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1 – 10 of over 60000Watcharee Lekhawipat, Yu-Huei Wei and Chinho Lin
The purpose of this paper is to compare the effects of organizational and technological barriers to knowledge sharing between large and small firms through the lens of attribution…
Abstract
Purpose
The purpose of this paper is to compare the effects of organizational and technological barriers to knowledge sharing between large and small firms through the lens of attribution theory.
Design/methodology/approach
The structural equation modeling approach was applied to estimate the conceptual model by using survey data from a list of Taiwan’s top 1,000 manufacturing and 500 service companies. A total of 229 valid questionnaires were collected.
Findings
The empirical results show that both organizational and technological barriers have relationships with an individual’s effort and ability with regard to knowledge sharing behavior. When organizational barriers occur, the perceived lack of effort has a direct effect on knowledge sharing behavior for large firms, while negative sharing behavior among employees of small firms is influenced by the perception of low ability through the perceived lack of effort.
Originality/value
A review of the literature reveals organizational and technological barriers that lead to the negative influences of internal attributions on knowledge sharing. This study, therefore, contributes to a comprehensive perspective on how to encourage knowledge sharing behavior at different sizes of firms.
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Antonio Crupi, Nicola Del Sarto, Alberto Di Minin, Rob Phaal and Andrea Piccaluga
This study aims to understand how open innovation (OI) environments can help organizations in implementing knowledge sharing (KS) practices defusing KS barriers.
Abstract
Purpose
This study aims to understand how open innovation (OI) environments can help organizations in implementing knowledge sharing (KS) practices defusing KS barriers.
Design/methodology/approach
An in-depth case study analysis on the strategic technology and innovation management (STIM) consortium at the Institute of Manufacturing of the University of Cambridge was performed during the 2019 and 2020 STIM program editions. To analyze data, this paper used the interpretive structural model on a sample of 20 managers participating in the STIM consortium, and this paper carried out an exploratory in-depth case study analysis to validate the results.
Findings
The findings shed light on the role of OI environments in defusing KS barriers in the process of inter-organizational KS.
Originality/value
Notwithstanding the importance of KS practices among organizations, only a few studies have recognized and investigated the role played by OI arrangements in enhancing KS practices.
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Isabel Pinho, Arménio Rego and Miguel Pina e Cunha
The paper aims to identify and discuss barriers and facilitators to four processes implied in knowledge management (KM; acquisition, creation, sharing, and transfer)…
Abstract
Purpose
The paper aims to identify and discuss barriers and facilitators to four processes implied in knowledge management (KM; acquisition, creation, sharing, and transfer). Technological, socio‐organizational, and individual barriers and facilitators are considered.
Design/methodology/approach
A literature review was carried out. Four databases (ISI Web of Science, EBSCO, Emerald, and ProQuest) were used for identifying relevant papers. The search covered the time period between January 1985 and August 2010.
Findings
Factors affecting the four KM processes involve some form of social capital and the interaction between technology and users' needs and activities. In addition to technology and social capital variables, other factors such as leadership, performance‐oriented culture, training and development practices, and T‐shaped skills emerged as relevant for KM processes. The authors conclude that KM thrives in positive organizational contexts and fails when the infrastructure establishing positive contexts is absent.
Originality/value
A hybrid positive approach (adopting the “positive deviance” lens of positive organizational scholarship without neglecting the negative features of organizational life) is adopted. The authors argue that the strategies to fight negative features of organizational life for improving KM processes are potentially different from those seeking to promote positive qualities with the same aim. A fruitful perspective for studying and improving KM processes may be to look for the constructive tension emerging from positive and negative features of organizational life. In short: only by advancing positivity and removing negativity may KM flourish.
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Ricardo Hernández‐Mogollon, Gabriel Cepeda‐Carrión, Juan G. Cegarra‐Navarro and Antonio Leal‐Millán
There is no empirical evidence, particularly in relation to small and medium‐sized enterprises (SMEs), to support the concept of cultural barriers and how they relate to…
Abstract
Purpose
There is no empirical evidence, particularly in relation to small and medium‐sized enterprises (SMEs), to support the concept of cultural barriers and how they relate to open‐mindedness (OM). Some of these cultural barriers can be linked to outdated knowledge, which can impede the adoption of new configurations. The purpose of this paper therefore is to test the role of cultural barriers in the relationship between OM and organizational innovation.
Design/methodology/approach
These relationships are examined through an empirical investigation of 133 SMEs.
