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Based on definition and characteristic analysis, this paper seeks to propose a formation mechanism of knowledge rigidity, which is constituted by the effects of three precipitating factors: time‐effectiveness of knowledge, reinforcing effectiveness, and sunk cost effect in knowledge selection mechanism.

By presenting knowledge time‐effectiveness model, reinforcing effectiveness model, and knowledge selection mechanism, the paper theoretically analyzes firms' rigid behavior of knowledge application. Theories of increasing returns and sunk cost are introduced to explain the formation process of knowledge rigidity in firms. Two cases are presented to analyze the knowledge rigidity in industrial firms basing on the proposed models and mechanism.

First, the lifecycle of knowledge rigidity is dynamically defined by knowledge time‐effectiveness. Second, the degree of rigidity and firm's dependence on specific knowledge are enhanced by reinforcing effectiveness during the process of application. At the end of the life cycle, the sunk cost mainly hinders a firm's decision making to replace ineffective knowledge.

Quantitative research is needed to further explore the formation mechanism of knowledge rigidity and to present operational approaches for practitioners. The proposed models and mechanism are useful for understanding the knowledge rigidity and analyzing its formation mechanism in firms.

This paper provides theoretical support to realize knowledge rigidity in KM practice. Three indicators were proposed to evaluate the rigidity and action suggestions were given to help control knowledge rigidity in firms.

Causal analysis models and a formation mechanism are proposed to show how knowledge rigidity forms.

Due to the scanty of theoretical attempts to link entrepreneurial cognitions to strategic change momentum (SCM) and to explore moderating effects of organizational knowledge structures in the relationship, the purpose of this paper is to examine the relationship between entrepreneurial cognitions and SCM, as well as the moderating effects of organizational knowledge structures by drawing on the institutional theory and resource-based view.

Using analysis of covariance, multivariate analysis of variance, and hierarchical regression analysis, the data of 229 enterprise samples are used to empirically test the hypotheses.

The empirical results indicate that two dimensions of entrepreneurial cognitions, arrangement and willingness cognitions, will positively influence SCM, with organizational knowledge structures as a moderator. Specifically, explicit knowledge decreases the positive relationship between entrepreneurial arrangement cognitions and SCM, and tacit knowledge increases the positive relationship between entrepreneurial arrangement, willingness and ability cognitions and SCM. However, entrepreneurial ability cognitions have no significant effect on SCM, and explicit knowledge does not moderate the relationship between entrepreneurial willingness and ability cognitions and SCM.

From the results of this study, the paper can derive some important managerial implications that entrepreneurs should holistically understand the concept of entrepreneurial cognitions in Chinese context as well as strengthen the innovation of their internal management institutions and consolidate their institutional platforms for improving entrepreneurial cognitive efficacy. Moreover, strategic control ability should be further enhanced for China’s entrepreneurs, and also the dynamic balances during the conversion process between tacit knowledge and explicit knowledge should be promoted so as to optimize the organizational knowledge structures.

By integrating entrepreneurial cognitions, organizational knowledge structures, and SCM into a unified theoretical framework, the paper empirically examines the theoretical problems about the interactions among the three variables involved. The findings can broaden the research perspectives and deepen the research field of strategic change, and also provide managerial implications for cultivating entrepreneurs and optimizing organizational knowledge structures under the context of China.

The growing number of publications on knowledge management (KM) has addressed heterogeneous topics that lack integration and classification. This article closes the classification gap by presenting a classification scheme, providing an integrated overview of KM publications.

The development of the classification scheme follows a multistep approach. By applying a taxonomy development method, the results of a previous content analysis of 4,290 publications were processed to integrate 3,780 keywords into a classification scheme.

The classification scheme consists of 13 main categories and subcategories with six levels of detail. The scheme covers not only KM-specific keywords but also keywords from related disciplines, indicating a strong interdependence with related research domains.

The scheme provides a starting point for ongoing collaboration within the KM community with the aim of improving the classification results and refining the scheme to manifest the core identity.

The scheme is helpful in understanding whether KM implementation activities in organisations are aligned with overall research activities and topics covered by publications.

Developing a scheme based on a prior content analysis turns out to be a unique and innovative approach that has never before been done in the KM domain.

The purpose of this paper is to analyse some mechanical properties and parameters of drapability using different methods from two different points of research area: knowledge bases and numerical modelling using the finite element method.

