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This study aimed to identify a model investigating effects of organizational characteristics on COP activity, and to compare the model in different social contexts to broaden the understanding of COP implementation. In addition, this study was intended to address an ecological fallacy committed in the prior studies so as to carry out a theoretically and methodologically rigorous comparative study of COP implementation between South Korea and the USA.

Unlike prior studies, which utilized direct measures of organizational characteristics, this study analyzed data on police officers' perceptions on organizational characteristics to investigate COP activities among police officers. For data collection, this study utilized an organizational survey developed by the School of Criminal Justice, Michigan State University and collected data from 206 police officers in South Korea and 231 police officers in the USA. Structural equation modeling was used to identify the best fitting model to the combined data set, and multiple group analysis was performed to compare the model in both countries. For direct comparison and test of comparability, this study used matching for sampling and multiple group analysis method of SEM.

Findings indicated that both organizational flexibility and decentralization were important factors influencing COP activity in the USA, but decentralization of authority was the only important factor affecting COP activity in South Korea. Also, it was found that organizational philosophy had greater influence on organizational structure in the USA than in South Korea. In both countries, decentralization influenced feedback mechanism, but feedback mechanism did not influence COP activity. Likewise, flexibility influenced reward system, but the system did not influence COP activity in both countries.

Although this study utilized matching and multiple group analysis for comparison between two countries, it may be possible that direct comparison regarding police organization would be difficult due to unmeasured aspects of organizational contexts.

Although many studies have been conducted to investigate effects of organizational factors on COP implementation, there has been a lack of study in South Korea. In addition, there is a vacuum of empirical study on comparison across different countries regarding the factors. In this sense, this study produced important comparative knowledge on COP implementation.

Based on impression management theory, the authors ask how marketing activities build organizational reputation and examine the mediating mechanisms of desired impressions, and the moderating impact of national culture. Specifically, and in the context of higher education (HE) institutions, the authors examine the influence of relational marketing and traditional advertising on organizational reputation through the mediation of desired impressions (e.g. quality of learning, career prospects and extracurricular activities) across countries and specify the moderation role of cultural variables.

This study estimates empirical models using a survey data set comprising 1,890 student responses from 10 universities in 8 countries. The authors use confirmatory factor analysis (CFA) and measurement invariance models, as well as ordinary least squares with robust standard errors to test the hypotheses.

The results indicate that marketing activities affect organizational reputation through the mediation of desired impressions in line with our theoretical reasoning. Specifically, the results show that (1) relational marketing has direct and indirect effects on organizational reputation; (2) relational marketing has a higher influence on organizational reputation in countries with lower individualism and lower masculinity scores; (3) quality of learning mediates the relationship between traditional advertising and organizational reputation; (4) quality of learning also mediates the association between relational marketing and organizational reputation; (5) career prospects mediate the relationship between relational marketing and organizational reputation; (6) traditional advertising does not have a direct but only an indirect effect on organizational reputation; and (7) these findings are net of the effect of respondents', universities', and countries' characteristics.

The findings contribute to the body of knowledge on the antecedents of organizational reputation, from an international marketing perspective. The results extend the impression management by integrating constructs that have been studied independently into a cohesive framework that links marketing activities, desired impressions and organizational reputation. With the study, impression management theory provides a framework to study the impact of marketing activities on organizational reputation not only in domestic but also in international markets.

By asking the target market about the importance of different marketing activities, their expectations of the organization and its reputation, HE administrators can employ the model proposed in this study to assess the relevant marketing strategies that will drive desired impressions which in turn will influence reputation.

While there are studies that focus on the impact of several constructs on organizational reputation in an international context, it is striking to observe that extant research is silent on how (via what mediating mechanisms) marketing activities work as an antecedent of organizational reputation. To address this gap, we examine marketing activities as antecedents of organizational reputation in an international, cross-country context, and specify the moderation role of cultural variables.

The purpose of this paper is to focus on the interaction process between organizations of a knowledge network as a means to promote learning. In particular, the authors aim to answer the following research questions: how do dyadic and network relationships contribute to inter-organizational creation and transfer of knowledge? More specifically, which joint activities between organizations facilitate inter-organizational learning within a knowledge network? That is, the authors are interested in the relationship processes for inter-organisational learning, aiming to identify and understand the joint activities through which organizations within an institutional network generate and transfer knowledge.

