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Channel: Emerald Group Publishing Limited: Journal of Knowledge Management: Table of Contents
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Bounded awareness and tacit knowledge: revisiting Challenger disaster

October 18, 2012, 5:00 pm
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Purpose– This paper's aim is to highlight the relationship between individual tacit knowledge and bounded awareness in managerial decision making.Design/methodology/approach– The paper reviews pertinent literature on bounded awareness, individual tacit knowledge and decision making as well as that on the NASA Challenger disaster of 1986. The authors then build logical arguments towards three distinct propositions.Findings– The distinct three propositions are: managers' dependence upon their existing tacit knowledge interacts with the bounds on their awareness in a cycle of positive reinforcement; different decision makers in the organization can experience differing bounds on their awareness towards the same piece of information; and the tension between experiences of success and failure influences the development of bounded awareness in individuals.Research limitations/implications– This study reflects on only a single case of decision-making failure in its analyses. A variegated sample of different failures in multiple contexts might lead to finer insights.Practical implications– These realizations bring to the fore a paradoxical property of dependence on tacit knowledge that it can be beneficial but can sometimes be harmful. This has implications for the field of knowledge management, wherein tacit knowledge is often a central construct.Originality/value– To the best of the authors' knowledge, the relationship between bounded awareness and tacit knowledge has not been explicitly discussed before. The propositions can open useful new avenues for future researchers on the antecedents of, and remedies for, bounds on managerial awareness during decision making.
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Knowledge sharing and innovation in Spanish and Colombian high-tech firms

October 18, 2012, 5:00 pm
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Purpose– The aim of this paper is to empirically test the degree of influence of different knowledge sharing mechanisms (ICT-based, personal interaction-based, and embedded in management processes) on innovation capability (both on ideation and on innovation project management), as well as the influence of each first-level innovation capacity on company performance.Design/methodology/approach– A questionnaire was designed and addressed to the CEOs of the companies making up the target population (Spanish and Colombian medium-high and high technology firms with more than 50 employees and R&D activities). Structural equation modelling (SEM) based on partial least squares (PLS) was then applied to test the hypotheses drawn from the research.Findings– The results obtained show that knowledge sharing is a key issue in order to enhance innovation capability. With the exception of ICT-based knowledge sharing mechanisms (whose influence on the generation of new ideas is not statistically significant), all types of mechanism considered exert a significant impact both on ideation and on innovation project management (although their degree of relevance varies), and account for a great deal of variance in both constructs. Differences between countries arise when it comes to the influence of each first-level innovation capacity on company performance.Research limitations/implications– Traditional limitations of cross-sectional studies apply.Originality/value– The main contribution of this paper is to provide empirical evidence about the impact of knowledge sharing on innovation. Moreover, it reveals what the most effective knowledge sharing mechanisms are for this purpose and provide companies with a basic framework in order to shape their knowledge management strategies in this domain.
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Knowledge management in MNCs: the importance of subsidiary transfer performance

October 18, 2012, 5:00 pm
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Purpose– The aim of this paper is to shed light on how subsidiary willingness to transfer knowledge is influenced by formal control mechanisms from headquarters, and how this affects knowledge transfer performance.Design/methodology/approach– The study highlights and tests the influence of two formal control mechanisms: formal demand to transfer knowledge from headquarters, and performance evaluation system related to knowledge transfer. This is tested by subjecting a dataset of 149 knowledge transfer processes to a two-stage least square regression analysis.Findings– The robust results indicate that formal evaluation systems related to subsidiary knowledge transfer increases subsidiary willingness to transfer, and subsequently knowledge transfer performance, whereas formal demand by headquarters to share knowledge show a negative but not significant impact.Practical implications– The results highlight the strategic importance of eliminating motivational barriers in order to enhance knowledge transfer performance. By using outbound knowledge as a criterion when evaluating the subsidiary, managers can increase transfer performance by fostering subsidiary willingness to perform knowledge transfer.Originality/value– The findings indicate that KM in terms of subsidiary transfer willingness and transfer performance can be fostered and enhanced by the introduction of formal evaluation systems related to knowledge sharing. The results also contribute by revealing that formal control mechanisms differ in their degree of influence in terms of fostering subsidiary transfer willingness and transfer performance.
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Knowledge management in SMEs: a literature review

