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To propose and evaluate a novel management structure that encourages knowledge sharing across an organization.

The extant literature on the impact of organizational culture and its link to management structure is examined and used to develop a new knowledge sharing management structure. Roadblocks to implementing a new management structure and methods for overcoming these impediments are discussed. The efficacy of the proposed management structure is evaluated empirically by examining its effect on organizations that have implemented portions of the proposed structure.

The foundational ideas behind the proposed knowledge management organizational structure and the structure itself have been implemented in parts at various organizations located both in the USA and internationally. While the full management structure model has not been evaluated, the portions implemented in various organizations have enabled these organizations to assume leading roles in their respective industries.

The proposed knowledge sharing management structure has not been fully implemented under controlled circumstances. The empirical evaluation is performed on portions of the proposed model, thus the full impact of the proposed management structure may well exceed the described benefits and additional structural‐shift roadblocks may limit the realization of the proposed benefits.

The proposed knowledge sharing management structure gives managers a practical way to approach cross organizational knowledge sharing, which is frequently identified as a theoretical benefit of knowledge management. Means for diminishing or circumventing recognized impediments to organizational change are described to further facilitate the implementation of the proposed cross‐organizational knowledge sharing structure.

The proposed knowledge sharing management structure is organized around knowledge‐based teams of knowledge workers, but further extends this concept to include larger knowledge groups to transform an organization into a knowledge‐based organization. If an organization's functional structure can be successfully transformed, then this enables the maximization of competitive advantage realized through knowledge management initiatives, more specifically through knowledge sharing. Upper level management, who are responsible for organizational change are the primary audience, though the principals described may be implemented through a more grass roots approach by lower level management.

Examines the effects of organizational and individual career management on the career success of 120 supervisory managers. A special 35‐item Organization Career Management Scale was developed from a workshop held with ten personnel managers from organizations employing the participants. Significant correlations were obtained between organization career management, as perceived by the subjects, and indicators of career success. The correlations between individual career planning and tactics, and the same indicators of career success, were also significant. Finally, individual career planning and tactics added significantly to the amount of variation in career success explained by organization career management, supporting a “joint responsibility” perspective of career management in organizations. Develops implications of these findings for practice.

Electronic commerce enables organizations to form virtual organizations. Shifting between different linkages of the partners for satisfying a need is the major characteristic of the virtual organization, and meta‐management beyond the individual organizational level must be applied in order to optimize the benefit for the entire organizational network. This paper proposes a meta‐management support system to support the meta‐management in virtual organizations. Object‐oriented organization modeling and virtual value chain analysis are used to implement the proposed meta‐management support system.

In order for a facilities management (FM) organisation to make effective use of the results of performance measurement it must be able to make the transition from measurement to management. It must also be able to anticipate needed changes in the strategic direction of the organisation and have a methodology in place for effecting strategic change. Successful accomplishment of these two tasks represents the foundation of good performance management. This paper explores baselines for moving from performance measurement to performance management and provides a discussion of how the FM performance assessment can be used to manage the FM function effectively.

There have been many approaches to answering the question, “What is management?” This article outlines a further, strategic‐operational approach. The discussion is intended to contribute to the development of a theory of management which managers can use to analyse and improve their individual performance and the performance of their organisations.

The key to effective management in times of tumult is organisation fit — the integration or congruence of the organisation. Tumult increases the need to manage the two major areas of fit more closely — organisation domain and external environment. Fit must be considered with equal emphasis in the short, mid and long term. An on‐going, strategic assessment of organisational fit is needed. The nature of the change process and the change variables must be identified. There are six ways that management can intervene between change variables to enhance their fit and four organisation interfaces which are directed towards adaptation to the external environment. This multi‐level change typology identifies three methods of directly managing organisation fit — intrusion, interface and intervention. These methods are discussed and interventions and interfaces described.

Discusses supply chain management practices, with emphasis on purchasing, in Botswana (a developing country). Focuses on problems facing business operations and how to improve the situation. Presents the views of purchasing personnel from public and private organizations and of students taking purchasing and supply chain management courses. Discovers that purchasing has not been recognized as a profession, which has led to lack of motivation in purchasing sections’ personnel. Further, purchasing policies on external relationships and image are non‐existent in most organizations. Claims that managers need to change their thinking about the purchasing and supply function – to see it as strategic and not clerical; and purchasing and supplies personnel require training in supply chain management.

The purpose of this paper is to analyze the detailed content and research framework of a knowledge management audit, from the view of operation flow based on a cognition summary of knowledge management audit proposed by many scholars and organizations, in order to put forward some references for effective implementation of an organization knowledge management project.

The paper carries out a multi‐perspective analysis of the cognition of knowledge management audit summarizes the similarities and differences between the different viewpoints, also a contrasting analysis on the method proposed by various scholars and organizations from the point of view of flow, and then constructs the conceptive framework of knowledge management audit.

Knowledge management audit is the first important step in a knowledge management project and includes four phases: preparation, analysis, implementation, and summary. Its primary content involves knowledge management environment audit, knowledge property audit, knowledge management ability audit and knowledge management performance audit, and its main modules consist of knowledge demand analysis, knowledge inventory analysis, knowledge map and knowledge flow analysis.

The paper provides a theoretical construction, but has not conducted a case study. In future research development, the framework of the paper will be improved through the case analysis of organization knowledge management practice.

By utilizing the research framework and method of the paper, an organization may understand rapidly the basic content of a knowledge management audit, implement an effective knowledge management audit to help improve organization (including non‐profit organization) performance and implement a knowledge management strategy.

The paper provides a framework for implementing a knowledge management audit.

There is a high degree of uncertainty as to how well organisations are using management development to enhance their strategic performance. This article reports a survey which indicates that most managers believe there is, in reality, considerable scope for improvement in the way their organisations use management development. There appear to be a few organisations which create management development strategies or which lock management development activities into the strategic needs of the business. One solution would be for management development professionals to take a more proactive role than is currently the case in promoting its value.

Most of the 50 largest organizations in Finland have undertaken business process re‐engineering (BPR) projects during the last five years. This study concentrated on business process re‐engineering projects in 21 large Finnish organizations. Of the 21 organizations interviewed, six represent manufacturing industry, seven large public institutions or enterprises, and eight belong to the trade and services sector. The objectives of the study were to shed light on BPR projects in large Finnish organizations in terms of their scope, focus and adopted change management practices. Respectively, a threefold conceptual framework was developed for the study. The findings of the study show that the firms in the trade and services sector have undertaken very comprehensive BPR initiatives. BPR projects in the public sector have been slightly more limited. Manufacturing companies seemed to have the most limited approach to BPR. In change management, all studied organizations identified questions related to change navigation as the most important problem area in the actual management of the BPR projects. On the other hand, management involvement was clearly perceived as the area where the organizations’ capabilities were the strongest. As to the preconditions for a successful BPR project, four major conclusions can be drawn on the basis of the study. First, the broader the projects are in terms of scope and focus, the better the overall results. Second, strong management involvement is a basic requirement for a BPR project to succeed. Third, change navigation is the most critical area of concern, clearly differentiating successful BPR projects from the less successful ones. It is also the area where organizations encounter the greatest problems in BPR project implementation. Fourth, personnel involvement, as well as training and development projects, play a supportive role in BPR and are usually handled quite well in the organizations.