Knowledge integration and competitiveness: a longitudinal study of an industry cluster

March 28, 2013, 5:00 pm

≫ Next: Managing knowledge for a successful competence exploration

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Purpose– This paper aims to examine how – and whether – members of an industry cluster share knowledge through networking as a means to improving competitive advantage and, in particular, whether trust is present in the knowledge-sharing process.Design/methodology/approach– The research involved three surveys utilizing a relationship marketing orientation (RMO) that were conducted at intervals (in 2004, 2008 and 2010) in addition to interviews with key cluster members, which were also conducted over a seven-year period.Findings– Knowledge sharing and integration were found to mediate the relationship between RMO and competitive advantage in 2004 and 2010 but not in 2008. Lower mean scores for trust were also found in 2008.Research limitations/ implications– The limitations are that the respondent numbers were small. It is recommended that one more survey is conducted in 2013 to determine whether the interventions reported here, the recruitment of new cluster staff and the continuing growth of the cluster, influence the comparative results over time.Practical implications– Knowledge sharing and collaboration within industry clusters requires active and discerning facilitation, particularly where new members are concerned.Originality/value– The paper adds value to the current research on industry clusters and knowledge sharing as surveys were conducted over a seven-year period that tracked changes as the cluster grew. The findings highlight the necessity of focusing on member relationships/collaboration during times of growth and change.

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Managing knowledge for a successful competence exploration

March 28, 2013, 5:00 pm

≫ Next: Building knowledge: developing a knowledge-based dynamic capabilities typology

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Purpose– This paper seeks to assess the importance of absorptive capacity and organizational memory in the process of internal exploitation for a higher organizational performance, and to develop an empirical framework to explain the effect of a firm's memory and its absorptive capacity on exploitation of internal resources and capabilities to generate incremental innovations and thereby improve firm performance.Design/methodology/approach– Structural equation modeling was used to check the research hypotheses with a sample of 249 Spanish industrial companies.Findings– The results show that organizational absorptive capacity and the firm's old knowledge positively affect exploitation of existing opportunities. In relation to the interaction between internal exploitation and firm performance, the results show a positive and significant effect. Finally, support was found for the hypothesis that there is a mediator effect of incremental innovation on the relationship between exploitation and organizational performance.Research limitations/implications– Self-reporting by the CEOs may be the most significant limitation since a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross-sectional design of the research that does not allow observation of the short- and long-term impact of the relationships among the variables; future research should use longitudinal studies. The study was also conducted in a specific national context with manufacturing firms.Practical implications– Competence exploitation has been argued to be less costly, highly rewarding and less risky that other orientations such as competence exploration. One of the main implications for managers is to assume that both absorptive capacity and organizational memory should be considered in parallel when conducting competence exploitation. The analysis sheds new light on the importance of incremental innovation in the process of enhancing performance.Originality/value– This paper studies some insufficiently investigated relationships concerning important managerial factors. It also presents a new model attempting to participate in the scientific debate about crucial issues such as the factors that can affect performance generation within the company.

Building knowledge: developing a knowledge-based dynamic capabilities typology

March 28, 2013, 5:00 pm

≫ Next: Three shapes of organisational knowledge

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Purpose– The purpose of this paper is to synthesize existing knowledge-based dynamic capabilities research into a single typology for managerial and academic use.Design/methodology/approach– Based on the resource-based and knowledge-based views, this study conducts a theoretically grounded typology development exercise based on an extensive review of the existing dynamic capabilities literature.Findings– The paper identifies seven frameworks presented in the literature that showed some consistency in underlying concepts but conflict in nomenclature and application. Identifying over 80 uses of knowledge-based dynamic capabilities in the literature review, three complementary dimensions that are common amongst the frameworks are identified and integrated into a consistent typology of eight knowledge-based dynamic capabilities to encompass the extant literature.Originality/value– Addressing fragmentation in the knowledge-based dynamic capabilities discourse, the paper advances the concept of knowledge-based dynamic capabilities by organizing the existing literature and frameworks into a comprehensive and consistent typology. Moreover, this integrative typology allows managers and researchers to identify those capabilities in use and the commonalities between them. Finally, the paper identifies a new knowledge-based dynamic capability that has not yet been identified in any existing framework.

