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Article
Publication date: 29 April 2022

Jianyu Zhao, Jiang Wei, Lean Yu and Xi Xi

The purpose of this paper is to provide new insights for managing knowledge reuse in terms of the duality of innovator personality. Continuously developing new products is…

Abstract

Purpose

The purpose of this paper is to provide new insights for managing knowledge reuse in terms of the duality of innovator personality. Continuously developing new products is crucial for firms to maintain and enhance their competitive advantages. However, the limited and highly specialized knowledge can cause innovators of firms to face difficulties in the process of new product development (NPD). In this setting, knowledge reuse becomes a solution that may benefit innovators to overcome the innovation dilemma. Given the fact that innovators with different personality are likely to form incongruent cognitions and affection on knowledge reuse, thus subsequently affecting the performance of NPD, there is an urgent need to investigate the effects of innovator personality in the entire process of knowledge reuse.

Design/methodology/approach

This paper exploits five-factor model (FFM) of personality to comprehensively investigate the dual effects of innovator personality in managing knowledge reuse based on the two distinct sets of knowledge reuse initiation and implementation.

Findings

By using the data from 981 innovators of knowledge-intensive firms in China, this study finds that the FFM traits of conscientiousness and agreeableness had opposing effects on initiation and implementation of knowledge reuse. While the FFM traits of emotional stability and openness to experience both positively affect the knowledge reuse initiation and implementation. Moreover, the FFM traits of extraversion benefit the shaping of knowledge reuse initiation whereas encumbering the implementation of knowledge reuse.

Originality/value

First, this study reveals the different roles of cognitive and affective traits of personality in shaping knowledge reuse. Second, this study exposes the role of innovator personality in determining the performance effects of knowledge reuse implementation. Third, this study highlights the dual effects of innovator personality in managing knowledge reuse. This study offers evidence for arranging the innovators with appropriate FFM traits in various stages of knowledge reuse.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 14 August 2017

Uchitha Jayawickrama, Shaofeng Liu and Melanie Hudson Smith

Knowledge management is crucial for enterprise resource planning (ERP) systems implementation in real industrial environments, but this is a highly demanding task. The…

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Abstract

Purpose

Knowledge management is crucial for enterprise resource planning (ERP) systems implementation in real industrial environments, but this is a highly demanding task. The purpose of this paper is to examine the effectiveness of knowledge identification, categorisation and prioritisation that contributes to achieving ERP implementation success.

Design/methodology/approach

This study adopts a mixed methods approach; a qualitative phase to identify and categorise knowledge types and sub-types; conducting in-depth interviews with ERP clients and implementation partners; plus a quantitative phase to prioritise knowledge types and sub-types based on their contribution to achieving ERP success for business performance improvement. An analytic hierarchy process-based questionnaire was used to collect empirical data for the quantitative phase.

Findings

This study has been able to identify, categorise and rank various types of ERP-related knowledge based on in-depth interviews and survey responses from both ERP clients and implementation partners. In total, 4 knowledge types and 21 sub-types were ranked based on their contribution to achieving ERP success; 4 variables of information quality, systems quality, individual impact and organisational impact were used to measure ERP success.

Originality/value

The empirical findings demonstrate exactly what kinds of knowledge need to be managed, enabling knowledge prioritisation when a client organisation or an implementation partner steps into an ERP implementation, in a real industrial environment.

Details

Industrial Management & Data Systems, vol. 117 no. 7
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 15 October 2021

Subhasish Dutta and J. Ajith Kumar

Previous research has investigated knowledge transfer and the external consultant's role in it, during enterprise resource planning (ERP) implementation. In this study…

Abstract

Purpose

Previous research has investigated knowledge transfer and the external consultant's role in it, during enterprise resource planning (ERP) implementation. In this study, the authors explore the processes through which knowledge creation happens during ERP implementation and how external consultants help operationalize the same.

Design/methodology/approach

The authors engaged the SECI model of the theory of organizational knowledge creation and conducted an interpretive study that interviewed 14 ERP implementation experts in India. The interviews were transcribed and then analyzed using the ATLAS.ti package.

Findings

The findings reveal fine insights into how knowledge creation takes place during ERP implementation through the four modes of knowledge conversion – socialization (S), externalization (E), combination (C) and internalization (I). The external consultants aid in operationalizing this knowledge creation process through five types of knowledge-related activities: (I) importing external knowledge, (D) discovering internal knowledge, (E) extricating confined knowledge, (A) activating flows of knowledge and (S) solving problems using knowledge. These activities can be represented by the acronym, I-D-E-A-S.

Originality/value

The study makes two overarching contributions: (1) offering an interpretation and description of ERP implementation as a knowledge creation process and (2) extending the understanding of the external consultants' role during ERP implementation to include new knowledge creation.