Aiming at studying how six institutional actors generate and transfer knowledge, the existing dyadic relationships between a focal actor (a technological center of the textile and clothing industry – CITEVE) and each one of the other five institutional actors were studied. In the study of this knowledge network the authors analyzed several documental sources and carried out 19 interviews.

This study shows how dyadic and network relationships contribute to inter-organisational creation and transfer of knowledge. It assesses several joint activities through which organizations in the studied network learn with each other and compares the five dyadic relationships in terms of their distinctive features. Through the cooperative effort based on joint activities between actors, the studied network generates complementary and multidisciplinary knowledge aiming to promote network learning of the studied organizations. Management implications and suggestions for further research on network learning are discussed.

This paper adds to the literature on network learning and management by empirically illustrating how a network of organizations in a given industry contributes to knowledge generation. It is an original contribution because, first, it allows a better understanding of how organizations of a knowledge network interact and contribute for network learning. In particular, the paper identifies a large number of joint activities for inter-organizational learning in the context of a traditional industry. Second, the research shows empirically how such interaction and learning occur in practice within a network context that comprises only institutional actors.

Although most of the literature supports the existence of a substitutive relationship between exploration and exploitation, some authors suggest that this relationship is complementary (ambidexterity), and others argue that there is no relationship. This paper aims to introduce organizational innovation into the analysis and discusses which of these three relationships prevails.

Analyses were performed using data from Spanish Technological Innovation Panel for the period 2008-2013. It should be emphasized that the use of panel data is essential in the analysis of the interaction of exploration and exploitation, as exploration only makes sense in the long run. Econometric strategy uses a two-stage selection model, estimated using the Wooldridge’s (1995) consistent estimator for panel data with sample selection. To perform the test, the hypothesis uses the approach of complementarity.

The results show that the relationships exploration-organizational innovation and exploitation-organizational innovation are complementary, provided that the analysis is performed on companies that simultaneously carry out exploration and exploitation activities, respectively. This indicates that the achievement of ambidexterity is strongly conditioned by the simultaneous realization of organizational innovations.

Managers and policymakers should be aware that the simultaneous implementation of exploration and exploitation yields better results when the corresponding organizational innovations are also implemented.

This paper extends the empirical investigation of the relationship between exploration and exploitation, seen in conjunction with organizational innovation, and using the complementarity approach as a research tool.

One of the major issues faced by academic health science centers (AHSCs) is the need for mechanisms to foster the integration of research, clinical, and educational activities to achieve the vision of evidence-informed decision making (EIDM) and optimal client care. The paper aims to discuss this issue.

This paper synthesizes literature on organizational learning and collaboration, evidence-informed organizational decision making, and learning-based organizations to derive insights concerning the nature of effective workplace learning in AHSCs.

An evidence-informed model of collaborative workplace learning is proposed to aid the alignment of research, clinical, and educational functions in AHSCs. The model articulates relationships among AHSC academic functions and sub-functions, cross-functional activities, and collaborative learning processes, emphasizing the importance of cross-functional activities in enhancing collaborative learning processes and optimizing EIDM and client care. Cross-functional activities involving clinicians, researchers, and educators are hypothesized to be a primary vehicle for integration, supported by a learning-oriented workplace culture. These activities are distinct from interprofessional teams, which are clinical in nature. Four collaborative learning processes are specified that are enhanced in cross-functional activities or teamwork: co-constructing meaning, co-learning, co-producing knowledge, and co-using knowledge.

The model provides an aspirational vision and insight into the importance of cross-functional activities in enhancing workplace learning. The paper discusses the conceptual and empirical basis to the model, its contributions and limitations, and implications for AHSCs.

The model’s potential utility for health care is discussed, with implications for organizational culture and the promotion of cross-functional activities.

This study seeks to explore factors affecting the implementation of knowledge activities, which are the organizational culture which many knowledge management programs adopt. The main problem under investigation is to assess the importance of organizational culture within an enterprise and to ascertain how it can ensure that knowledge activities would continue to be fitting and proper in an enterprise.

An empirical survey was conducted in 154 Taiwanese companies to investigate understanding of the organizational cultures, determine enablers and barriers to implement knowledge activities.

