep in view the variable personnel demands and extensive training and development needs of knowledge workers, and highlights the need for attention to be paid to unique scientific practices for managing gold‐collar workers in knowledge‐intensive firms.

The need for further empirical, cross‐case, cross‐cultural and longitudinal studies is highlighted to explore the dimensions of HR practices for managing gold‐collar workers in KIFs.

Perception of gold‐collar workers with reference to the relationship with top managers is discussed through the 30 articles published over the period 2000 to 2006. To manage KIFs, the creation of an original focus on people issues is highlighted. With the help of Chenail's qualitative matrix, the study thematically analyzes the HR antecedents that emerged into four distinctive categories.

The purpose of this paper is to examine the relationships among media exposure, general scientific knowledge and the public’s risk perceptions of bovine spongiform encephalopathy (BSE).

Data for this study are based on a survey of 1,001 South Korean adult consumers (502 females and 499 males). The data were analyzed using SPSS 17.0, and multiple linear regression was performed to examine the relationships between risk perceptions and the types of media channel exposure, as well as between risk perceptions and general scientific knowledge.

Results showed that among the measured socio-demographic characteristics, gender was a significant factor. With regard to the variability of media exposure, individuals who were exposed to more internet news were found to have higher risk perceptions in terms of how BSE could affect themselves, while respondents who were more exposed to social networking sites (SNSs) were concerned about how the disease could affect others.

This study provides additional evidence of the third-person effect in risk perceptions of BSE, filling scientific knowledge gaps. Hence, this study suggests that the types of media channels (internet news, television and SNSs) should be considered as significant predictors of risk perceptions about food hazards related to the health of the consumer and others.