Three shapes of organisational knowledge

March 28, 2013, 5:00 pm

≫ Next: The Review of Approaches to Knowledge Management System Studies

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Purpose– This research seeks to respond to Simon's challenge to apply “an economic calculus to knowledge”. The paper aims to develop a typology of knowledge that may be fruitful in facilitating research in a knowledge-based view of production.Design/methodology/approach– The paper reviews the enduring literature on the knowledge-based view of the firm (KBV) and gleans three classifications of organisational knowledge as distinct factors of production: tacit, codified, and encapsulated knowledge.Findings– Differences between the tacit, codified, and encapsulated shapes of knowledge carry strategic implications for the firm along six important dimensions. Distinguishing between its three classifications sets the stage for measurement of knowledge as a factor of production.Research limitations/implications– Distinctions between the three shapes of knowledge may be less defined in practice than in theory. The classification in which a repository of knowledge falls is dependent on the tacit knowledge being applied by the user. Software may be encapsulated to a user, but codified to its creator.Practical implications– Recognition of the differences between the three shapes of organisational knowledge may help managers to: determine the most economic combination of knowledge to use in production; transfer knowledge more effectively within and across organisational boundaries; determine the most economic location of firm boundaries; and ensure value is appropriated for the firm.Originality/value– The paper suggests that distinguishing and accentuating encapsulated knowledge as a distinct classification of knowledge can help advance the development of a strategic knowledge-based theory of production.

The Review of Approaches to Knowledge Management System Studies

May 23, 2013, 4:00 pm

≫ Next: Determinants of knowledge sharing in a public sector organization

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Purpose - This paper reviews the current literature of KMS studies in organizations. The authors systematically review according to the principle of innovation studies approach i.e. variance and process approaches. The purpose of the interview is to identify the current state of KMS studies in organizations. By doing this, the way is paved for the authors to find the research gaps, which would facilatively suggest the direction for future research. The authors hope that this review shall be regarded as a source for those who share mutual interests in KMS research and could stimulate further for conducting researches in the area with different approaches in the future. Design/methodology/approach - Journal articles published within the period of 2003-2013 were collected. The articles were sourced mainly from Emerald, Science Direct, IEEE, MIS Quarterly, as well as some other academic databases. The search was conducted using the keywords such as "knowledge management system""knowledge repository""knowledge management tools""system for knowledge management" and "knowledge-based system". Findings - The review of this paper found that the majority of KMS studies are primarily pertaining to adoption, diffusion, usage, and implementation, which are fundamentally based on variance approach. The studies based on process approach are, however, found scarce and still lacking. The authors highlighted the findings and provide critical review of current approach as well as commented on the traditional theories that had been applied, unified, and modified for the studies of KMS in organizations. The authors also suggested some appropriate approach to study KMS in organizations and future direction for further research in this field.Research limitations/implications - The paper has produced a certain result of review studies from the existing literature during the period of 2003-2013. However, the review mainly focused on the different approaches that looked into the classification of study schemes and theories being applied for the research while not focusing on other aspects that may be relevant to the area of studies. Originality/value - The result of this review highlights some gaps in the literature in terms of their findings and critical observation on to the theoretical and methodological approaches to the research of KMS studies in organizations. The direction of future research is then suggested as a closing remark.

Determinants of knowledge sharing in a public sector organization

May 23, 2013, 4:00 pm

≫ Next: ROLE OF KNOWLEDGE INFRASTRUCTURE CAPABILITIES IN KNOWLEDGE MANAGEMENT

≪ Previous: The Review of Approaches to Knowledge Management System Studies

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Purpose - The purpose of this study is to investigate the factors that affect knowledge sharing in a public sector organization. Design/methodology/approach - The paper is based on quantitative research. The data were gathered through questionnaires and analyzed using multiple regression.Findings - Three motivators, community related considerations, normative considerations, and personal benefits, were found to have a unique contribution to the variance in knowledge sharing. The following enablers had a significant main effect on knowledge sharing: social interaction, rewards, and organizational support. Two barriers, degree of courage and degree of empathy, which measured organizational climate, were found to have a significant main effect on knowledge sharing. The interaction of (a) normative consideration with social interaction, (b) personal benefit with organizational support, and (c) normative considerations with degree of courage had a moderating effect on the relationship between motivating factors and knowledge sharing. Research limitations/implications - The study was conducted in a single public sector organization, which limits the generalizability of the findings to other settings. Another limitation is that attitudes toward knowledge sharing, and knowledge sharing behaviors vary across cultures. Finally, self-reported data are subject to response bias.Practical implications - Identifying factors that influence knowledge sharing could help practitioners create a knowledge sharing culture that is needed to support knowledge sharing and knowledge management within public sector organizations.Originality/value - This empirical study will contribute to the theoretical knowledge on knowledge sharing in the public sector, which has been neglected in knowledge sharing research.

