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Channel: Emerald Group Publishing Limited: Journal of Knowledge Management: Table of Contents
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Promoting professionals’ Innovative Behaviour through Knowledge Sharing: the moderating role of Social Capital

July 10, 2013, 4:00 pm
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Purpose - This study offers new insights to further our understanding on the relevance of engaging employees in knowledge sharing behaviours in order to improve current operations.Design/methodology/approach - Our conceptual model proposes a direct relationship between knowledge sharing behaviours and employees’ innovative behaviour, moderated by employees’ perception of social capital. Six hypotheses were developed from the literature-grounded and tested among 198 employees of four hospices and palliative care organisations (H&PCOs) for dying cancer patients. All constructs were measured using multiple-item scales that were adapted from previous related studies. Our hypotheses were tested using Seemingly Unrelated Regression (SUR).Findings - Our study has three main results. First, we found a positive role of knowledge sharing behaviours in affecting sharers’ innovativeness, in terms of propensity and capacity to promote and implement new ideas. Second, sharing best practices and sharing mistakes are two distinct drivers of individuals’ innovativeness. Third, individuals’ perception of social capital have a relevant moderation effect on the linkage between knowledge sharing and innovative behaviour. Originality/value - Past research posited that knowledge sharing is convenient for others, and possibly at the expense of sharers’ best interest. Our research was grounded on a different notion of knowledge sharing as (i) a self-interested behaviour, which individuals deploy to generate a norm of reciprocity among knowledge recipients, which might create future benefits in the short term; and (ii) an improvement process, which individuals can use to translate new ideas into workable innovations.
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The Intriguing Art of Knowledge Management and its Relation to Learning Organizations

July 10, 2013, 4:00 pm
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Purpose - Purpose –The goal of this research is to empirically assess whether Knowledge Management (KM) and Learning Organizations (LO) are distinct concepts and if so, to test whether KM enhances LO more or vice versa. Design/methodology/approach - Design/methodology/approach– We propose an approach by which we first empirically assess the independence of those two concepts then KM’s fundamental processes being: Knowledge Acquisition, Sharing, and Utilization are hypothesized to have a positive relationship with the different LO dimensions. Retail business employees working in organizations in Lebanon were surveyed. KM processes were first designated as dependent variables and then as independent variables. Bartlett’s test, Pearson correlation, factor analysis, and regression analysis were used to test the hypothesis. Findings - Findings- The results indicated that the two dimensions LO and KM are distinct and that KM enhances LO more than LO enhances KM.Practical implications - Practical implications– This research extends the impact of knowledge management to include informal processes. It provides empirical evidence that managers should seek to implement formal and informal knowledge management processes into their organizational culture to enable a dynamic learning environment. Originality/value - Originality/value – This research is significant in that up to this point the relationship between KM and LO has been posited and supported through anecdotal evidence and observation. This research provides empirical evidence of the relationship and forms the basis for further study in this area.
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Knowledge transfer in vertical relationship: the case study of Val d'Agri oil district

July 10, 2013, 4:00 pm
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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 knowledge transfer (KT) processes in the district. Considering the “hub and spoke” morphology, the author argues 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– The authors adopt an empirical approach in which they 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.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 KT in general competition among firms, the paper provides a useful framework to understand both industrial district dynamics and the ways KT 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
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Purpose– The purpose of this paper is to contribute to the understanding of small to medium-sized enterprise (SME) clustering processes initiated from the bottom up. In particular, this paper seeks to tackle 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– The authors 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– The practical implications are to enhance SMEs' clusters management capacity and collaboration readiness; to promote more business-grounded and effective cluster policies; and 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 in achieving success. These roles are dynamic and emergent mechanisms of adaptation of the cluster to the internal and external environmental changes.
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Exploring the requirements of regional knowledge-based management

July 10, 2013, 4:00 pm
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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 the understanding of regional knowledge-based management in different contexts is enhanced.Originality/value– The study contributes by proposing and applying a method for evaluating the requirements of regional knowledge-based management.
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Knowledge strategies for environmental innovations: the case of Italian manufacturing firms

July 10, 2013, 4:00 pm
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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– The authors investigate this issue using data from the 2008 Italian Community Innovation Survey (CIS). Focusing on manufacturing firms, they identify the main characteristics and knowledge assets of firms introducing environmental innovations (EIs) as opposed to those of other innovators.Findings– The authors' 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, the authors 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.
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Different practices for open innovation: a context-based approach