October 18, 2012, 5:00 pm
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Purpose– The aim of this paper is to review research on knowledge management in small and medium-sized enterprises to identify gaps in the current body of knowledge, which justify future research directions.Design/methodology/approach– The study consists of a systematic review of 36-refereed empirical articles on knowledge management and small and medium-sized enterprises.Findings– The areas of knowledge management implementation, knowledge management perception, and knowledge transfer are relatively well researched topics; whereas those of knowledge identification, knowledge storage/retention and knowledge utilisation are poorly understood. Given the prevalence of small and medium-sized enterprises there is a strong need for more research on this important topic. The future research directions proposed by the authors may help to develop a greater understanding of knowledge management in small and medium-sized enterprises.Research limitations/implications– By only using the ProQuest database this study may not have allowed a complete coverage of all empirical articles in the field of knowledge management in small and medium-sized enterprises. Yet, it is believed that the findings provide a valuable understanding of the current situation in this research field. The study proposes a number of future research directions, which may stimulate more intensive research in this important field.Originality/value– To the best of the authors' knowledge, no systematic literature review on this topic has previously been published in academic journals.
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Developing a corporate knowledge management strategy

October 18, 2012, 5:00 pm
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Purpose– The purpose of this paper is to explore the development of a knowledge management (KM) strategy at the Central Bank of Nigeria (CBN) and how this was embedded in the business processes of the bank.Design/methodology/approach– Literature research and a case study were used as the methodology of the paper.Findings– The need to align KM strategy with business strategy was identified as critical to the success of KM. It was discovered that focusing KM on the Bank's payments system process helped create value and drive business results. A combined approach of codification and personalization was adopted for the KM program of CBN. The strategy adopted involved using a two-pronged approach of communities of practice and a functional portal to drive knowledge management. The paper identifies that this strategy is adding value to the organization and increasing knowledge flows across a dispersed and distributed work environment.Originality/value– Knowledge management in large public sector organizations in Africa is not common. Equally, KM in regulatory financial institutions like Central Banks in Africa is not very common. The paper highlights the challenges of implementing a KM program in a distributed, dispersed and networked public sector organization with 36 branches serving a population of 160 million people in sub-Saharan Africa.
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Factors affecting knowledge management success: the fit perspective

October 18, 2012, 5:00 pm
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Purpose– This study extends the viewpoint of “fit as holistic configurations” to explore how to use knowledge management (KM) processes and knowledge management system (KMS) capabilities appropriately according to the tasks characteristics subunits perform in an aerospace manufacturer. In this regard, the aim is to develop four theoretical ideal profiles of KM processes (socialization, externalization, combination, and internalization) and KMS capabilities (codification capability and network capability) for organizational subunits based on their task characteristics: focused, process-oriented tasks; focused, content-oriented tasks; broad, process-oriented tasks; and focused, content-oriented tasks.Design/methodology/approach– The empirical study was conducted at a knowledge intensive and engineering-oriented aerospace company. Twelve functional subunits performing a variety of tasks were selected as the samples. The study employed qualitative and quantitative methods to understand the subunits' task attributes. The authors collected data from 12 subunits, and a total of 212 valid questionnaires were analyzed. PLS-Graph was used to assess the relationships of the research model.Findings– The empirical support for the argument that the fit among KM processes, KMS capabilities and task characteristics can improve KM performance. Results reveal that fit significantly affects knowledge satisfaction, knowledge quality and creativity for subunits performing focused, process-oriented and broad, process-oriented tasks.Research limitations/implications– The findings reflect the fact that individuals within organizational subunits should use the four KM processes of appropriate levels to generate new knowledge to accomplish their tasks.Originality/value– The study uses a multidimensional and multi-item approach to test the effect of factors on KM performance, and is the first to identify ideal profiles of KM process and KMS capability for different organizational subunits.
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The Intellectual Core and Impact of the Knowledge Management Academic Discipline