The approach consists of analysing some mechanical properties and parameters of drapability using different methods from two different points of research area: knowledge bases and numerical modelling using the finite element method. The knowledge bases, named FP_B‐1 and FPO_B‐2, were used to analyse the bending rigidity of fused panels. The numerical model of fused panel NMFP is used to analyse parameters of drapability.

Based on the analyses of bending rigidity and draping of fused panels the conclusions indicate the significance of interaction between mechanical properties and parameters of drapability of the fused panel to garment appearance. Furthermore, the methods used present a computer approach to the study of the fused panel properties important for the computer‐based engineering and the presentation of real behaviour of all aspects of clothes.

This numerical model of a fused panel enables a 3D observation of this aspect of clothes' which is a behaviour, very important contribution to the computer planning of the behaviour of produced clothes.

A better understanding of how to construct fused panels in clothing.

Knowledge management (KM) is associated with higher performance and innovative culture; KM can help the public sector to be fiscally lean and meet diverse stakeholders’ needs. However, hierarchical structures, bureaucratic culture and rigid processes inhibit KM adoption and generate inertia. This study aims to explore the nature and causes of this inertia within the context of the United Arab Emirates (UAE) public sector.

Using an in-depth case study of a UAE public sector organisation, this study explores how organisational inertia can be countered to enable KM adoption. Semi-structured interviews are conducted with 17 top- and middle-level managers from operational, management and strategic levels. Interview data is triangulated with content analysis from multiple sources, including the UAE Government and case organisation documents.

The results show transformation leadership, external factors and organisational culture mediate the negative effect of inertia on KM practices adoption. We find that information technology plays a key role in enabling knowledge creation, access, adoption and sharing. Furthermore, we uncover a virtuous cycle between organisational culture and KM practices adoption in the public sector. In addition, we develop a new model (the relationship between KM practices, organisational inertia, organisational culture, transformational leadership traits and external factors) and four propositions for empirical testing by future researchers. We also present a cross-case comparison of our results with six private/quasi-private sector cases who have implemented KM practices.

Qualitative data is collected from a single case study.

Inertia in a public section is a result of bureaucracy and authority bounded by the rules and regulations. Adopting a qualitative methodology and case study method, the research explores the phenomena of how inertia impacts KM adoption in public sector environments. Our findings reveal the underlying mechanisms of how internal and external organisational factors impact inertia. Internally, supportive organisational culture and transformational leadership traits positively effect KM adoption, which, in turn, has a positive effect on organisational culture to counter organisational inertia. Externally, a progressive national culture, strategy and policy can support a knowledge-based organisation that embraces change. This study develops a new model (interactions between internal and external factors impacting KM practices in the public sector), four propositions and a new two-stage process model for KM adoption in the public sector. We present a case-comparison of how the constructs interact in a public sector as compared to six private/quasi-private sector cases from the literature.

The literature advises managers that under certain conditions developing an entrepreneurial orientation (EO) may lead to superior financial performance. However, little guidance has been forthcoming about how to develop an EO and the impediments that may be encountered. Data collected from senior managers in 120 Canadian firms in the information and communications technology (ICT) sector reveal four sets of capabilities that enhance EO (research, recruiting and retention, building customer relationships, and decision-making processes), and three primary impediments (risk-aversity, complacency, and scarcity of capital or other resources). This study provides practical insight into how firms can develop their EO.

While service scholars see modularisation as balancing the efficiency of standardisation with the value added through customisation the relationships between these concepts are under-theorised. In addition, although information and communication technologies can facilitate all three service strategies, the degree to which they codify service knowledge is not explicitly considered in the extant literature. The purpose of this paper is to develop and validate a model that examines service strategy trajectories by specifically considering the ICTs used and the degree of knowledge codification employed.

This study draws on three qualitative case studies of service departments of firms involved in cardiovascular applications, orthopaedic, spinal and neuroscience product development and information technology support. Data collection involved semi-structured interviews, document analysis and non-participant observation.

Findings show that ICTs were increasingly used to codify both standardised and customised services, though in different ways. For standardised services ICTs codified the service process, making them even more rigid. Due to the dynamic nature of customised services, drawing on experts' tacit knowledge, ICTs codified the possessors of knowledge rather than the service process they undertook. This study also identified a duality between the tacit development of customised services and modular service codification.