July 10, 2013, 4:00 pm
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Purpose– The authors aim to 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– The authors first identify the variables to describe innovation contexts and practices. Such variables are developed based on the literature and on a previous paper by the same authors in 2011. Then, they 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– The authors' results (and specifically the framework) enhance the organizations' awareness of the open innovation concept and the possible practices to implement it, as well as supporting managers to better select open innovation practices in different contexts.Originality/value– This paper discusses the concept of open innovation practices to enhance the comprehension of the open innovation concept. Also, to the authors' knowledge, the proposed association between context and practices is original in that there are no similar theoretical frameworks that help organizations selecting innovation practices.
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Analysing the impacts of ICT on knowledge work productivity

July 10, 2013, 4:00 pm
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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 aims to focus on the context-specific analysis of the impacts of ICT services on knowledge work.Design/methodology/approach– This paper uses 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.
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Promoting professionals' innovative behaviour through knowledge sharing: the moderating role of social capital

July 10, 2013, 4:00 pm
$
0
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Abstract

Purpose– This study aims to offer new insights to further the understanding on the relevance of engaging employees in knowledge sharing behaviours in order to improve current operations.Design/methodology/approach– The authors' conceptual model proposes a direct relationship between knowledge sharing behaviours and employees' innovative behaviour, moderated by employees' perception of social capital. Six hypotheses were developed from the literature, grounded and tested among 198 employees of four hospices and palliative care organisations (H&PCOs) for dying cancer patients. All constructs were measured using multiple-item scales that were adapted from previous related studies. The authors' hypotheses were tested using seemingly unrelated regression (SUR).Findings– This study has three main results. First, the authors found a positive role of knowledge sharing behaviours in affecting sharers' innovativeness, in terms of propensity and capacity to promote and implement new ideas. Second, sharing best practices and sharing mistakes are two distinct drivers of individuals' innovativeness. Third, individuals' perceptions of social capital have a relevant moderation effect on the linkage between knowledge sharing and innovative behaviour.Originality/value– Past research posited that knowledge sharing is convenient for others, and possibly at the expense of sharers' best interest. The authors' research was grounded on a different notion of knowledge sharing as: a self-interested behaviour, which individuals deploy to generate a norm of reciprocity among knowledge recipients, which might create future benefits in the short term; and an improvement process, which individuals can use to translate new ideas into workable innovations.
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The intriguing art of knowledge management and its relation to learning organizations

July 10, 2013, 4:00 pm
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Abstract

Purpose– The goal of this research is to empirically assess whether knowledge management (KM) and learning organizations (LO) are distinct concepts and if so, to test whether KM enhances LO more or vice versa.Design/methodology/approach– The authors propose an approach by which they first empirically assess the independence of those two concepts, then KM's fundamental processes, being knowledge acquisition, sharing, and utilization, are hypothesized to have a positive relationship with the different LO dimensions. Retail business employees working in organizations in Lebanon were surveyed. KM processes were first designated as dependent variables and then as independent variables. Bartlett's test, Pearson correlation, factor analysis, and regression analysis were used to test the hypothesis.Findings– The results indicated that the two dimensions LO and KM are distinct and that KM enhances LO more than LO enhances KM.Practical implications– This research extends the impact of knowledge management to include informal processes. It provides empirical evidence that managers should seek to implement formal and informal knowledge management processes into their organizational culture to enable a dynamic learning environment.Originality/value– This research is significant in that up to this point the relationship between KM and LO has been posited and supported through anecdotal evidence and observation. This research provides empirical evidence of the relationship and forms the basis for further study in this area.
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Knowledge, learning, and innovation: research and perspectives

