bluuebunny/crossref_metadata_2025 huggingface dataset:
Does employee satisfaction matter? A study to determine whether low employee morale affects customer satisfaction and profits in the business‐to‐business sector
Authors: Abbott Julie
Published: June 2007

Is employee morale affecting customer satisfaction and therefore the bottom line? This paper describes a piece of exploratory research carried out in the business‐tobusiness (B2B) sector in the UK to determine whether employee satisfaction does ultimately affect profits. There is a great deal of literature that supports this argument. The results of the research, however, actually indicated an inverse relationship in one industry in particular. The focus industries were technology, processing and business banking. This correlates with a recent similar study in the retail industry. The results showed that morale can be very low, yet employees work hard in order to keep their customers loyal and to maximise company profits. This is despite fear of redundancy, high workloads and long hours.
Can SMEs “do” CSR? A practitioner’s view of the ways small‐ and medium‐sized enterprises are able to manage reputation through corporate social responsibility
Authors: Sarbutts Nigel
Published: June 2007

If major corporations struggle to define and place a value on reputation and reputational risk, what hope is there for small‐ and medium‐sized enterprises (SMEs)? It is assumed here that large corporations have greater resources available to them to do this and stronger imperatives to do so in the form of a greater number of external stakeholders, most notably shareholders and analysts. Is a structured approach to managing corporate reputation the exclusive preserve of companies with communications departments? Is corporate social responsibility (CSR), in as much as it is a voluntary activity, “good value” for SMEs and is cost versus benefit the only way to evaluate CSR? This paper reviews a spectrum of views on reputation and CSR and argues that searching for a definitive, value‐for‐money‐based formula for reputation management and CSR is at odds with stakeholder expectations, and that much evidence exists to suggest that truly effective CSR is the result more of pragmatism than theory or corporate strategy and in some ways SMEs are better placed to take advantage of CSR programmes.
Effective crisis management: Tools and best practice for the new millennium
Authors: Sapriel Caroline
Published: June 2007

This paper outlines the new approach to crisis management, as forming an integral part of business contingency planning. Crisis management is no longer primarily a function of the corporate communication department. To address effectively the variety of risks and complex issues that corporations face today, crisis management must be mandated from the top of the organisation and driven and implemented by all key business functions jointly. Crisis management needs a corporate custodian that ensures plans and skills are up to date throughout the organisation. Processes must be established, and tools that facilitate and speed up crisis response are critical.
Risk, reputation and trust
Authors: Webley Simon
Published: June 2007

As a result of corporate malpractice and clear guidance given by a number of committees set up by major private sector institutions, risk, reputation and trust are high on the boardroom agenda. The principal way of addressing the issues is through statements of corporate values and their application through codes of business ethics. These alone are not enough to make any difference – they have to become part of the way staff think and act. Having such a programme has been shown not only to be morally right but also worthwhile.
Global protocol on ethics in public relations
Authors: Skinner Chris , Mersham Gary , Valin Jean
Published: June 2007

This paper explores the creation of a global protocol on ethics in public relations. It begins by looking into the global ethical debate. It examines existing codes of ethics of a selection of public relations institutes and associations around the world, provides comparative analysis of these codes and discusses the pros and cons of their enforcement. It suggests that the immediate way forward in a highly litigious world is to provide some values‐based guidance to member associations together with access to an evolving database of case studies illustrating ethical problems. In the medium term more effective sanctions may be possible.
Ethical obligations of public relations in an era of globalisation
Authors: Starck Kenneth , Kruckeberg Dean
Published: June 2007

Two sets of questions animate this discussion: (1) What is corporate social responsibility? Why is it desirable? How can it be assessed? (2) Why should public relations practitioners be interested in corporate social responsibility?can public relations do to promote corporate social responsibility globally? Drawing on a variety of literature, the authors argue that corporations out of their own self‐interest must embrace a global approach in fulfilling their social responsibility and that public relations professionals have an obligation to carry out that responsibility by recognising in their practices that the most important “corporate” stakeholder is society itself.
Communication ethics: Principle and practice
Authors: Beckett Robert
Published: June 2007

Communication ethics, this paper argues, is a discipline ready for application to communication management and is particularly relevant as we enter an “age of information”. With a moral foundation firmly set in the social and human sciences, communication ethics offers managers a means to face unpredictable futures with greater certainty and purpose. This paper outlines an approach in which all decision making and its communication are understood as having an ethical grounding. Such an application empowers managers to act with integrity across the spectrum of their varied communication roles: through management and internal communications, public affairs and marketing; in advertising, media and publishing, and in the use of information technology. Positioned independently from the professional bodies of communication, an interdisciplinary ethics offers practitioners skills and moral frameworks that can be shared across professions and used to compare and evaluate their practice. This paper concludes by presenting a model of communication ethics that individual managers can use to prescribe a more sensitive and dynamic human‐ethical environment.
Social facts and ethical hardware: Ethics in the value proposition
Authors: Graham Spickett‐Jones J. , Kitchen Philip J. , Reast Jon D.
Published: June 2007

