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1 – 10 of over 2000Hoda Awada and Moustafa Haj Youssef
This study explores the influence of organizational structure on relationship formation and tacit knowledge sharing within a family business context.
Abstract
Purpose
This study explores the influence of organizational structure on relationship formation and tacit knowledge sharing within a family business context.
Design/methodology/approach
Utilizing a single case study approach, data were collected through interviews and questionnaires from 12 participants at a family-owned advertising and communication firm in Beirut, Lebanon.
Findings
The research highlights the critical role of organizational structure in enhancing organizational effectiveness through knowledge transfer. It underscores how both intraorganizational and interorganizational ties influence knowledge sharing processes and demonstrates the varying impacts of tie strength on tacit knowledge distribution.
Originality/value
This paper contributes to the literature by examining the interdependence between organizational structure, tacit knowledge transfer and tie strength in family businesses. By analyzing these elements across internal and external boundaries, the study offers a fresh perspective on network dynamics. The research highlights that traditional definitions of network ties may not fully capture the unique environment of family firms, where structural nuances impact knowledge sharing and performance. Practically, the findings provide actionable insights for managers to design organizational structures that optimize tacit knowledge flow, fostering innovation and competitiveness. This work challenges existing frameworks and offers guidance for improving knowledge management in family businesses, supporting sustainable growth and success.
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Abdollah Mohammadparst Tabas, Jonathan Mukiza Kansheba and Christina Theodoraki
Prior research has extensively explored the dynamics of knowledge creation and transfer within entrepreneurial ecosystems (EEs). However, the research on knowledge integration…
Abstract
Purpose
Prior research has extensively explored the dynamics of knowledge creation and transfer within entrepreneurial ecosystems (EEs). However, the research on knowledge integration within EEs, particularly by entrepreneurs, remains scant. Garnering and effectively using knowledge in such a dynamic and complex environment can provide entrepreneurs with a valuable asset for gaining a competitive advantage. To address this gap, this study aims to explore how entrepreneurs garner and capitalise on knowledge within the EE environment by using a transactive memory system lens.
Design/methodology/approach
This study is based on 26 semi-structured interviews with different actors and members of the same ecosystem – the northern Finnish health tech ecosystem. The data were analysed using the Gioia methodology.
Findings
This study results found that transactive memory processes (i.e. knowledge specialisation, credibility and coordination) and structures (i.e. differentiated-, shared- and meta-knowledge) influence knowledge organising in EEs.
Originality/value
This study provides a conceptual interplay between the EE and the transactive memory system’s processes and structures.
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The purpose of this paper is to emphasize the needs to understand the barrier and determinant factors in knowledge sharing (KS), to find the common ones and subsequently to build…
Abstract
Purpose
The purpose of this paper is to emphasize the needs to understand the barrier and determinant factors in knowledge sharing (KS), to find the common ones and subsequently to build a general framework that can be referred to in designing a KS tool that addresses the common factors.
Design/methodology/approach
The approach comprises of two major steps which are to survey the past literature to determine the most common barriers and determinant factors from various unique KS domains and to qualify the factor as the common one based on its presence in at least three to five KS domains. The grounded theory is used to analyze the past literature and to perform categorization.
Findings
This paper helps in the summarization of categories and subcategories of barriers and determinants and demonstration on the mapping between them.
Research limitations/implications
This paper has not proved the actual use of the framework in building a KS tool based on the framework.
Practical implications
The common factors are based on at least 60 references of KS implementation such that it is useful for large area of application domains that require building KS tools.
Originality/value
This paper presents the understanding on the common factors and association between the barriers and determinants in building the general framework in which the application of the framework is demonstrated using actor network theory.
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Leadership is key to building a culture of continuous learning within organizations. This study aims to explore the pivotal role of leadership in creating a culture of constant…
Abstract
Purpose
Leadership is key to building a culture of continuous learning within organizations. This study aims to explore the pivotal role of leadership in creating a culture of constant learning within organizations by bibliometric and content analysis. It also introduces propositions and frameworks that emphasize the importance of fostering a growth mindset, encouraging knowledge sharing, promoting learning agility and leveraging technology to support lifelong development.
