Search results

The purpose of this paper was to evaluate if the concept of team psychological safety, a key driver of team learning and originally studied in the West, can be applied in teams from different national cultures. The model originally validated for teams in the West is applied to teams in Thailand to evaluate its validity, and the views team members have on the antecedents of team psychological safety are analyzed.

The core of the sequential explanatory mixed method research was an experiment with nine teams from a single engineering organization (three teams from each the USA, France and Thailand). Team learning behaviors were analyzed from the conversations between team members. Team psychological safety was analyzed through a quantitative instrument and one-on-one structured interviews with each team member.

The results showed that the original model is confirmed for the teams from the USA and France but not confirmed for teams from Thailand. The thematic analysis of the one-on-one interviews highlights important differences between teams from the USA and France on the one hand and teams from Thailand on the other hand when it comes to the role of the team manager and the views that team members have on the diversity between them.

This research confirms that the concept of team psychological safety, and its impact on the way teams learn, needs to be adjusted if it is to be applied to teams in countries with national cultures different from those prevalent in the West. The implications are that researchers who develop theories in the social sciences field should evaluate how cultural differences impact their models, and that managers who implement learning and solutions should take national cultural differences into consideration.

The purpose of this paper is to determine whether there is a relationship between improving the management of projects and the use of knowledge management (KM). Additionally, this paper sought to determine if KM practices in use by practitioners of project management are significant in terms of improving the management of projects, as well as the impact of these KM practices in use by practitioners on improving the management of projects.

A main research question supported by seven research hypotheses were postulated. A survey was used to collect data from 99 project managers randomly selected from the list of worldwide members of the project management Institute (PMI).

The findings reveal the influence of KM on the improvement of the management of projects. The KM practices and tools mostly used by project managers are presented.

This study is the first one of the type that tries to identify and to demonstrate the relationship between the fields of KM and project management through the collection of data among project management practitioners.

This paper aims to present a general framework for fostering research collaboration and knowledge flow between university and industry in Thailand.

With the aim of comprehending complex interactions of the university‐industry (U‐I) linkage, the adopted research methodology for collecting data is based on a combination of various approaches, such as qualitative methods encompassing in‐depth interviews, researcher participations and various documents analysis.

A framework (Government, University, Industry and Networks: G‐U‐I‐N) was developed encompassing the main factors that could make U‐I relationships more successful in Thailand. Knowledge management is an important enabler of this framework.

This paper presents the various elements (enablers) necessary for an emerging country, such as Thailand, to establish or strengthen successful collaboration and research projects between universities and industries in order to remain competitive.

The purpose of this paper is to provide reinforcement for ITIL V 2.0 implementation process through knowledge management principles embedded in enterprise management‐engineering framework (EMEF).

EMEF has been amended to include knowledge management (KM) activities that are imperative for a melioration of ITIL implementation. The framework of four domains has been documented in detail. Additionally, the three major amendments of structure, architecture, and context have been suggested for a configuration management database (CMDB) to comply with KM principles.

There are strong indications that implementing ITIL by following the system‐thinking approach may add and sustain competitive advantage. This may be achieved through the leveraging of knowledge, improvement of core competencies, and fostering a customer‐consciousness approach. The apprehension of knowledge continuum components, and the differentiation between knowledge types, are critical for fortifying the ITIL process path and supporting the decision‐making process throughout ITIL implementation. The four layers of the integrative management domain will significantly contribute to the tuning of operational misalignment between IT and business, and the betterment of the employee and processes effectiveness. The similarities found between ontology objects and CMDB configuration items will raise CMDB information to a higher level of conceptualization.

This paper will be valuable for ITIL customers, decision makers, and implementers by providing a more complete framework allowing organizations to attain effectiveness, efficiency and innovation throughout ITIL implementation.

The purpose of this paper is to present the business problems found in a fast growing European network security software company, define knowledge management (KM) initiatives that were implemented to solve these business problems and outline the necessary factors that made the implementation of these initiatives successful. The main driver behind implementing KM was to improve the various aspects of customer service.

Case study conducted over a period of three years by one of the management personnels.

The paper finds that when a company has a well‐defined KM strategy aligned with its business strategy, when it takes into consideration the three pillars of KM (people, technology and processes), when it not only focuses on a codification approach but also on socialization approaches and when leadership is present to support, motivate and involve people, a KM initiative can be easily implemented and can generate significant benefits.

This case study could be used as an example on how a fast‐growing company implemented a set of simple KM initiatives to support their core business processes, mainly associated with customer service, and obtained significants benefits out of it.

Demonstrates theory in action/practice.

The purpose of this paper is to present a general framework describing how new generations of agile innovation processes can benefit from using KM 2.0 technologies.

An extensive literature review coupled with expert interviews and combined with the authors' experiences and models were used to develop the framework.