Details

Business Process Management Journal, vol. 28 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 12 September 2016

Alejandra Marin, Jason Cordier and Tahir Hameed

The purpose of this paper is to look at the actions autonomous knowledge workers perform to implement formalized knowledge strategies as part of an accreditation.

Abstract

Purpose

The purpose of this paper is to look at the actions autonomous knowledge workers perform to implement formalized knowledge strategies as part of an accreditation.

Design/methodology/approach

Using a strategy-as-practice framework, this paper follows a qualitative approach to study the implementation of a standard in a business school. The data collection was carried out over a 14-month period, with access to interviews, observations, meetings minutes and other institutional information.

Findings

Even though faculty members received similar information, the standard was implemented in different and conflicting ways. Three themes explain these differences: different approaches to ambiguous knowledge management practices, enablers and inhibitors of knowledge sharing and different conceptions of continuous improvement.

Research limitations/implications

As this was a single case, findings are not broadly generalizable. The research is based on rich data over a prolonged period, albeit in a very specific setting where unique actor and structural characteristics are not generally representative of the wider business and organizational environment. The nature of the university setting is quite unique. Although possible links to other fields which share some specific similarities with universities are provided, the contextual limitations are acknowledged. Accordingly, the work is presented as a basis for future enquiry when investigating implementation, especially activity-based research within knowledge-intensive organizations.

Practical implications

This paper provides a deep analysis of the actions knowledge workers perform when implementing standards promoted by organizational directives. It exposes tensions and conflicts among knowledge workers when implementing a standard. Our model is the basis for insights on how managers can balance the tensions of creative change and stable structure.

Originality/value

This paper describes how ambiguity and human interactions can reveal a deeper understanding of the different stages of standards implementation. It provides a model that uses the level of ambiguity and structure to explain how knowledge workers interacted in groups and as a whole can implement Assurance of Learning.

Details

Journal of Knowledge Management, vol. 20 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 15 January 2019

Juanqiong Gou, Nan Li, Tete Lyu, Xiyan Lyu and Zuopeng Zhang

As the dynamics of the external environment of the enterprise continue to increase, the support of information systems for organizational agility becomes increasingly…

Abstract

Purpose

As the dynamics of the external environment of the enterprise continue to increase, the support of information systems for organizational agility becomes increasingly important. Collaborative Management System (CMS) is a new type of information system that can cope with the dynamic changes of the organization. Effective knowledge transfer is the core of the system implementation. The purpose of this study is to explore the knowledge transfer barriers faced by CMS in its implementation process.

Design/methodology/approach

Through field interviews with a representative CMS provider, this paper summarizes the barriers of knowledge transfer during CMS implementation into three aspects.

Findings

Based on the innovative measures taken by the company and relevant literature, the corresponding mitigating strategies are proposed.

Originality/value

The findings enrich the implementation methodology of agile information systems by exploring the knowledge transfer problem from a novel context. The study also provides a reference for practical implementation to overcome the dilemma of knowledge transfer.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 49 no. 1
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 12 September 2016

Steve Gillard, Rhiannon Foster and Constantina Papoulias

Patient and public involvement (PPI) is increasingly central to the delivery of health services research. However, it has proved challenging to evaluate the impact of PPI…

Abstract

Purpose

Patient and public involvement (PPI) is increasingly central to the delivery of health services research. However, it has proved challenging to evaluate the impact of PPI on the implementation of research into clinical practice and health service delivery. The purpose of this paper is to develop and test a conceptual model explaining how PPI in the research process might impact on implementation.

Design/methodology/approach

A scoping review of knowledge translation and implementation science literature was performed to develop a conceptual model of the impact of PPI in research on implementation. A retrospective case study of a research project was used to illustrate the model.

Findings

The authors identified five domains in which PPI can impact on the implementation of research into practice. The review demonstrated that successful implementation depends on developing relational models of knowledge production, valuing experiential knowledge, engaging in collaborative practice, making use of knowledge brokers or tools for knowledge facilitation and embedding these factors into the implementation context. In the case study the authors were able to find examples that illustrated each of the five domains of the model.

Originality/value

The paper builds on existing endeavour to evaluate the impact of PPI in research, demonstrating that it is possible to model, conceptually, the processes whereby PPI in research might impact on practice and service delivery. By illustrating those processes through the exemplar case the authors also demonstrate the potential for the model to be “operationalised”, allowing the impacts, on practice, of PPI in research to be systematically and directly evidenced.