ROLE OF KNOWLEDGE INFRASTRUCTURE CAPABILITIES IN KNOWLEDGE MANAGEMENT

May 23, 2013, 4:00 pm

≫ Next: Study on enterprise knowledge sharing in ESN perspective: a Chinese case study

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Purpose - In a progressively knowledge dependent economy, businesses need to learn to harness the knowledge that resides within the organizations. However, organizations often find it challenging to manage this most important asset that people possess. Researchers assert that it is mostly the organizational factors that pose a challenge to the management of knowledge. This paper aims to examine the role of knowledge infrastructure capability in Knowledge Management (KM) practices within the organization. Design/methodology/approach - This paper employs a single case study strategy to explore the aforementioned objective at hand. An Indian medium-sized global IT solutions company headquartered in Bengaluru, India, MindTree Ltd. was chosen, as this company is globally admired for its KM initiatives and has also featured in the list of Globally Most Admired Knowledge Enterprises (MAKE) list in the year 2010. Research methods included in-depth, semi-structured interviews with key informants as well as a non – obtrusive participant observation.Findings - Findings of the study shows the relevance of knowledge infrastructure capability in KM excellence. Case highlights the role of knowledge-sharing culture throughout management systems and routines. Findings also suggests that organization structure plays a facilitating and steering role in developing the culture of knowledge.Research limitations/implications - The issues identified are explored in a single case-study setting. Future research could look at the relevance of the findings to other similar settings and in multi – site settings to bring about wider theoretical generalization. Practical implications - This study will help the managers to understand the role of knowledge infrastructure capabilities in knowledge management success and will help them to device further studies to realize the full potential of KM initiatives. Originality/value - This paper adds empirical insight from Indian ITES industry on existing literature about KM.

Study on enterprise knowledge sharing in ESN perspective: a Chinese case study

May 23, 2013, 4:00 pm

≫ Next: Why and When Do People Hide Knowledge?

≪ Previous: ROLE OF KNOWLEDGE INFRASTRUCTURE CAPABILITIES IN KNOWLEDGE MANAGEMENT

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Purpose - Enterprise social network (ESN) is part of the information reform by the enterprise using Web2.0. In terms of marketing targets of typical Web2.0 techniques, enterprise knowledge sharing in Web2.0 ear can be classified into different types (individual interaction type, group interaction type, social interaction type, real-time interaction type and delay interaction type). The purpose of this paper is to summarize the features and modes of different enterprise knowledge sharing and study enterprise knowledge sharing quantitatively in ESN perspective by selecting real-time interaction type as the case.Design/methodology/approach - Due to the area of research, the authors supplemented the SNA, combined with mathematical model method and additional in-depth interviews.Findings - The Web2.0 era provides the opportunity to quantify knowledge sharing. Besides, SNA can quantitatively and visually diagnose the enterprise knowledge sharing status and guide the enterprise knowledge sharing process. Research limitations/implications - Only a case study about real-time interaction type is given, other types are not empirically studied. Practical implications - SNA, combined with mathematical model method and additional in-depth interviews with team leaders or key managers in the organizations, can quantitatively, visually and comprehensively diagnose the enterprise knowledge sharing status.Originality/value - This paper systematically summarizes the features and modes of Web2.0 enterprise knowledge sharing and the multi-method research design represents a sound approach to target enterprise knowledge sharing.

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Why and When Do People Hide Knowledge?