A framework including the past and recent concepts and trends in terms of innovation management was developed. It is centered on the new critical roles that customers and the crowd can play in the innovation process. Knowledge management, Web 2.0 and Enterprise 2.0 technologies are important enablers of this framework.

The paper presents the framework of a KM environment that can enable agile innovation management processes. Very few frameworks have been developed to support the full innovation process.

Web 2.0 technologies are becoming popular and are being used not only for social networking but also to facilitate communication and increase knowledge sharing in the work environment. Extensive research has been conducted in the past to understand the factors affecting the adoption and use of IT systems but few have studied the influence of national culture on such adoption models. When it comes to web 2.0 usage, the literature is only emerging and the role of national culture has not been addressed. The purpose of this paper is to fill this gap.

In order to better understand the factors that affect the use of web 2.0 technologies and the influence of national culture on it, data were collected from 376 young adults in the age range of 18‐29 from the USA, Thailand and Bahrain. A model was developed and statistically tested to understand the influence of national culture traits, social grooming aspects, efficiency, online privacy, perceived usefulness, subjective norms and gender.

Based on the type of web 2.0 usage (expressive or instrumental) different variables were demonstrated to be significant predictors. For expressive usage, uncertainty avoidance, maintaining relationships, online privacy and perceived usefulness were significant. For instrumental usage, long‐term orientation and perceived usefulness were significant. A ranking of various types of web 2.0 usage was also created, showing very few differences among countries.

This research is the first step in a series of research activities that should be conducted to better understand the influence of culture in the adoption and usage of web 2.0 technologies. The sample was composed only of “Millennial” generation students and should be extended to other generations and to other countries with markedly different cultural profiles.

The findings of the paper help to better understand the usage of web 2.0 technologies by young adults who are about to enter the labor market and are likely to use Enterprise 2.0 applications in their work environment. Since web 2.0 technologies are centered on the concepts of communication, collaboration and information sharing, they will influence the behavior of future knowledge workers in terms of knowledge sharing. Accordingly, better understanding of web 2.0 use will help to improve the understanding of Enterprise 2.0 and knowledge management tools usage in a global environment.

This paper's original contribution stems from the fact that the influence of national culture on the use of web 2.0 has not yet been addressed in the literature.

This paper aims to present how Bangkok University (BU) embarked on its knowledge management journey by examining how knowledge management processes could contribute to improve the educational environment by providing new styles of teaching and by increasing the relationships between faculty, students and staff.

The paper presents the reasons why Bangkok University started its KM initiative. It presents the adopted KM approach, the tools developed as well at the KM action plan.

The initial overall benefits emerging from the early stage of KM at Bangkok University are encouraging. The educational community has improved not only through the communication and cooperation between students and staff, but also through creating an environment that supports efficiently the cross‐organizational learning and knowledge‐sharing processes.

The KM experience of Bangkok University could be used by other universities or educational institutions as one approach/strategy/guidelines to launch a KM initiative.

Few cases of KM implementations in the university environment have so far been published.

The purpose of this paper is to clarify the conceptual confusion in the extant literature about organizational agility and explore its role in different relationships in the context of digital transformation.

An integrative review of the relevant literature on agility was conducted. The literature on organizational agility and other variables in recent quantitative research was also examined to explore its role in different relationships.

Organizational agility is the ability to quickly respond and proactively embrace unanticipated changes in dynamic environments through effective resource reconfiguration and rapid decision-making. The role of organizational agility in achieving digital transformation has not been addressed from a holistic conceptual perspective. This paper addresses that gap and proposes that organizational agility is the underlying mechanism for an organization to fully use and engage its workforce, operation and network in the process of digital transformation.

This research is an integrative review of the existing literature on the concept of agility and its relationships. The next phase of research needed for theory building will be the operationalization of constructs.

Organizations should strive to strategically develop both the reactivity and proactivity sides of organizational agility in achieving digital transformation that involves fundamental changes at different levels of the organization.

This paper explores the role of organizational agility in digital transformation through an integrative review of the relevant literature.

This paper aims to explore the impact of team psychological safety and team learning on the creation of team knowledge. When teams engage in learning, their interactions contribute to improved performance. Very little research evaluates whether the learning also creates new knowledge related to the task or the team itself.

The proposed model is evaluated through a mixed method research design around a team problem-solving experiment. Task- and team-related team mental models are elicited using concept mapping and questionnaires and are measured before and after the experiment. The model is evaluated in engineering teams from the USA and France.

The findings confirm the proposed model; team psychological safety and team learning positively impact team knowledge creation for both task- and team-related knowledge.

This research has theoretical, methodological and practical implications. The team psychological safety model is expanded, team learning is evaluated from the team interactions instead of members’ self-assessments and team knowledge is measured dynamically. Developing team psychological safety and creating team learning opportunities positively impacts the team’s knowledge.