Details

The Journal of Mental Health Training, Education and Practice, vol. 11 no. 4
Type: Research Article
ISSN: 1755-6228

Keywords

Article
Publication date: 9 July 2019

Rofiaty Rofiaty

The influence of entrepreneurial orientation and knowledge management on innovation, the influence of knowledge management on the implementation of strategies and the…

Abstract

Purpose

The influence of entrepreneurial orientation and knowledge management on innovation, the influence of knowledge management on the implementation of strategies and the influence of entrepreneurial orientation, knowledge management, innovation, implementation of strategies to organizational performance, where the organization referred to is an Islamic boarding school.

Design/methodology/approach

This research applied quantitative causal design and was an explanatory research. It was conducted at an Islamic boarding school in Malang in the period of April to December 2017. The population of this study included the managers of the pesantren, teachers and employee representatives making strategic decisions. The unit of analysis in this study consisted of Pondok Pesantren Ar Rohmah Putra, Pondok Pesantren Ar Rohmah Putri, Pondok Pesantren Al Izzah, Tazkiyah IIBS, Pondok Pesantren Darul Maghfirroh, Pondok Pesantren An Nur Putra, Pondok Pesantren An Nur Putri, PSBB MAN 3 Malang, Pondok Pesantren Ar Rifa’i Putra and Pondok Pesantren Ar Rifa’i Putri.

Findings

First, entrepreneurial orientation and knowledge management have a significant and positive impact on the improvement of innovation. This means that the higher the entrepreneurial orientation and knowledge management by Islamic boarding schools, the better the innovation in business competitiveness. Second, knowledge management positively affects the strategy implementation. This means the better the knowledge management, the better the strategy implementation of within the framework of business competitiveness of Islamic boarding schools. Third, entrepreneurial orientation, knowledge management and strategy implementation have a significant effect on the improvement of performance of Islamic boarding schools. The higher the entrepreneurial orientation, knowledge management and strategy implementation, the better will be the performance of Islamic boarding schools.

Originality/value

This study is one of the few studies that examine the influence of entrepreneurial orientation, knowledge management on innovation, implementation of strategies and the impact on organizational performance.

Details

Journal of Modelling in Management, vol. 14 no. 3
Type: Research Article
ISSN: 1746-5664

Keywords

Article
Publication date: 12 September 2016

Kai-wing Chu

This paper aims to explore the influence of a principal’s leadership in kicking off knowledge management (KM) implementation and the following KM processes in the school…

1297

Abstract

Purpose

This paper aims to explore the influence of a principal’s leadership in kicking off knowledge management (KM) implementation and the following KM processes in the school. The author tries to propose a model of knowledge leadership for principals to adopt at the beginning of KM journey and during the process of KM implementation. The paper shares the lessons learned during the process of implementation: what he has done and what should be improved. Thus, this paper can provide a model for school principals to implement KM in their schools. This paper also sheds light for KM researchers about the issue of leadership during KM implementation.

Design/methodology/approach

The study uses an action research (AR) to explore how the principal’s leadership can enhance KM implementation in a school environment and evaluates the effectiveness of the knowledge leadership framework for KM implementation in a school setting. An insider AR methodology was adopted to study and reflect on the processes of KM implementation and lessons learned. Multiple data sources, including observations, questionnaires and interviews, have been collected for evaluation.

Findings

In this study, the principal kicked off KM in the school. It was found that KM “cannot” be implemented without the principal’s effective knowledge leadership. If there was only little KM leadership, such as the leadership in Stage 1, the launching of KM was found to be difficult. After awareness of the need of strengthening leadership in Stage 2, the principal exercised stronger leadership in pushing the KM process further, and the school had more obvious KM outcomes. Therefore, this study proves that leadership is essential for KM implementation, especially at the beginning of the KM processes. The principal acted as the knowledge leader with the roles of the knowledge vision builder, knowledge enabler builder and knowledge role model. The roles of knowledge leadership are found to be potent and critical for the process of KM implementation to facilitate sharing information/knowledge and nurturing a sharing culture and trust. In this study, the principal kicked off KM in the school. It was found that KM “cannot” be implemented without the principal’s effective knowledge leadership. If there was only little KM leadership, such as the leadership in Stage 1, launching KM was found to be difficult. After awareness of the need of strengthening leadership in Stage 2, the principal exercised stronger leadership in pushing the KM process further, and the school had more obvious KM outcomes. Therefore, this study proves that leadership is essential for KM implementation, especially at the beginning of the KM processes. The principal acted as the knowledge leader with the roles of knowledge vision builder, knowledge enabler builder and knowledge role model. The roles of knowledge leadership are found to be potent and critical for the process of KM implementation to facilitate sharing information/knowledge and nurturing a sharing culture and trust.