May 23, 2013, 4:00 pm

≫ Next: Towards Tacit Knowledge Sharing over Social Web Tools

≪ Previous: Study on enterprise knowledge sharing in ESN perspective: a Chinese case study

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Purpose - The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership feeling over the knowledge. Therefore, this research builds and tests a theoretical model linking knowledge-based psychological ownership with knowledge hiding via territoriality.Design/methodology/approach - Data were collected from knowledge workers in China via a web-based three-wave survey. The final sample was 190 cases. Hierarchical regression models and bootstrapping approach were used to test the hypotheses.Findings - Results show that knowledge-based psychological ownership positively affects knowledge hiding. Territoriality fully mediates the link between knowledge-based psychological ownership and knowledge hiding. Moreover, organization-based psychological ownership moderates the positive link between territoriality and knowledge hiding. Specifically, territoriality will mediate the indirect effect of knowledge-based psychological ownership on knowledge hiding when organization-based psychological ownership is low but not when it is high.Research limitations/implications - The research reflects that to reduce knowledge hiding, organizations should focus on practices that can decrease employees’ self-perception of possession of knowledge and territoriality, and that can strengthen employees’ psychological ownership for organizations.Originality/value - Although many actions have been adopted to foster knowledge management in companies, knowledge hiding is still prevalent in work settings. This paper highlights the predictive power of knowledge-based psychological ownership on knowledge hiding, and the mediating role of territoriality in the link between knowledge-based psychological ownership and knowledge hiding.

Towards Tacit Knowledge Sharing over Social Web Tools

May 23, 2013, 4:00 pm

≫ Next: KNOWLEDGE MANAGEMENT MODEL OF COMMUNITY BUSINESS: THAI OTOP CHAMPIONS

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Purpose - Researchers debate whether tacit knowledge sharing through Information Technology (IT) is actually possible. However, with the advent of social web tools, it has been argued that most shortcomings of tacit knowledge sharing are likely to disappear. This paper has two purposes: firstly, to demonstrate the existing debates in the literature regarding tacit knowledge sharing using IT, and secondly, to identify key research gaps that lay the foundations for future research into tacit knowledge sharing using social web.Design/methodology/approach - This paper reviews current literature on IT-mediated tacit knowledge sharing and opens a discussion on tacit knowledge sharing through the use of social web.Findings - First, the existing schools of thoughts in regards to IT ability for tacit knowledge sharing are introduced. Next, difficulties of sharing tacit knowledge through the use of IT are discussed. Then, potentials and pitfalls of social web tools are presented. Finally, the paper concludes that whilst there are significant theoretical arguments supporting that the social web facilitates tacit knowledge sharing there is a lack of empirical evidence to support these arguments and further work is required.Research limitations/implications - The limitations of the review includes: covering only papers that were published in English, issues of access to full texts of some resources, possibility of missing some resources due to search strings used or limited coverage of databases searched. Originality/value - The paper contributes to the fast growing literature on the intersection of KM and IT particularly by focusing on tacit knowledge sharing in social media space. The paper highlights the need for further studies in this area by discussing the current situation in the literature and disclosing the emerging questions and gaps for future studies.

KNOWLEDGE MANAGEMENT MODEL OF COMMUNITY BUSINESS: THAI OTOP CHAMPIONS

May 23, 2013, 4:00 pm

≫ Next: Knowledge Management Practices in a Public Sector Organization: The Role of Leaders´ Cognitive Styles

≪ Previous: Towards Tacit Knowledge Sharing over Social Web Tools

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Purpose - This research aimed to propose the knowledge management (KM) model of Thai OTOP community business by: 1) investigating the KM practices of the selected Five Star OTOP businesses of Thailand, and 2) identifying the KM factors that affected the successes of their businesses. Design/methodology/approach - The qualitative research method was used. The research units were the three group of Thai OTOP Champions with a score of 5 stars who have become successful in community income building with national renown and ethnic representations. The research had three phases: Phase 1 - The study of KM practices of top OTOP businesses and factors affecting their businesses’ successes. Data were collected by in-depth interviews, focus groups, and participatory observations. Informants were the OTOP’s business administrators, operating staff, and members. Phase 2- Data analysis and synthesis by using content analysis technique. Phase 3 – Development of a KM model for top OTOP business based on Phase 1 results and KM theories. The model was confirmed via a seminar technique and connoisseurship. Findings - The findings led to proposal of a KM model for top successful OTOP businesses, which the following components: (1) KM Processes propelling the process of OTOP business management, and (2) KM Success Factors including leadership, organizational cultures, man, and knowledge/intellect.Originality/value - This research has developed a KM model for community business which based on the practices of the national successful businesses. Therefore it can be applied for any OTOP’s business management in Thailand.