December 5, 2012, 4:00 pm
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Purpose - The purpose of this study is two-fold: 1) to explore the intellectual core of the knowledge management (KM) academic discipline in order to test whether it exhibits signs of a reference discipline, and 2) to analyze the theoretical and practical impact of the discipline.Design/methodology/approach - The most influential articles published in the Journal of Knowledge Management were selected. A scientometric analysis of their cited and citing works was done.Findings - The KM discipline: 1) builds its knowledge primarily upon research reports published in the English language; 2) successfully disseminates its knowledge in both English and non-English publications; 3) does not exhibit a problematic self-citation behavior; 4) uses books and practitioner journals in the development of KM theory; 5) converts experiential knowledge into academic knowledge; 6) is not yet a reference discipline, but is progressing well towards becoming one; 6) exerts a somewhat limited direct impact on practice; and 7) is not a scientific fad.Practical implications - KM researchers need to become aware of and use knowledge published in non-English outlets. Given the status of KM as an applied discipline, it is critical that researchers continue utilizing non-peer reviewed sources in their scholarly work. KM researchers should promote the dissemination of KM knowledge beyond the disciplinary boundaries. The issue whether KM should strive towards becoming a reference discipline should be debated further.Originality/value - This study analyzes the KM field from the reference discipline perspective.
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Knowledge sharing amongst academics in UK universities

December 5, 2012, 4:00 pm
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Purpose - This paper seeks to contribute to the limited previous research on knowledge sharing in universities, by profiling the attitudes of and intentions towards knowledge sharing of UK academics, and by profiling their views of some of the factors that might be expected to impact on knowledge sharing activities. Design/methodology/approach - A questionnaire based survey was used to gather a profile of UK academics’ attitudes and intentions towards knowledge sharing and related factors, including expected rewards and associations, expected contribution, normative beliefs on knowledge sharing, leadership, structure, autonomy, affiliation to institution, affiliation to discipline, and technology platform. Responses were received from 230 academics in eleven universities. Findings - Respondents had positive attitudes towards knowledge sharing and their intentions in this area were also good. This may be related to their belief that knowledge sharing will improve and extend their relationships with colleagues, and offer opportunities for internal promotion and external appointments. Respondents are relatively neutral regarding the way in which they are led, and the role of organisational structure and information technology in knowledge sharing. They have a relatively low level of affiliation to their university, perceptions of a high level of autonomy, coupled with a high level of affiliation to their discipline. Originality/value - This study demonstrates that universities do have an embedded knowledge culture, but that culture is individualistic in nature and to some extent self-serving and instrumental. This poses interesting challenges for knowledge management in universities.
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Synthesizing seeming incompatibilities to foster knowledge creation and innovation

December 6, 2012, 4:00 pm
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Purpose - This paper intends to provide an example of how an apparently incongruent combination of organizational variables can have a positive effect on innovation through knowledge creation.Design/methodology/approach - Based on previous theory, four original hypotheses were developed and later tested with empirical data collected from 125 research and development organizations in Japan using analysis of variance and regression analysis.Findings - Managerial influences and resources can significantly interact to generate a combined impact on the knowledge creation capability of organizations, which in turn is positively associated with their innovation performance. In particular, long-term managerial influences were found to have a greater impact on knowledge creation when combined with knowledge-exploitation resources. Synthesizing short-term managerial influences with knowledge-exploitation resources is not better than combining them with exploration resources. This holds true especially for organizations of small and medium size.Research limitations/implications - This study only evaluates one case of many possibilities of seemingly antithetical combinations that can also have a beneficial impact in organizations. A larger and diverse sample, together with enhanced dimensions of managerial influences and organizational resources can make this study´s implications much more universal.Practical implications - An ingenious and purposeful synthesis of organizational variables conventionally seen as incompatible and contradictory can in reality benefit organizational goals related to knowledge creation and innovation. Originality/value - This study puts forward a unique framework and perspective highlighting the importance of combinatory effects and the management of duality in organizations.
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Acquiring external knowledge to avoid wheel re-invention