Research limitations/implications

Although the results of the study conducted in one school may not be generalized to other school contexts, the lessons learned in the study might be a reference to other schools for their future development. Because of his unique position as the principal in the researched school, the researcher adopted an insider approach generating value for investigation of KM implementation in this study, as there were multiple mediating processes through which leaders could influence school functioning, and, hence, knowledge sharing or other issues in KM implementation.

Practical implications

This study could contribute toward KM implementation in the public sector, especially in schools. Moreover, the approaches, the strategies, the processes and the challenges the principal and the school faced can shed light on practice and research for further KM implementation. In addition, although leadership has been commonly regarded as an important factor in KM implementation, few studies have explored the impact of leadership during the KM process. With the principal’s leadership as the main component, this study is important for an analysis of the role of leadership during the process. The framework of knowledge leadership adopted in this study has been tried and evaluated to be applicable and necessary for KM implementation in a school environment.

Social implications

Most people might think that KM can be applied only in the commercial sector. This study shows that KM can also be adopted in schools and in other sectors. Moreover, it shows that the principal’s leadership was the key driver for KM implementation. The principal’s leadership with clear direction and thoughtful procedures of implementing may be a showcase for the leaders in other sectors.

Originality/value

Fullan (2002) mentions the essence of KM in schools, the importance of principals’ leadership in the promotion of KM in schools, the moral purpose and knowledge sharing and leadership and sustainability, but he does not provide any practical suggestion for how principals can become knowledge leaders. Therefore, this paper hopes to further propose a model to show how to help a principal transform into a knowledge leader to overcome barriers and difficulties in kicking off KM at the beginning of their KM journey and during the process of KM implementation.

Details

Journal of Knowledge Management, vol. 20 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 30 October 2007

Chin Wei Chong, Siong Choy Chong and Kuan Yew Wong

This purpose of this paper is to assess the perceived importance and actual implementation of four knowledge management (KM) strategies, i.e. culture; leadership;

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Abstract

Purpose

This purpose of this paper is to assess the perceived importance and actual implementation of four knowledge management (KM) strategies, i.e. culture; leadership; information technology; and measurement, in the Malaysian telecommunication industry.

Design/methodology/approach

Data were collected from 289 telecommunication organizations in Malaysia and analyzed using indices and parametric statistics.

Findings

The paired t‐test results show significant differences among all the KM strategies in terms of their importance and actual implementation. Strategies such as technology, culture and leadership are moderately implemented, with measurement being the least implemented factor.

Research limitations/implications

This paper focuses on KM implementation rather than on learning and knowledge utilization.

Practical implications

Malaysian telecommunication organizations should give equal attention to the implementation of all the four KM strategies. They need to have proper planning and overcome any problem or difficulty for the four KM strategies to be implemented smoothly, and subsequently narrow the gaps between the perceived importance and actual implementation of these strategies. Such viable practice will significantly help the government of Malaysia to achieve the K‐Economy status and Vision 2020.

Originality/value

This study is perhaps one of the first to empirically investigate and compare the perceived importance and actual implementation of the four KM strategies in the Malaysian telecommunication industry.

Details

VINE, vol. 37 no. 4
Type: Research Article
ISSN: 0305-5728

Keywords

Article
Publication date: 24 August 2018

Ing-Long Wu and Ya-Ping Hu

Knowledge-based organizations is a new paradigm for business. Knowledge management (KM) is important for supporting core business processes. This paper aims to define an…

1609

Abstract

Purpose

Knowledge-based organizations is a new paradigm for business. Knowledge management (KM) is important for supporting core business processes. This paper aims to define an open innovation (OI)-driven KM implementation for effectively executing the support.

Design/methodology/approach

KM is important for supporting organizational innovation. OI plays a critical determinant role in defining the design of KM for effectively supporting OI. Further, the final goal of KM is to reach the success of OI-based KM implementation. A model is thus proposed for connecting OI as a driver to a design of KM and, in turn, KM implementation. Survey is conducted to collect data. Partial least squares is used for analysis.

Findings

The three processes of OI partially present significant impact on the design of KM process and, in turn, a noticeable achievement of KM implementation. The two KM processes indicate an interaction effect for reinforcement mutually. The findings provide rich evidence into the argument that OI-based KM implementation through the mediator of the design of KM process is important for a successful KM in organizations.

Practical/implications

While OI is a phenomenon that has increasingly become critical for the contemporary business, the design of KM mechanism needs to be adapted from the choice of OI process for guaranteeing the success of KM implementation.

Originality/value

Extant theories did not provide such an approach to develop an effective KM implementation in terms of the important management concept, OI, in organizations. This model empirically demonstrates its capability to work on this issue.

Details

Journal of Knowledge Management, vol. 22 no. 8
Type: Research Article
ISSN: 1367-3270

Keywords

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