Knowledge Management Practices in a Public Sector Organization: The Role of Leaders´ Cognitive Styles

May 23, 2013, 4:00 pm

≫ Next: ALIGNING STRATEGIES AND PROCESSES IN KNOWLEDGE MANAGEMENT: A FRAMEWORK

≪ Previous: KNOWLEDGE MANAGEMENT MODEL OF COMMUNITY BUSINESS: THAI OTOP CHAMPIONS

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Purpose - The purpose of this study is to investigate the impact of cognitive styles of leaders on knowledge management practices in a public sector organization in India.Design/methodology/approach - The data were gathered from 210 middle and senior managers who were employed in different projects across the country. Self-reported questionnaires were administered to collect the data on cognitive styles of leaders and knowledge management practices.Findings - Results of exploratory factor analysis showed three significant factors of cognitive styles namely, Radical, Innovative-Collaborator, and Adaptor. Knowledge management questionnaire had five dimensions namely, KM process, KM leadership, KM culture, KM technology and KM measurement. Results of regression analysis have shown a negative impact of radical and innovative-collaborator style while adaptor style had a positive impact on knowledge management practices.Research limitations/implications - This study is conducted in a large thermal power generation organization in India. Hence generalizability is limited to other similar contexts. Public sector work norms and organizational size may influence the interpretation of results.Practical implications - Results shows the relevance of adaptor style of thinking in promoting knowledge management practices which is consistent with the prevailing public sector work norms in India that do not support any radical changes in their ways of working and solving problems.Originality/value - This is an empirical study about the relationship between cognitive styles of leaders and knowledge management practices in Indian work context and such a study does not exist in literature.

ALIGNING STRATEGIES AND PROCESSES IN KNOWLEDGE MANAGEMENT: A FRAMEWORK

May 23, 2013, 4:00 pm

≫ Next: The Intriguing Art of Knowledge Management and its Relation to Organizational Capabilities and Learning

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Purpose - Knowledge management (KM) has become a key driver of organisational performance. The existing literature suggests that many organisations fail in their attempts to align their KM strategies with knowledge processes within their organisation. Based on the management literature on alignment, there is a gap in the understanding of how an organisation’s KM strategy and KM processes in workgroups can be aligned. The purpose of this study is to illustrate that alignment in terms of KM is important and underpins the improvement of KM processes in organisations. Design/methodology/approach - A qualitative case study research approach was used to examine alignment between strategy and processes of knowledge in organisations. Three case organisations representing different industry sectors were chosen to examine how organisations align their KM strategies with workgroup knowledge processes.Findings - This study proposes a Strategic–Workgroup Alignment Framework that explains the key alignment enablers and different alignment approaches required to align KM strategy with workgroup KM processes in organisations.Research limitations/implications - The authors acknowledge the limitations of this paper. Although the proposed framework provides valuable insights with respect to different alignment approaches, it does not specify how each alignment approach can be assessed in terms of effectiveness and efficiency. As part of the alignment approaches, this study’s focus was between strategy and processes of knowledge: further research could bring to light new alignment options of knowledge and the associated implications. Originality/value - This study illustrates that organisations can improve the management of knowledge through alignment between KM strategies and KM processes. Such an improvement is also possible in the absence of a KM strategy emphasis, where alignment would require a deeper examination of workgroup knowledge processes. This study also identifies specific alignment enablers to align KM strategy and KM processes.

The Intriguing Art of Knowledge Management and its Relation to Organizational Capabilities and Learning

July 10, 2013, 4:00 pm

≫ Next: Knowledge transfer in vertical relationship. The case study of Val D'Agri oil district.

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Knowledge transfer in vertical relationship. The case study of Val D'Agri oil district.