It is suggested that enterprises should adopt an entrepreneurial culture when establishing knowledge activities.

Since it was a mass mailing of a somewhat lengthy, blind survey to busy managers, the response rate was believed to be low. Even so, because of the low response rate, the generalized nature of these finds is somewhat in question, and it is important that the study be replicated in Taiwan.

The awareness of the external versus internal focus of the organizations will make the organization more or less aware of adoptions in organizational culture efforts and either more or less conducive to implementing knowledge activities.

This study points out the need for the consideration of culture when knowledge activities are implemented that may be incompatible with the existing culture. Such organizations can benefit from understanding culture's role in knowledge activities implementation.

This paper examines activity‐based costing (ABC) as a tool for organizational learning. More specifically, it is suggested that ABC can help business organizations engage in adaptive as well as generative learning. ABC facilitates adaptive learning by supporting continuous improvement and the management of existing knowledge. It facilitates generative learning by supporting the development of a learning culture and the social context in which new mental models can be developed. Important guidelines for implementing ABC to enhance organizational learning are distilled from a mini case study of a health care services provider.

The role of engineering asset management (AM) system as a controlling element within organizations is not well defined or understood. The purpose of this paper is to include the role of AM in the organizational strategy making, an issue that has not received sufficient attention. The focus of the paper is on how such role is maintained by the AM system activities, relationships and mechanisms over the asset-related activities of an organization.

As an approach, a reference framework is required that allows research of this area. By combining a number of possible views of an organizational management system a comprehensive view can be established. A review of literature was used to establish a framework identifying the AM system as an integrated part of the organization's management system.

A framework is established that focuses on planning and controlling asset-related activities by involving a set of activities, relationships between these activities and feedback mechanisms. A system functional model is proposed integrating the established framework as part of the control of the enterprise system.

The framework and system functional model are established on a theoretical basis and practical experience requiring applicability to be proven by further research.

Asset managers in capital intensive organizations can utilize the framework and the system functional model in order to study their AM system, its relationships and to consider how it may be improved.

Exploring a holistic and relatively new concept.

The purpose of this paper is to discover a three-step process for building contextual ambidexterity into inter-organizational IT-enabled service processes through developmental interventions.

A longitudinal action research project was conducted. The empirical study consisted of three consecutive developmental interventions to support the collaborative development effort of an IT company and its customer network to efficiently serve their present and future customers. The data consists of process modeling and simulation workshop discussions, interviews, observation, and archival data. The development effort was studied for over a year.

The study shows that the three developmental interventions acted as a process for balancing the exploration-exploitation tension in inter-organizational service processes. The sequential interventions facilitated the studied organizations in crossing the inter-organizational knowledge boundaries and creating shared domain knowledge, creating common understanding of the collaborative IT-enabled service processes, and co-developing the coordination mechanisms that are essential for the continuous exploration and exploitation of the new ideas in the future collaborative service processes. These three steps built capacity for the inter-organizational management system to achieve synergies between goals, resources, and activities in the inter-organizational collaboration.

The study contributes to the understanding on the process of building inter-organizational ambidexterity. The study presents a three-step process for building inter-organizational contextual ambidexterity into the IT-enabled service processes through developmental interventions. Research on inter-organizational contextual ambidexterity is combined with research on coordination and knowledge management.

The purpose of this paper is to investigate the mediating role of organisational level supply chain activities on the effect of inter‐organisational information systems (IOIS) and activity (IOA) integration on business performance of retailing organisations within Australia.

The study followed a causal research approach and survey methodology to collect data from the managers of food and hardware retailers. Multiple regression and MacKinnon et al.'s mediation analysis were used to investigate the hypothesised relationships.

The results suggest that inter‐organisational information systems (IOIS) and activity integration have positive effects on customer responsiveness and financial performance of organisations. Organisational‐level supply chain functions mediate the relationships between IOIS and activity integration and customer responsiveness, as well as financial performance.

The research focused at the retailer level of the supply chain. Large‐scale cross‐sectional studies that include other levels of supply chain are required for generalisability.

The research suggests that organisations need to integrate their inter‐organisational information systems and activities with supply chain partners to enhance supply chain and business performance.

The results extend the body of knowledge on inter‐organisational information systems, inter‐organisational integration and supply chain management. The study also provides some empirical insights into management practices in the retailing sector.