December 5, 2012, 4:00 pm
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Purpose - Analyze the underlying characteristics that enable the acquisition and appropriation of external knowledge, paying special attention to the relationship between external and internal networks to support this process.Design/methodology/approach - We have followed a case study methodology, using not only semi-structured interviews but also secondary data to triangulate the obtained information. For the interviews, we have considered not only employees in different strategic positions, from middle management to top management, but also participants in the main supplier to obtain a holistic perspective of the knowledge acquisition and appropriation in the innovation process.Findings - For the improvements of the process of knowledge acquisition and appropriation, organizations should configure internal and external networks to support this process reorganizing their classical structures. Moreover, this process is enhanced by the support of top managers and innovation champions, which act as sponsors and facilitators of the project respectively, to ensure that the whole process runs smoothly. At the end, to deal with new kinds of projects that are completely different to previous ones, it is recommended to be open to new ways of organizing and structuring participants; hence, coordination and socialization mechanisms are important to reach not only potential absorptive capacity (associated with knowledge acquisition) but also realized absorptive capacity (associated with knowledge exploitation). This situation is even more relevant in Web 2.0 environments, where each participant has autonomy to participate actively, be just a passive participant, or ceases to belong the community.Practical implications - Our findings could be useful to identify the determinants of knowledge acquisition and appropriation because they could guide organizations in the development of external and internal networks to support this process, which would be used to promote innovation within the organization; and with this identification, organizations could take actions based on their organizational requirements and goals. It is important to note that organizational boundaries are shifting from being closed to be permeable, enabling a better interaction with key partners and facilitating the knowledge exchange. However, this situation offers new challenges for organizations that want to be leaders in the near future because traditional organizations should shift their old paradigms, having an organizational culture more aligned with Web 2.0 philosophy (e.g., collaboration and sharing), which is the paradigm of the new digital economy.Originality/value - This study is a step forward to understand the relationship between external and internal networks that act as enablers of knowledge acquisition and appropriation. We extend the knowledge-based view applying it in a Web 2.0 context, highlighting coordination and socialization mechanisms as critical success factors to integrate internal and external knowledge. Finally, the inclusion of interviews of employees from the main supplier of BBVA in these kinds of projects allows us to have a holistic perspective of the process of knowledge acquisition and appropriation.
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Are internal knowledge transfer strategies double-edged swords?

December 5, 2012, 4:00 pm
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Purpose - After identifying two kinds of internal knowledge transfer strategies, this study aims to examine their effectiveness and whether they induce knowledge spillovers among firms.Design/methodology/approach - This study collected data in China and 219 questionnaires were achieved. Then, structure equation model by LISREL was used for hypotheses testing.Findings - The empirical results suggest that both codification and rich-media strategies have positive effects on internal knowledge transfer. Moreover, codification strategy has a negative effect on knowledge spillovers while rich-media strategy does not influence knowledge spillovers significantly. Thus, codification and rich-media strategies are not double-edged swords.Practical implications - This study provides firms two strategies, codification and rich-media, to promote internal knowledge transfer. Moreover, these strategies do not accelerate knowledge spillovers, and codification strategy even reduces knowledge spillovers. Then, firms can use these strategies to construct and sustain competitive advantages.Originality/value - While many knowledge creation, storage and protection strategies are studied, little is known about internal knowledge transfer strategies. This study suggests two internal knowledge transfer strategies and confirms their effectiveness. Moreover, because there is a puzzle about the relationship between internal knowledge transfer strategies and knowledge spillovers for a long time, this study clarifies the relationship and finds that these strategies do not accelerate knowledge spillovers and some even restrain knowledge spillovers.
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Structuring knowledge transfer from experts to newcomers

December 5, 2012, 4:00 pm
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Purpose - In this paper we focus on the process of knowledge transfer within social networks composed of a pool of experts, and new comers whose aim is primarily to acquire new knowledge, such as communities of practice. We wish to understand which communication system and which information about others’ knowledge should be provided to get to a better diffusion of knowledge. Design/methodology/approach - We use agent-based models and social network analysis and run many simulations in which we vary communication mode and information about others’ knowledge. Findings - Results emphasize the part played by new comers in the process of direct knowledge transfer. They constitute additional sources of knowledge and act as intermediaries. Results also show that in a process of indirect transfer of knowledge, they have only little influence on the process of individual learning. Practical implications - These results enable us to formulate some recommendations to facilitate knowledge transfer within a knowledge intensive community. Nonhierarchical structures of communication should be preferred and the participation of new comers in the activities of the community fully encouraged. Originality/value - This paper combines agent-bases modelling and social networks analysis to investigate the field of knowledge transfer and enables us to identify the key elements in the process of knowledge diffusion within a community of practice. It thus provides some solution to eventual congestion problems in the access to the knowledge held within the community.
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Knowledge Transfer across Dissimilar Cultures