July 10, 2013, 4:00 pm

≫ Next: Roles-purpose-and-culture misalignments: A setback to bottom-up SME clusters

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Purpose - The objective of the current study is to map the Val d’Agri district relationships, defining the way firms relate along the district value production chain with reference to both their position and "contractual power", and to understand how the firms’ positions in the value chain affect KT processes in the district. Considering the "Hub and Spoke" morphology, we argue that KT is deeply affected by both the firms’ contractual power and their positions within the district. Explicit KT is mainly linked to development of production processes; in contrast, tacit KT depends primarily on the actions of people working in the district. Human capital plays an important role in transferring knowledge through imitation, work mobility and social interaction.Design/methodology/approach - We adopt an empirical approach in which we describe and analyse the principle characteristics of the Val d’Agri relational structure, with identification of the main issues that impact the KT development process. The study consists of two parts: first is an analysis of the main national and international literature on knowledge transfer, industrial districts and oilfield environments, from economic and managerial perspectives; second is the empirical study to specifically describe and analyse the way KT occurs within the vertical relationships typical of a hub-and-spoke district.Findings - For the ID typology under observation, the hub and spoke theory provides better fit than the Marshallian district model. Research limitations/implications - The research limitations concern the quantitative evaluation of knowledge management and the mechanisms that characterize it. In fact, the analysis, although it is based both on the existence and the collection of relevant data, is mainly qualitative. This is due to the lack of attention that district companies, in a focused way, dedicated to knowledge management.Practical implications - Mapping the specific characteristics of this oilfield industrial district indicates that such characteristics are closely dependent on the character of the actual resources and on national laws and regulations that govern oil exploitation in Italy, creating positions of power within the production chain that determine the relationship between the companies.Originality/value - Noting the importance of industrial districts and of Knowledge Transfer in general competition among firms, the paper provides a useful framework to understand both industrial district dynamics and the ways Knowledge Transfer can be promoted among all the firms that are related along a given value chain.

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Roles-purpose-and-culture misalignments: A setback to bottom-up SME clusters

July 10, 2013, 4:00 pm

≫ Next: Exploring the requirements of regional knowledge-based management

≪ Previous: Knowledge transfer in vertical relationship. The case study of Val D'Agri oil district.

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Purpose - To contribute to the understanding of SME clustering processes initiated from the bottom-up. In particular, this paper tackles the major setbacks encountered by a group of Spanish SMEs with long tradition in the chemical sector on their way to setting up a cluster. Design/methodology/approach - We propose a collaborative action research approach. The fact that the study was carried out within the framework of the EU-FP7 CADIC project made this approach particularly suitable. The intervention strategies along the cluster development cycle are especially focused.Findings - Collective and distributed leadership, collaborative culture, communication, dynamic relational capabilities, and a shared vision or purpose are all necessary and critical, though not sufficient elements, for the success of SME bottom-up clusters. The timeframe of the strategic interventions and the roles of the partners are equally fundamental. Practical implications - 1) To enhance SMEs’ clusters management capacity and collaboration readiness; 2) to promote more business-grounded and effective cluster policies; 3) to contribute to enlighten the discussions about the opportunity/appropriateness of cluster evaluation frameworks/policies addressed to enact collaboration, when the focus is the SME.Originality/value - This study suggests that misalignments in the triad roles-purpose-culture among the cluster partners could bring about dysfunctions and lead the cluster to a prolonged ‘projectism’ and early degeneration. Particularly, it highlights the fundamental role of the ‘roles’ displayed in the cluster to achieving success. These roles are dynamic and emergent mechanisms of adaptation of the cluster to the internal and external environmental changes.

Exploring the requirements of regional knowledge-based management

July 10, 2013, 4:00 pm

≫ Next: Knowledge strategies for environmental innovations: the case of Italian manufacturing firms

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Purpose - The aim of the paper is to explore the requirements of knowledge-based management in the regional development network of the Tampere Region in Finland.Design/methodology/approach - The requirements of knowledge-based management are analysed on the basis of the perceptions of the regional developers interviewed (N=13) and by using the extended SECI model and intellectual capital framework as analytical tools.Findings - Different regions benefit from different knowledge-based management activities according to their performance in the cycle of the extended SECI model and the intellectual capital available among the regional developers. When the knowledge-based management requirements of a regional development network are identified by applying these two frameworks, more appropriate investments (e.g. for ICT infrastructure) and development activities can be made.Research limitations/implications - The perspectives of knowledge creation (i.e. the extended SECI model) and intellectual capital provide one approach for evaluating the call for knowledge-based management of regional development. Other perspectives are also expected to be valuable as we enhance our understanding of regional knowledge-based management in different contexts.Originality/value - The study contributes by proposing and applying a method for evaluating the requirements of regional knowledge-based management.

