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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…

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

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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

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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

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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

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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

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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…

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

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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;

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

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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…

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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Article
Publication date: 13 July 2018

Behzad Ghasemi and Changiz Valmohammadi

The purpose of this paper is to develop a measurement instrument toward knowledge management (KM) implementation in the Iranian oil industry.

Abstract

Purpose

The purpose of this paper is to develop a measurement instrument toward knowledge management (KM) implementation in the Iranian oil industry.

Design/methodology/approach

Based on an in-depth study of the relevant literature, the critical success factors (CSFs) related to the sub-factors were identified. Then, exploratory and confirmatory factor analysis was used to validate the instrument. Finally, based on the developed instrument, the KM implementation was evaluated in the subsidiaries of the Iranian oil industry.

Findings

The obtained results reveal the 13 factors as follows: human resource management; KM processes; information technology; business strategy; intellectual capital; KM system; executive practices of KM; management information system; culture; partnership and cooperation with business partners; KM road map; leadership commitment and support; and organizational environment.

Research limitations/implications

As this study was conducted in the Iranian oil industry, cautious should be taken regarding the generalizability of the results.

Practical implications

The proposed instrument can help policymakers and top managers of the subsidiaries of Iranian oil industry in successful implementation and measurement of their KM practices.

Originality/value

Identification and measurement of the CSFs of KM implementation through developing a comprehensive instrument in the context of the Iranian oil industry.

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Article
Publication date: 4 April 2016

Kai Wing Chu

Despite the fact that schools should be places where learning occurs, most schools have overlooked the importance of knowledge. In contrast, commercial firms have…

Abstract

Purpose

Despite the fact that schools should be places where learning occurs, most schools have overlooked the importance of knowledge. In contrast, commercial firms have recognized knowledge as a strategic intangible asset and a key resource of the enterprises. Therefore, enterprises have already harnessed knowledge to a great extent with wide practice of knowledge management (KM). The purpose of this paper is to show that KM could be applied to the education sector similar to the practice in the business world for leveraging intellectual assets. This paper examines how schools can kick off the process of KM implementation. This paper also reports what have been done and what should be done in KM implementation better in a school. This can give insights for schools which will try KM in near future.

Design/methodology/approach

The paper uses a case study in a secondary school to explore how KM can be kicked off and sustained in a school setting. A KM system called knowledge base and a document management system called Digital Archive were developed to serve as the infrastructure for knowledge sharing. Lesson study and communities of practice (CoPs) were adopted to be the platforms for knowledge sharing among teachers in the school. A case study of the processes and lesson learned was done in this paper. Multiple sources of data, including observations, questionnaires and interviews, have been collected for evaluation.

Findings

In this paper, KM implementation was found to be effective through dual approaches: information-based and people-/interaction-based approaches. A knowledge base and a Digital Archive as knowledge repositories and lesson study and CoPs as platforms for knowledge sharing have been successfully established to facilitate sharing information/knowledge and nurturing a sharing culture and trust. Challenges faced and the related coping strategies during the process of implementation were shared and reflected. It was also found that building sharing culture is the critical turning point of the process of KM implementation. Breaking through the barrier of sharing was found to be very essential to KM implementation.

Research limitations/implications

This paper adopts case study methodology to report the process of KM implementation in a school. Although these results of the study conducted in one school may not be generalized to other school contexts, the lessons learned in the study will be a strong empirical evidence of research of KM implementation, especially in schools. Because of the limited number of prior studies and the importance of the pioneering work of launching KM implementation, this paper tries to address the research gap by using theory building from cases as a research strategy rather than theory testing research, especially in “how”and“why” in the steps of kicking off KM implementation in an unexplored research area.

Practical implications

This paper shows a case of KM implementation in a school with thoughtful procedures of implementing information-based and people-/interaction-based approaches. The paper is a showcase that will shed light on the processes and lessons learned and also helps to provide a model for schools who are interested in applying KM in their schools.

Social implications

Most people might think that KM can be applied only in commercial sector. This paper shows that KM can also be adopted in schools as well as other sectors.

Originality/value

This paper represents one of the pioneering work of implementing KM in a school. It hopes to make contributions for KM implementation also in the public sector within which are non-profit-making organizations.

Details

Journal of Knowledge Management, vol. 20 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

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