July 10, 2013, 4:00 pm
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Purpose– This introduction paper to the special issue on “The twenty-first century knowledge-based value drivers of innovation and sustainable development” aims to focus on such relationships between knowledge, learning, capabilities, innovation and competitive advantage in different forms of organization: businesses, clusters and regions. The purpose is to point out the conceptual pillars and contribute to the ongoing debate on: how knowledge assets impact organizational performance, what are the characteristics of such value-generating processes, what factors affect the process of building organizational capabilities and distinctive competences, and how organizations translate specific capabilities into sustainable competitive advantages.Design/methodology/approach– The article is based on a thorough analysis of the management literature addressing the nature, role and relevance of knowledge, organizational capabilities, learning and knowledge management for organization competitiveness. The conceptual background sets the foundations for a better understanding of the strategic importance of knowledge-based value drivers for innovation and sustainable organizational value creation.Findings– As knowledge management is establishing itself as a research discipline, it is fundamental to define the conceptual pillars grounding the application of knowledge management initiatives for innovation and business performance improvements. This paper provides a framework summarizing the key assumptions at the basis of understanding the strategic relevance of knowledge-based value drivers for growth and competitiveness.Research limitations/implications– In addressing some of the questions posed, this article provides some implications for future research that build on different perspectives and emphasize the importance of adopting multi-disciplinary approaches to disentangle the complexities of how organizations convert knowledge resources to a long-lasting competitive advantage.Originality/value– This editorial presents the key conceptual pillars explicating the role of knowledge resources as building blocks of organizational capabilities and how firms can develop and maintain their competences by promoting and nurturing learning processes. The value of this paper is the definition of a conceptual framework outlining the relationships between knowledge management, organizational capabilities, organizational learning and competitiveness.
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Analysing the impacts of ICT on knowledge work productivity

July 10, 2013, 4:00 pm
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Abstract

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 aims to focus on the context-specific analysis of the impacts of ICT services on knowledge work.Design/methodology/approach– This paper uses 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.
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Meta-Analysis of Scientometric Research of Knowledge Management: Discovering the Identity of the Discipline

September 5, 2013, 4:00 pm
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Purpose - The purpose of this study is to conduct a meta-analysis of prior scientometric research of the knowledge management (KM) field.Design/methodology/approach - One hundred and eight scientometric studies of the KM discipline were subjected to meta-analysis techniques.Findings - The overall volume of scientometric KM works has been growing, reaching up to ten publications per year by 2012, but their key findings are somewhat inconsistent. Most scientometric KM research is published in non-KM-centric journals. The KM discipline has deep historical roots. It suffers from a high degree of over-differentiation and is represented by dissimilar research streams. The top six most productive countries for KM research are the USA, the UK, Canada, Germany, Australia, and Spain. KM exhibits attributes of a healthy academic domain with no apparent anomalies and is progressing towards academic maturity.Practical implications - Scientometric KM researchers should use advanced empirical methods, become aware of prior scientometric research, rely on multiple databases, develop a KM keyword classification scheme, publish their research in KM-centric outlets, focus on rigorous research of the forums for KM publications, improve their cooperation, conduct a comprehensive study of individual and institutional productivity, and investigate interdisciplinary collaboration. KM-centric journals should encourage authors to employ under-represented empirical methods and conduct meta-analysis studies and should discourage conceptual publications, especially the development of new frameworks. To improve the impact of KM research on the state of practice, knowledge dissemination channels should be developed.Originality/value - This is the first documented attempt to conduct a meta-analysis of scientometric research of the knowledge management discipline.
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Balancing Codification and Personalization for Knowledge Reuse: a Markov Decision Process Approach

September 5, 2013, 4:00 pm
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Purpose - This paper aims to provide a systematic framework for organizations to analyze their knowledge reuse processes, and balance codification and personalization within their knowledge strategy according to cost/benefit analysis.Design/methodology/approach - This paper divides knowledge reuse process into a sequence of five stages, and accordingly analyzes costs/benefits under codification and personalization strategies. Markov Decision Process, a mathematical framework for multi-stage decision-making, is employed to optimize a mixed strategy for knowledge reuse processes within an organization. Findings - Organizations need to consider factors such as the number of reusable knowledge items, reuse patterns, and intra-organizational interest alignment which are critical to determine their optimal mix between codification and personalization. Companies should determine a knowledge strategy based on their knowledge reuse contexts instead of following success cases blindly.Research limitations/implications - This paper presents an illustrative example to show how this framework might be applied by an organization. However, the validity and reliability of strategic decision-making also depends on the accuracy of the model’s parameter values. Firms can adopt many methods as surveys, Delphi method, to determine the parameter values.Practical implications - The proposed framework offers an opportunity for firms to gain insights by setting the model’s parameters to their own reuse contexts/characteristics and conducting what-if analysis.Originality/value - This paper proposes a formal framework for analyzing knowledge reuse processes and offers organizations guidelines about decision-making of knowledge strategies.
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Stairways to heaven: Implementing social media in organizations