December 5, 2012, 4:00 pm
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Purpose - This study examines factors that impact knowledge transfer from the parent corporation to subsidiaries when there are differences in the national culture of the parent corporation and the subsidiary. Transferring knowledge can be especially difficult when the source and recipient do not share common beliefs, assumptions and cultural norms. Therefore, this study examines how trust, cultural alignment, and openness to diversity influence the effectiveness of knowledge transfer from the HQ to the employees in the subsidiary. Design/methodology/approach - Specifically, the study examines knowledge transfer between the headquarters of a multinational corporation in Norway and its Vietnamese subsidiaries, making use of a survey administered to all 70 employees in the Vietnamese subsidiaries.Findings - The results show that individual’s trust of the HQ and their openness to diversity are key factors influencing local employees’ ability to learn and obtain knowledge from foreign HQ. The extent to which there is alignment between the organization’s corporate culture and the individual’s cultural values, on the other hand, appear to make little difference to knowledge transfer from the HQ. Research limitations/implications - This paper contributes to the literature in cross border knowledge transfer, Practical implications - showing that due to geographical distance or cultural differences between the HQ and the subsidiary, the cultivation of trust and openness to diversity on the part of local employees is critical for knowledge transfer.Originality/value - The paper also contributes by examining knowledge transfer in an international context.
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Knowledge Mapping: Encouragements and Impediments to Adoption

December 5, 2012, 4:00 pm
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Purpose - Knowledge Maps (KMaps) are a relatively new concept; research was conducted to identify the factors that encourage or impede the adoption of KMaps by computer software maintenance professionals.Design/methodology/approach - Six prototypes were developed for a muti-national software organisation and demonstrated during nineteen semi-structured interviews conducted to establish adoption factors. Data was analysed qualitatively through NVivoTM software according to the steps in ‘Carney’s Ladder of Analytical Abstraction’.Findings - Encouragement factors were found to be those that organisational management has direct control over such as communicating and promoting KMaps and appointing a management champion. Impeding factors were those under the control of software maintenance management and are more difficult to manage. They focused on personal factors (staff’s perception of the usefulness and ease of use of KMaps), subjective norms (peer influence and culture), behavioural control (training) and the design of the KMap itself.Research limitations/implications - While the research has provided an exploratory KMap Adoption (KAM) Model, it has done so through the lens of innovation adoption and diffusion theories. There are opportunities to examine the topic in a wider manner to provide a more holistic view of KMap adoption.Practical implications - From adoption factors, the study’s explanatory framework, named the KAM, was synthesized and recommendations are made for push and pull strategies to maximise encouragement and minimise impediment factors identified in KAM. Originality/value - KMaps are ideally suited for resolving many of the traceability problems in computer software maintenance. They improve the ability to find the right ‘expert’ to help solve a software problem quickly when it arises.
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Strategic Analysis of Knowledge Firms: The links between Knowledge Management and Leadership

December 5, 2012, 4:00 pm
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Purpose - This paper aims to explore and explain the links between KM and leadership in knowledge-intensive firms.Design/methodology/approach - This study employs an instrumental case-based study on four knowledge-based firms to explore KM and leadership approaches, and the links between them. Data was primarily collected through qualitative interviews with firm managers and direct observations, as well as quantitative data by questionnaire from the firm employees.Findings - Two combinations of KM and leadership systems were identified. These combinations are personalization-distribution and codification-centralization; which are explained within the theoretical framework of this paper. Other theoretically possible combinations were discussed and argued to be non-viable or non-economical.Research limitations/implications - As with most qualitative case-based research papers, this research was focused on study of a small number of cases; a limitation that does not allow us to claim a statistical generalization but nevertheless allows us to make analytical generalization. Limitations of this paper include the fact that all cases were located in one country and all were more or less involved with the field of information technology.Practical implications - Practical implications of this paper for managers and company strategists involve alignment of their KM strategy with a relevant leadership system.Originality/value - There has been little research aimed at finding links between KM and leadership in firms, and how this link may lead to increased knowledge exploitation capability for the firm. The present study addresses this issue and presents an evidenced and theoretically supported explanation for this link.
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The intellectual core and impact of the knowledge management academic discipline