Findings
The results show that the relationship between OM and organizational innovation is likely to suffer if a firm does not overcome previously its cultural barriers. An explanation for this could be thatoutdated knowledge can impede the adoption of new configurations. Therefore, it is important for organizations to provide an appropriate environment for overcoming cultural barriers. Otherwise new knowledge will not be acted on or incorporated into new products and services.
Originality/value
The authors point out the importance for organizations of taking this perspective into account when they are seeking to respond proactively to the challenges thrown up by the external environment.
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Mina Ranjbarfard, Mohammad Aghdasi, Pedro López-Sáez and José Emilio Navas López
This paper aims to find and rank the barriers of the four knowledge management (KM) processes including generation, storage, distribution and application in the gas and petroleum…
Abstract
Purpose
This paper aims to find and rank the barriers of the four knowledge management (KM) processes including generation, storage, distribution and application in the gas and petroleum sector.
Design/methodology/approach
Reviewing the literature of KM and organizational learning, this paper extracted all of the barriers which impede KM processes. Then it designed a questionnaire for validating, ranking and categorizing barriers. Totally, 190 completed questionnaires were gathered from 26 gas and petroleum companies in Iran. Some statistical tests such as T, Friedman, Kruskal–Wallis and Mann–Whitney were used for analyzing data.
Findings
Findings reviewed the current literature of KM barriers, validated and ranked the barriers of knowledge generation, storage, distribution and application separately. The importance of knowledge generation and knowledge application barriers were significantly different between gas and petroleum companies. Hence they were disjointedly ranked for gas and petroleum. Finally, KM barriers were ranked according to their contribution to KM processes and the average mean of their importance in KM processes.
Practical implications
From the practical point of view, this paper suggests managers of gas and petroleum companies to emphasize solving high-priority barriers according to the KM process which they are focused on. Furthermore, the study provides a checklist that can be used as an assessment tool for evaluating KM processes considering barriers.
Originality/value
This paper finds the importance of each barrier for each of the four KM processes and ranks the “critical barriers” according to their contribution to four KM processes in the gas and petroleum sector.
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This paper explores the challenges faced by the micro, small and medium enterprises (MSMEs) in the tourism industry in building capabilities toward being resilient in the wake of…
Abstract
Purpose
This paper explores the challenges faced by the micro, small and medium enterprises (MSMEs) in the tourism industry in building capabilities toward being resilient in the wake of crises through a stakeholder perspective.
Design/methodology/approach
This study identifies the barriers to building resilience through detailed literature review and expert interviews. A total of 13 barriers were identified and were classified into into three main categories, namely economic barriers, organizational barriers, and stakeholder barriers. Subsequently, primary data were collected to emperically validate the nature and strength of interactions between these barriers and to quantitatively identify their impact.
Findings
The study identifies that in long run, stakeholder barriers are the most significant in building capabilities toward being resilient in the wake of crisis. However, for initial recovery, economic barriers need to be focused. Subsequently, organizational capabilities needs to be developed through stakeholder support.
Practical implications
The study provides actionable insights to help MSMEs in the tourism industry to recover economically and to help them build lasting capabilities through organizational capability development and stakeholder support.
Originality/value
This study is novel on two aspects. First, the study investigates role of MSMEs in the tourism industry and how MSMEs are pivotal in helping the industry recover from a crisis by being resilient. Second, the role of stakeholders in the MSMEs sector in tourism is underexplored area and this study adds value to this nascent literature.
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Peter Yih‐Tong Sun and John L. Scott
The purpose of this research is to provide academics and practitioners with an insight to the barriers involved in knowledge transfer, arising from the levels of learning in the…
Abstract
Purpose
The purpose of this research is to provide academics and practitioners with an insight to the barriers involved in knowledge transfer, arising from the levels of learning in the organization (i.e. individual, team, organizational, and inter‐organizational).
Design/methodology/approach
An empirical research methodology, called the Delphi technique, was employed to investigate these barriers. Owing to the non‐threatening nature of the process, and its usefulness in obtaining a reliable consensus of opinion from a group of experts, it was deemed suitable for this research. The Delphi process was applied in two stages. In the first stage the major barriers in the transfer of knowledge in the levels of learning were obtained. Only the primary paths of transfer were considered, i.e. individual to team (and vice versa), team to the organization (and vice versa), and organization to inter‐organization. In the second stage Delphi process, the critical sources from which these barriers arise were derived.