September 5, 2013, 4:00 pm
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Purpose - This paper is aimed at both researchers and organizations. For researchers, it provides a means for better analyzing the phenomenon of social media implementation in organizations as a knowledge management enabler. For organizations, it suggests a step-by-step architecture for practically implementing social media and benefiting from it in terms of knowledge management. Design/methodology/approach - The research is an empirical study. A hypothesis was set; empirical evidence was collected (from 34 organizations). The data was analyzed both quantitatively and qualitatively, thereby forming the basis for the proposed architecture.Findings - Implementing social media in organizations is more than a yes/no question; findings show various levels of implementation in organizations: some implementing at all levels, while others implement only tools, functional components, or even only visibility.Research limitations/implications - Two main themes limit the research and should be further tested: Whether the suggested architecture actually yields faster/eased KM implementation compared to other techniques; and whether it can serve needs beyond the original scope (Israel; KM) as tested in this study (i.e. also for other regions; other needs - service, marketing & sales, etc.).Practical implications - Organizations can use the suggested four levels architecture as a guideline for implementing social media as part of their KM efforts.Originality/value - This paper is original and innovative. Previous studies describe the implementation of social media in terms of yes/no; this research explores the issue as a graded one, where organizations can and do implement social media step-by-step. The paper's value is twofold: It can serve as a foundational study for future researches, which can base their analysis on the suggested architecture of four levels of implementation. It also serves as applied research that will help organizations searching for social media implementation KM enablers.
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Visualisation of the Organisation Knowledge Structure Evolution

September 5, 2013, 4:00 pm
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Purpose - The paper provide a methodology by which organisational knowledge can be extracted and visualised dynamically over time, providing a glimpse into the knowledge evolution processes that occur within organisations.Design/methodology/approach - Recursive analysis of email interactions is offered as a case to account for the knowledge structure evolution related to the different programs of INGO. Several methods are used: analysis of the network expansion to see if the process is random or uniform is performed, visualisation of the network configuration change throughout studied time period; and the statistical examination of network formation.Findings - The results of presented study indicate that content structure of electronic knowledge networks exhibits hierarchical and centralised tendencies. The social network analysis results suggest that INGO exhibits non-hierarchical and decentralized structure of the individuals contributing to the discussion lists. Research limitations/implications - By providing the means to carry out network evolution analysis of content structure dynamics and social interactions, presented work provides a means for probabilistically modelling patterns of organisational knowledge evolution. Practical implications - The approach allows the exploration of the dynamics of tacit to explicit knowledge, from individual to the group and from informal groups to the whole organisation.Originality/value - By displaying the large collection of the key phrases that reflected the evolution of the organisational knowledge structure over the time, organisational emails are placed in meaningful context explaining the language of the organisation and context of knowledge structure evolution.
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Embedded resources and knowledge transfer among R&D employees

September 5, 2013, 4:00 pm
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Purpose - This paper suggests embedded resources as a new dimension of social capital and aims to prove its value in the knowledge transfer context.Design/methodology/approach - Hierarchical multiple regression was adopted to analyse survey responses from 337 R&D employees. Barron and Kenny’s mediation test was also conducted to test an indirect effect of embedded resources.Findings - In addition to the traditional three dimensions of social capital, the embedded resources dimension showed direct and indirect effects on knowledge transfer. Additionally, cognitive similarity among R&D employees was from the professional tenure rather than company tenure.Research limitations/implications - Despite the limitations of cross-sectional study and R&D focused sample, this study successfully extended existing research on social capital in the knowledge transfer context by validating the role of embedded resources as a new dimension of social capital. Practical implications - Facilitating social networks among employees is not enough for active knowledge transfer. Each employee should be guided to connect to the right experts who have the right knowledge (i.e., embedded resources) for his or her job.Originality/value - Traditional dimensions of social capital was biased towards social relationships. This paper emphasized social assets (i.e., embedded resources) as a new dimension of social capital.
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Managing Reverse Knowledge Flow in Multinational Corporations