February 14, 2013, 4:00 pm
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Abstract

Purpose– The purpose of this paper is two-fold: to explore the intellectual core of the knowledge management (KM) academic discipline in order to test whether it exhibits signs of a reference discipline; and to analyze the theoretical and practical impact of the discipline.Design/methodology/approach– The most influential articles published in the Journal of Knowledge Management were selected and their cited and citing works were scientometrically analysed.Findings– The KM discipline: builds its knowledge primarily upon research reports published in the English language; successfully disseminates its knowledge in both English and non-English publications; does not exhibit a problematic self-citation behavior; uses books and practitioner journals in the development of KM theory; converts experiential knowledge into academic knowledge; is not yet a reference discipline, but is progressing well towards becoming one; exerts a somewhat limited direct impact on practice; and is not a scientific fad.Practical implications– KM researchers need to become aware of and use knowledge published in non-English outlets. Given the status of KM as an applied discipline, it is critical that researchers continue utilizing non-peer reviewed sources in their scholarly work. KM researchers should promote the dissemination of KM knowledge beyond the disciplinary boundaries. The issue whether KM should strive towards becoming a reference discipline should be debated further.Originality/value– This study analyzes the KM field from the reference discipline perspective.
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Knowledge sharing amongst academics in UK universities

February 14, 2013, 4:00 pm
$
0
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Abstract

Purpose– The purpose of this paper is to contribute to the limited previous research on knowledge sharing in universities, by profiling the attitudes of and intentions towards knowledge sharing of UK academics, and by profiling their views of some of the factors that might be expected to impact on knowledge sharing activities.Design/methodology/approach– A questionnaire-based survey was used to gather a profile of UK academics' attitudes and intentions towards knowledge sharing and related factors, including expected rewards and associations, expected contribution, normative beliefs on knowledge sharing, leadership, structure, autonomy, affiliation to institution, affiliation to discipline, and technology platform. Responses were received from 230 academics in 11 universities.Findings– Respondents had positive attitudes towards knowledge sharing and their intentions in this area were also good. This may be related to their belief that knowledge sharing will improve and extend their relationships with colleagues, and offer opportunities for internal promotion and external appointments. Respondents are relatively neutral regarding the way in which they are led, and the role of organisational structure and information technology in knowledge sharing. They have a relatively low level of affiliation to their university, perceptions of a high level of autonomy, coupled with a high level of affiliation to their discipline.Originality/value– This study demonstrates that universities do have an embedded knowledge culture, but that culture is individualistic in nature and to some extent self-serving and instrumental. This poses interesting challenges for knowledge management in universities.
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Synthesizing seeming incompatibilities to foster knowledge creation and innovation

February 14, 2013, 4:00 pm
$
0
0
Abstract

Purpose– The purpose of this paper is to provide an example of how an apparently incongruent combination of organizational variables can have a positive effect on innovation through knowledge creation.Design/methodology/approach– Based on previous theory, four original hypotheses were developed and later tested with empirical data collected from 125 research and development organizations in Japan, using analysis of variance and regression analysis.Findings– Managerial influences and resources can significantly interact to generate a combined impact on the knowledge creation capability of organizations, which in turn is positively associated with their innovation performance. In particular, long-term managerial influences were found to have a greater impact on knowledge creation when combined with knowledge-exploitation resources. Synthesizing short-term managerial influences with knowledge-exploitation resources is not better than combining them with exploration resources. This holds true especially for organizations of small and medium size.Research limitations/implications– This study only evaluates one case of many possibilities of seemingly antithetical combinations that can also have a beneficial impact in organizations. A larger and diverse sample, together with enhanced dimensions of managerial influences and organizational resources can make this study's implications much more universal.Practical implications– An ingenious and purposeful synthesis of organizational variables conventionally seen as incompatible and contradictory can in reality benefit organizational goals related to knowledge creation and innovation.Originality/value– This study puts forward a unique framework and perspective highlighting the importance of combinatory effects and the management of duality in organizations.
↧