Design/methodology/approach
Using data from the Web of Science Core Collection, the author performed a complete analysis of publication features, collaboration networks and keywords in the field using VOSviewer software. Furthermore, drawing on social cognitive theory, this paper also presents propositions that integrate key concepts and strategies for fostering a culture of learning.
Findings
The data shows a large increase in publications on leadership and organizational learning, particularly since 2000, indicating an increasing interest and importance in this field. The author proposes leaders who demonstrate a commitment to continuous improvement and invest in learning resources empower their teams to embrace new challenges and explore innovative solutions. By fostering a culture of learning, organizations can enhance employee engagement, foster creativity and innovation and adapt more effectively to changing market dynamics.
Originality/value
This study offers a unique perspective on the role of leadership in driving learning and development initiatives. By implementing the principles, organizations can create a competitive advantage by cultivating a workforce that is agile, resilient and equipped to thrive in an ever-changing world.
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Kevin Ferger and Isabel D.W. Rechberg
This study aims to evaluate the impact of extrinsic, intrinsic and amotivation on an individual’s knowledge-sharing behavior.
Abstract
Purpose
This study aims to evaluate the impact of extrinsic, intrinsic and amotivation on an individual’s knowledge-sharing behavior.
Design/methodology/approach
The authors reviewed the literature on self-determination theory (SDT) as an applied predictor of knowledge-sharing behavior, and documented the extent to which SDT conceptual framework components have been studied in relation to predict knowledge sharing.
Findings
Building from SDT and its sub-theories, this study uncovers a gap in the knowledge-sharing literature as the continuum of the SDT framework has yet to fully be applied to knowledge-sharing behavior.
Originality/value
Contributing to the literature on knowledge management and knowledge sharing, this study is the first, to the best of the authors’ knowledge, of its kind to apply Deci and Ryan’s self-determination continuum, in its entirety, to a knowledge-sharing conceptual framework. The authors thereby address the potential impact of amotivation on an individual’s knowledge-sharing behavior.
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Arindam Mondal and Amit Baran Chakrabarti
Information and communication technologies (ICT) are indispensable tools for Knowledge Management (KM) practices in today’s knowledge-intensive and globally interconnected…
Abstract
Purpose
Information and communication technologies (ICT) are indispensable tools for Knowledge Management (KM) practices in today’s knowledge-intensive and globally interconnected marketplace. This paper seeks to investigate the impact of family ownership on ICT investments in an emerging economy (EE) context.
Design/methodology/approach
This empirical paper uses data from 300 large Indian listed firms with 2,650 observations in the period 2008–2017, to test its hypothesis.
Findings
The results indicate that family firms are not favourably inclined towards ICT investments for formalizing their KM practices. However, under certain contexts, such as higher foreign institutional ownership or business group affiliation, they are more willing to invest in ICT resources.
Practical implications
This study establishes a nuanced understanding of how family firms approach ICT investments and KM practices. This research can help family owners/managers to commit sufficient resources on ICT projects.
Originality/value
Literature on KM has largely emanated from developed countries. This is one of the first papers from an EE context that studies the impact of family ownership on ICT investments and subsequent KM practices. In this way, this paper offers specific insights into the context of Indian family firms and offers some interesting findings that can contribute to the literature, policy and practice.
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Soumendra Narain Bagchi and Rajeev Sharma
This study aims to examine the application of Wardley mapping on developing and implementing an information technology (IT) strategy in a small-scale business. This case study…
Abstract
Purpose
This study aims to examine the application of Wardley mapping on developing and implementing an information technology (IT) strategy in a small-scale business. This case study illustrates the potency of multitier analysis using Wardley mapping technique to explore capability gaps and areas to focus on before undertaking IT projects.
Design/methodology/approach
This study uses a single case of enterprise resource planning implementation and subsequent abandonment in a small-scale manufacturing company.
Findings
This study demonstrates that multitier analysis using Wardley mapping enables a comprehensive examination of organizational capabilities, including a granular analysis of issues that must be managed for successful implementation of an IT project.
Research limitations/implications
While the findings of a single case study offer limited generalizability, this study sets out the approach that can be extended in more complex settings.
Practical implications
The approach to understanding the organizational capabilities required to execute IT projects, or any change management project, offers significant benefits to managers and leaders.