Knowledge strategies for environmental innovations: the case of Italian manufacturing firms

July 10, 2013, 4:00 pm

≫ Next: Different practices for open innovation: a context-based approach

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Purpose - This paper aims at investigating the rather unexplored issue of how green innovators address the knowledge needs emerging when initiating a sustainability path, comparing their knowledge strategies with those of non-green innovators. Design/methodology/approach - We investigate this issue using data from the 2008 Italian Community Innovation Survey (CIS). Focusing on manufacturing firms, we identify the main characteristics and knowledge assets of firms introducing environmental innovations (EIs) as opposed to those of other innovators. Findings - Our results suggest that the development of EIs entails a higher recourse to external knowledge, in the form of use of external sources of information, acquiring R&D from external firms and cooperation. Relationships with partners that do not belong to the supply chain – including KIBS, universities, research institutions and competitors – are far more important than for other innovations. On the contrary, differences between the two categories are less marked when it comes to investments in internal knowledge resources. Finally, proactive environmental innovators have very different knowledge strategies than reactive ones, which resemble non-green innovators.Originality/value - The main contribution of this paper is that it investigates the unexplored issue of how firms assess and develop the knowledge needed to develop EIs. By comparing them with the strategies of non-green innovators, the analysis performed in the paper allows understanding the peculiarities of such innovations. Furthermore, we contribute to the literature by verifying how knowledge management strategies vary according to the differential importance that sustainability has for the firm’s innovative strategy.

Different practices for open innovation: a context-based approach

July 10, 2013, 4:00 pm

≫ Next: Analysing the impacts of ICT on knowledge work productivity

≪ Previous: Knowledge strategies for environmental innovations: the case of Italian manufacturing firms

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Purpose - We investigate the concept of open innovation, identify different open innovation practices which help describe the continuum between closed and open innovation, and propose a framework that suggests an association between innovation contexts and practices.Design/methodology/approach - We first identify the variables to describe innovation contexts and practices. Such variables are developed based on the literature and on a previous paper of the same authors (Bellantuono et al., 2011). Then, we establish an association between contexts and practices, and test it through cases drawn from the existing literature.Findings - The paper proposes a detailed assessment of open innovation practices and suggests the association between each of them and diverse innovation contexts. A few case examples drawn from the literature prove coherent with the theoretical framework underlying the proposed association.Practical implications - Our results (and specifically the framework) enhance the organizations’ awareness of the open innovation concept and the possible practices to implement it, as well as support managers to better select open innovation practices in different contexts.Originality/value - This paper discussed the concept of open innovation practices to enhance the comprehension of the open innovation concept. Also, to our knowledge, the proposed association between context and practices is original in that there are no similar theoretical frameworks that help organizations selecting innovation practices.

Analysing the impacts of ICT on knowledge work productivity

July 10, 2013, 4:00 pm

≫ Next: Promoting professionals’ Innovative Behaviour through Knowledge Sharing: the moderating role of Social Capital

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Purpose - The potential of information and communication technology (ICT) in improving knowledge work productivity is well-documented in the existing literature. However, prior research fails to provide means for analyzing whether the potential can be realized in a specific organizational context. Thus, this paper focused on the context-specific analysis of the impacts of ICT services on knowledge work.Design/methodology/approach - A literature review and a case study conducted in a medium-sized European teleoperator company. The case study examines the measurement process for capturing the knowledge work productivity impacts produced by a new ICT service used by the company.Findings - ICT can be used to eliminate non-value-adding tasks or to make them more efficient. ICT can also improve employee welfare, for example, through transforming the content of work by deleting unimportant activities. The empirical study showed that contrary to the view presented in the prior literature it does not seem that difficult to measure the impacts of ICT on knowledge work productivity. A key point in the measurement is identification of case-specific impact factors by examining the characteristics of the ICT service and the organisational setting.Practical implications - The results of the paper will be useful for managers studying the impacts of ICT investments in their organizations.Originality/value - This paper contributes to the prior literature on ICT and knowledge work productivity by explaining how the impacts of ICT can be analysed in a given empirical context. The specific novelty value of the study lies in the new knowledge concerning the identification of the impact factors.