Acquiring external knowledge to avoid wheel re-invention

February 14, 2013, 4:00 pm
$
0
0
Abstract

Purpose– The purpose of this paper is to analyze the underlying characteristics that enable the acquisition and appropriation of external knowledge, paying special attention to the relationship between external and internal networks to support this process.Design/methodology/approach– A case study methodology is followed, using not only semi-structured interviews but also secondary data to triangulate the obtained information. For the interviews, the authors have considered not only employees in different strategic positions, from middle management to top management, but also participants in the main supplier, to obtain a holistic perspective of the knowledge acquisition and appropriation in the innovation process.Findings– For the improvements of the process of knowledge acquisition and appropriation, organizations should configure internal and external networks to support this process reorganizing their classical structures. Moreover, this process is enhanced by the support of top managers and innovation champions, which act as sponsors and facilitators of the project respectively, to ensure that the whole process runs smoothly. At the end, to deal with new kinds of projects that are completely different to previous ones, it is recommended to be open to new ways of organizing and structuring participants; hence, coordination and socialization mechanisms are important to reach not only potential absorptive capacity (associated with knowledge acquisition) but also realized absorptive capacity (associated with knowledge exploitation). This situation is even more relevant in Web 2.0 environments, where each participant has autonomy to participate actively, be just a passive participant, or cease to belong to the community.Practical implications– The paper's findings could be useful to identify the determinants of knowledge acquisition and appropriation because they could guide organizations in the development of external and internal networks to support this process, which would be used to promote innovation within the organization; and with this identification, organizations could take actions based on their organizational requirements and goals. It is important to note that organizational boundaries are shifting from being closed to be permeable, enabling a better interaction with key partners and facilitating the knowledge exchange. However, this situation offers new challenges for organizations that want to be leaders in the near future because traditional organizations should shift their old paradigms, having an organizational culture more aligned with Web 2.0 philosophy (e.g. collaboration and sharing), which is the paradigm of the new digital economy.Originality/value– This study is a step forward to understand the relationship between external and internal networks that act as enablers of knowledge acquisition and appropriation. The authors extend the knowledge-based view by applying it in a Web 2.0 context, highlighting coordination and socialization mechanisms as critical success factors to integrate internal and external knowledge. Finally, the inclusion of interviews of employees from the main supplier of BBVA in these kinds of projects provides a holistic perspective of the process of knowledge acquisition and appropriation.
↧

Are internal knowledge transfer strategies double-edged swords?

February 14, 2013, 4:00 pm
$
0
0
Abstract

Purpose– After identifying two kinds of internal knowledge transfer strategies, the purpose of this paper is to examine their effectiveness and whether they induce knowledge spillovers among firms.Design/methodology/approach– This study collected data in China and 219 questionnaires were achieved. Then, structure equation model by LISREL was used for hypotheses testing.Findings– The empirical results suggest that both codification and rich-media strategies have positive effects on internal knowledge transfer. Moreover, codification strategy has a negative effect on knowledge spillovers while rich-media strategy does not influence knowledge spillovers significantly. Thus, codification and rich-media strategies are not double-edged swords.Practical implications– This study provides firms with two strategies, codification and rich-media, to promote internal knowledge transfer. Moreover, these strategies do not accelerate knowledge spillovers, and codification strategy even reduces knowledge spillovers. Firms can use these strategies to construct and sustain competitive advantages.Originality/value– While many knowledge creation, storage and protection strategies are studied, little is known about internal knowledge transfer strategies. This study suggests two internal knowledge transfer strategies and confirms their effectiveness. Moreover, because the relationship between internal knowledge transfer strategies and knowledge spillovers has been puzzling for a long time, this study clarifies the relationship and finds that these strategies do not accelerate knowledge spillovers and some even restrain knowledge spillovers.
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