Originality/value
The authors make two distinct contributions: The Wardley mapping technique has emerged as a new tool for understanding business models, particularly in government projects notable in the UK. This study extends its application to the small-scale manufacturing sector. The second contribution is elaborating on multitier analysis, which allows a granular analysis of issues that can impair the IT project implementation, including an assessment of the organizational capabilities required to deliver a successful project.
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This study aims to examine the underlying process through which learning organization culture positively influences knowledge sharing. It specifically explored the mediating role…
Abstract
Purpose
This study aims to examine the underlying process through which learning organization culture positively influences knowledge sharing. It specifically explored the mediating role of social capital, underscoring its critical impact on enhancing both knowledge sharing and fostering learning organization culture.
Design/methodology/approach
To test the proposed hypotheses, structural equation modeling (SEM) analysis was conducted with a sample of 231 employees from a manufacturing firm in South Korea.
Findings
The results of this study indicate significant direct effects of learning organization culture on social capital. Also, social capital indicates a positive effect on knowledge sharing. Although learning organization culture had no direct effect on knowledge sharing, it indirectly affected learning organization culture and knowledge sharing by mediating social capital.
Practical implications
This study proposes that a learning organization culture will be interconnected with social capital and knowledge sharing. Organizations that can effectively harness the wealth of knowledge unlocked by social capital, and subsequently integrate this knowledge into their activities, are poised for competitive advantage.
Originality/value
First, this study places a special emphasis on the mediating role of social capital between learning organization culture and knowledge sharing. Despite extensive research exploring diverse knowledge-sharing factors (Wang and Noe, 2010), it is plausible that examining social capital as a mediator could offer insights for facilitating knowledge sharing through its structural, relational and cognitive dimensions. Second, while a plethora of literature examines knowledge sharing, this study also seeks to unravel the multifaceted pathways through which the learning organization culture influences knowledge sharing and how these processes could be optimized in organizations.
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Hanna Lee and Ki-Hyun Um
This paper aims to explore how the effect of knowledge sharing through mergers and acquisitions (M&As) on new product development (NPD) performance is contingent upon two…
Abstract
Purpose
This paper aims to explore how the effect of knowledge sharing through mergers and acquisitions (M&As) on new product development (NPD) performance is contingent upon two different types of control mechanisms: behavior control and outcome control.
Design/methodology/approach
Leveraging the theory from transaction cost economics, this study provides answers regarding the roles of behavior and outcome controls. The hypotheses were tested empirically across a sample of 143 UK cross-border M&A firms.
Findings
The results provide the increasing call for an integrative perspective and theory in the M&A literature in that knowledge sharing through M&As is deemed decisive for NPD performance, and while both control mechanisms are effective, behavior control is more effective in enhancing NPD performance than outcome control.
Originality/value
The relevant M&A studies lack insights into the use of control mechanisms as a way to monitor the target firm’s behavior and performance and reduce the risk of its opportunistic behavior. Appreciating the need for M&A literature that elaborates control strategy and structure, this study incorporates behavior control and outcome control into M&A mechanisms.
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In today’s rapidly evolving business landscape, innovation is the cornerstone for every organization. Knowledge management (KM) is crucial for developing sustainable competitive…
Abstract
Purpose
In today’s rapidly evolving business landscape, innovation is the cornerstone for every organization. Knowledge management (KM) is crucial for developing sustainable competitive advantage by fostering innovation. This study aims to identify the key drivers of KM in the context of digital transformation through qualitative research.
Design/methodology/approach
This study employs a qualitative approach based on in-depth interviews with senior KM officers, including chief knowledge officers and directors who spearhead KM in their respective organizations. This research identifies four key dimensions, shedding new light on the drivers of KM in the context of digital transformation.
Findings
This study’s findings reveal that the integration of important drivers from the lens of social-technical system (STS) theory is categorized into the four dimensions of KM, namely, motivation, technology, people interaction and organizational drivers. These factors jointly impact and design the effectiveness of KM in the digital age.
Originality/value
This study makes a unique contribution to the field of digital transformation. It presents a conceptual framework from the lens of the STS theory that encompasses four critical dimensions of KM: motivation, technology, people interaction and organizational dimensions, each with sub-codes. This framework can be utilized by practitioners and scholars alike.
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