The model is validated using case studies from three companies in the medical and information technology sectors limiting its generalisability.

The importance of considering the degree of tacitness or explicitness of service knowledge is important for service codification. The paper provides managers with empirical examples of how ICTs are used to support all three strategies, allows them to identify their current position and indicates possible future trajectories.

The papers main contribution is the development of a model that integrates the literature on service strategies with knowledge management strategies to classify service standardisation, customisation and modularisation in terms of both service orientation and degree of ICT codification.

This paper aims to examine how knowledge transfer between individuals influences performance in product development (PD) organizations and whether this influence is contingent to the degree of novelty in the PD work.

A set of hypotheses describing the relationships between knowledge transfer by codification (KTC), knowledge transfer by personalization (KTP) and performance is developed. It is hypothesized that performance decreases when KTC interacts with novelty, but improves when KTP and novelty interact. Survey‐based data were collected from 287 knowledge workers across 19 PD units of Indian manufacturing companies, and multiple regression analyses were performed to test the hypotheses.

Of the eight hypotheses stated, only one was supported by the data. KTP significantly influences the efficiency of PD work, highlighting the relative importance of personalized, as compared to repository‐based, knowledge transfer to performance. No significant interaction effects of KTC/KTP with novelty were detected.

The findings strongly suggest that PD work can benefit from interpersonal relationships and knowledge exchange, something that requires diligent cultural interventions.

To the best of the authors' knowledge, the contingent effects of novelty on the productivity of inter‐individual knowledge transfer have received little, if any, attention to date. This study helps improve understanding of the nature of knowledge transfer that is best suited where the nature of work involves creativity.

The purpose of this paper is to present a review of literature that establishes the factors affecting the ability of an organisation to absorb and apply knowledge. The review aims to draw from literature on the resource‐based view of the firm, dynamic capabilities, organisational learning, knowledge management and technological innovation. The paper then seeks to present a model of knowledge translation capability synthesised from the literature review.

The model that is synthesised from the literature review draws on three streams of work. First, the work of Dorothy Leonard on technological capability; second, the I‐space model of knowledge assets developed by Max Boisot; and third, other work based in the organisational learning and innovation management literature. The model is illustrated using a case study of an innovation project.

The effective development of a knowledge translation capability requires attention to a network of both formal and informal structures/activities across an organisation. Together these activities constitute a dynamic capability that operates iteratively throughout the whole organisation and are an example of triple‐loop learning processes.

The paper will prove useful to other academics in the area of technological innovation and practising managers who can use the model to evaluate their own organisation's knowledge translation capability.

The advantage of the model presented is that, unlike other discussions of dynamic capability, the link between conceptual level description and real world activities has been made more distinct. By recognising relevant organisational structures and relationships, it becomes possible to takes steps to assess their performance and then manage their improvement.

The purpose of this paper is to develop and empirically test a theoretical framework examining how local network ties and global network ties affect firms’ innovation performance via their absorptive capacities.

The conceptual framework is empirically tested in a field study with multi-source data collected from a sample of 297 manufacturing firms located in four. Manufacturing clusters in the south-eastern Yangtze River Delta of China. Hypotheses were tested with the use of path analysis with maximum likelihood robust estimates through the structural equation modelling approach.

The asymmetry between local network ties (LNT) and global network ties (GNT) in terms of influences on firms’ innovation performance is confirmed by empirical tests. LNT not only significantly and positively contribute to firms’ innovation performance directly but also enhance it indirectly via absorptive capability, whereas GNT exhibit only marginal influence on innovation performance. GNT are shown to boost innovation performance (IP) only indirectly via firms’ absorptive capacities. Knowledge heterogeneity and the difference between domestic and multinational firms’ institutional environment are considered to be the main causes of the asymmetric effects.

While the previous literature either focused on the mediating role of firms’ knowledge absorptive capacities or investigated the effects of social networks separately, this study incorporates both mechanisms into a single analytical framework to better account for the interactions between network effects and absorptive capacities. The results challenge some previous studies positing that GNT are stronger determinants than LNT in shaping a local firm’s innovation capacity in emerging economies, and the findings emphasize the importance of absorptive capacity in helping local enterprises to leverage external linkages to enhance firm’s innovation performance.