Findings
A total of 14 sources from which the barriers arise were obtained. The significant impact of these sources on the levels of learning, as perceived by the Delphi participants, was derived.
Practical implications
This research provides useful insights for practitioners wanting to minimize barriers and optimize knowledge transfer across the organizations. It also serves as a useful base for researchers to expand further research into barriers of knowledge transfer.
Originality/value
This research is the first attempt made, using Delphi methodology, to analyze the barriers to knowledge transfer from a holistic perspective. It considers the levels of learning, providing academics with a base to consider other paths of knowledge transfer.
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Rehab Iftikhar and Catherine Lions
The paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational…
Abstract
Purpose
The paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational setting of Peshawar Bus Rapid Transit project in Pakistan is examined.
Design/methodology/approach
This study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.
Findings
The findings identify distinct knowledge sharing barriers and enablers at different level of units (individual, team, organizational and interorganizational). Based on the findings, an integrative framework of knowledge sharing barriers, enablers, and levels of units is proposed. Furthermore, the findings provide guidance to managers as the findings show how different knowledge sharing barriers and enablers are important at different levels of units.
Originality/value
This study novelty lies in determining separate sets of knowledge sharing barriers and enablers at different level of units in an interorganizational project. This study contributes to the literature on knowledge sharing by studying an interorganizational project.
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Fu-Hsuan Chuang, Hui-Chuan Weng and Pao-Nuan Hsieh
The purpose of this paper is to explore innovation barriers in academic libraries. Through analysis of barriers to innovation, the authors can further elucidate the nature of…
Abstract
Purpose
The purpose of this paper is to explore innovation barriers in academic libraries. Through analysis of barriers to innovation, the authors can further elucidate the nature of innovation in academic library settings, which can help remove factors that hamper innovation.
Design/methodology/approach
Using a qualitative case study to explore the innovation processes for two academic libraries, this study includes interviews with 28 interviewees, from senior leadership positions to practical librarians, to analyze the barriers to innovation they have experienced.
Findings
Building on a literature review, this study proposes a barrier to innovation framework for academic libraries. The qualitative findings identified two specific barrier types that academic libraries face, environmental and organizational barriers, identifying 19 barrier factors that intertwine to yield seven dimensions across the two levels of analysis. It is advised that library leadership team should both encourage innovative behaviors and eliminate the innovation barriers to enhance library innovation capacities.
Originality/value
The insights from this study can help the library managers of academic libraries to develop preemptive actions for dealing with various barrier scenarios, and thereby enhance possibilities of successful innovations.
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Narender Kumar, Girish Kumar and Rajesh Kr Singh
The study presents various barriers to adopt big data analytics (BDA) for sustainable manufacturing operations (SMOs) post-coronavirus disease (COVID-19) pandemics. In this study…
Abstract
Purpose
The study presents various barriers to adopt big data analytics (BDA) for sustainable manufacturing operations (SMOs) post-coronavirus disease (COVID-19) pandemics. In this study, 17 barriers are identified through extensive literature review and experts’ opinions for investing in BDA implementation. A questionnaire-based survey is conducted to collect responses from experts. The identified barriers are grouped into three categories with the help of factor analysis. These are organizational barriers, data management barriers and human barriers. For the quantification of barriers, the graph theory matrix approach (GTMA) is applied.
Design/methodology/approach
The study presents various barriers to adopt BDA for the SMOs post-COVID-19 pandemic. In this study, 17 barriers are identified through extensive literature review and experts’ opinions for investing in BDA implementation. A questionnaire-based survey is conducted to collect responses from experts. The identified barriers are grouped into three categories with the help of factor analysis. These are organizational barriers, data management barriers and human barriers. For the quantification of barriers, the GTMA is applied.
Findings
The study identifies barriers to investment in BDA implementation. It categorizes the barriers based on factor analysis and computes the intensity for each category of a barrier for BDA investment for SMOs. It is observed that the organizational barriers have the highest intensity whereas the human barriers have the smallest intensity.
Practical implications
This study may help organizations to take strategic decisions for investing in BDA applications for achieving one of the sustainable development goals. Organizations should prioritize their efforts first to counter the barriers under the category of organizational barriers followed by barriers in data management and human barriers.
Originality/value
The novelty of this paper is that barriers to BDA investment for SMOs in the context of Indian manufacturing organizations have been analyzed. The findings of the study will assist the professionals and practitioners in formulating policies based on the actual nature and intensity of the barriers.
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