September 5, 2013, 4:00 pm
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Purpose - This study provides insight to the little-researched phenomenon of reverse knowledge flow within multinational corporations (MNCs), and explains the role of managerial attention in exploiting the prospect of knowledge transfer from subsidiaries located in developing countries.Design/methodology/approach - Existing literature across disciplines has been integrated to provide a clear description of the concept of reverse knowledge flow and managerial attention, in order to explain the role of managerial attention in reverse knowledge transfer activities within MNCs. Two pilot studies were conducted on European MNCs to build the background for this study.Findings - Managerial attention is a key factor in recognising potential source of knowledge within the multinational network, and a prior requirement for knowledge transfer to take place. Attention decisions are partially based on the knowledge source location, awareness/attractiveness, and the strategic importance. Thus MNCs can adopt managerial practices and control mechanisms to influence the attention of executives and achieve higher knowledge flow from subsidiaries.Research limitations/implications - There is a need to undertake empirical research and in-depth case studies of knowledge management practices using the arguments and framework provided in this article.Practical implications - MNCs can develop mechanisms for overcoming attention biases influence on reverse knowledge flow. The attention based approach can lead to better subsidiary integration and knowledge management practices in MNCs.Originality/value - This study advances the theory on reverse knowledge flow in MNCs by presenting an attention based theoretical framework for effective knowledge transfer.
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Knowledge governance mechanisms and repatriate’s knowledge sharing: The mediating roles of motivation and opportunity

September 5, 2013, 4:00 pm
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Purpose - Several studies have explored the relationships among the multiple dimensions of knowledge governance mechanisms (KGMs) and knowledge sharing. However, knowledge governance issues and knowledge transfer processes remain under-researched. The empirical results of the relationships among KGMs, motivations to share knowledge and knowledge sharing behavior remain inconsistent. This paper aims at reexamining the mediating effects of knowledge sharing motivations and knowledge sharing opportunities on the relationship between KGMs and knowledge sharing behavior of repatriates at multinational corporations.Design/methodology/approach - Survey data was collected from 140 repatriates from 66 multinational companies that operated in 5 different geographic locations. Structural equation modelling was used to assess the research model.Findings - The empirical results indicate the mediating roles of knowledge sharing motivation and opportunity in the relationship between KGMs and the knowledge sharing behavior of repatriates. Two sets of KGMs – formal and informal mechanisms – have significant influence on knowledge sharing motivation and opportunity.Research limitations/implications - This investigation focuses on the functions of KGMs that facilitate the knowledge sharing behavior of repatriates. The contextual effects of task-level, firm-level, and external environmental characteristics on knowledge sharing may need further studies to substantiate.Originality/value - This study argues that even when employees are encouraged and rewarded by extrinsic and intrinsic motivations to share knowledge, effective knowledge sharing would not necessarily be guaranteed. This paper offers a conceptual framework where knowledge sharing motivations and opportunities simultaneously play the mediating roles in a successful knowledge sharing. Our framework associates KGMs with knowledge sharing behavior, and echoes the growing acknowledgement of the need for additional research on micro-foundations of knowledge sharing to complement the macro research.
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Do You Know Your Valuable Customers?

September 5, 2013, 4:00 pm
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Purpose - Customer knowledge has not yet been recognized as a possible source of strategic competitive advantage in expansion of the knowledge-based view. The purpose of this paper is, therefore, to gain initial insights into the strategic dimension of customers knowledge in order to enable companies to define, identify and motivate the right customers and work with them together on a strategically successful level.Design/methodology/approach - The following single case study is based on semi-structured interviews with nine employees and strategic customers as well as a document analysis in an entrepreneurially oriented smaller firm equipped with limited resources.Findings - The findings demonstrate that strategic customers take on a valuable position within the company. It appears that the strategic customer is more aware of his/her value than the company itself. A definition and first criteria of strategic customers could be determined and a systematic identification of strategic customers is possible with the help of this study. Research limitations/implications - The paper is an empirical contribution to the existing customer knowledge management literature and aids in gaining further insight into the definition, identification and motivation of strategic customers. A definition is derived based on a literature study and developed further through the results of our empirical analysis. An additional result of the empirical study showed that customer oriented knowledge management is a promising bridge between the knowledge- and market-based view.Originality/value - The apparent lack of resources in entrepreneurially oriented smaller firms can be overcome through the addition of external knowledge resources, which we refer to as strategic customers.
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