Providing a framework for integrating aspects of externally directed corporate and marketing communication efforts, this paper makes a case for the communication of positive and credible ethical values as a potentially critical component in communications strategy and sustainable competitive advantage. Using an uncertainty‐reduction model adapted from the diffusion literature, it is suggested that appropriately communicated moral and ethical values can have a role in underpinning an organisation’s reputation and “trusted capacities”, thereby heightening confidence in likely future actions, offering a predictive mechanism for lowering uncertainty in market transactions, and facilitating a potential to trade by offering a rationale for an organisation’s secure market position. Underpinned by ethical principles, the paper proposes implications for the role of “reputation for trustworthiness” and its symbolic evocation. It is argued that a reputation can become accepted as a social “fact”, able to endure critical interrogation in its social environment.
The supervisor: The linchpin of employee relations
Authors: Therkelsen David J. , Fiebich Christina L.
Published: June 2007

For every organisation there are at least several publics, the support of which is critical to organisational success. Many scholars and practitioners have argued for the primacy of the employee public, because of the effect of employee attitudes and behaviours on the experience of customers, and the productivity and innovation of the enterprise. Organisations that accept this premise often respond with traditional employee communication programmes and techniques. This paper accepts the primacy of employees in the hierarchy of publics, but argues especially for the role of the frontline supervisor as the key to effective communication with an engagement of the employee population. The paper is in part a macro review of literature on the employee public going back 50 years. It comments on the new social contract between organisations and their employees. It documents business results that are associated with an involved employee public. It asserts that employee loyalty lies primarily not to the organisation itself but with the work unity – especially the immediate supervisor. The authors also examine behaviour that increases or reduces employee trust, and describe the necessary skills and support systems that organisations must provide for their supervisors in order to make them superb communicators.
Reputation – Managing the single greatest risk facing business today
Authors: Murray Kevin
Published: June 2007

Reputational risk is now considered the single greatest threat to businesses today. Most companies, however, are still not managing this risk appropriately. This paper argues that following the recommendations of the Turnbull Report into boardroom responsibility for risk management and accountability for intangible assets such as reputation, and the Higgs Review of corporate governance recommending a more active and independent role for non‐executive directors (NEDs), NEDs should be appointed as reputation guardians for the corporation – in much the same way as they now sit on audit, nomination and remuneration committees. This recommendation is given added weight by the proposed implementation of the Operating and Financial Review (OFR) in 2004, which, inter alia, seeks to embed reputational enhancement and protection in corporate reporting. NEDs will need a powerful strategic management tool (stakeholder audits) to ensure that they can perform this task properly. They will also need the support of an experienced communications function which will be critical in conducting, interpreting and advising on appropriate courses of action arising from the stakeholder audit.
PR and conflict: A theoretical review and case study of the 2001 University of Hawaii faculty strike
Authors: Kelleher Tom
Published: June 2007

In April 2001, deadlocked labour negotiations brought all public education in Hawaii to a standstill. This paper reviews theoretical models of public relations and criticism of these models in terms of conflict theory. A case study of the University of Hawaii (UH) faculty strike, including findings from in‐depth interviews with PR professionals, chief negotiators and the press is presented. Although PR models fit well in discussing relationships between the parties and their constituents, findings suggest that PR techniques often were proscribed by the circumstances of collective bargaining, and public relations, as it has been conceptualised in both theory and layman’s terms, was used as an alternative to negotiations between opposing parties rather than a means to resolving the conflict.
The forgotten sector: Uncovering the role of public relations in SMEs
Authors: Moss Danny , Ashford Ruth , Shani Najani
Published: June 2007

While the past two decades have seen marked advances in the development of public relations theory both in the USA and latterly in Europe, very little is known about the use and practice of public relations among small and medium‐sized enterprises (SMEs). Theory development in public relations has focused almost exclusively on examining the role of public relations within large corporations, government and public sector organisations and, to a lesser extent, in the voluntary sector. Yet the SME sector is generally acknowledged to represent over 96 per cent of all enterprises operating in both Europe and the USA as well as in most non‐Western economies. This paper reports the results of an exploratory study of public relations practices within SME businesses in the North‐West of England and draws some comparisons with the initial findings of the US IABC Foundation study into public relations practices and needs of small enterprises in the USA.
Corporate reputation in Asia: Looking beyond bottom‐line performance
Authors: Lines Vivian L.
Published: June 2007

Corporate reputation is a major concern for CEOs globally. In Asia it is increasingly being managed strategically at the highest corporate levels. A survey of C‐suite executives in Asia, North America and Europe by Hill & Knowlton and Korn/Ferry International finds, however, that Asian executives are more focused on using corporate reputation to drive tangible business benefit than their North American and European peers. Corporate social responsibility and the broader range of stakeholders beyond customers and shareholders does not feature strongly in the corporate reputation agenda of Asian executives. The survey results indicate Asian executives are more concerned with core stakeholders, such as customers and shareholders, and bottom‐line performance and corporate governance rather than softer areas of reputation management, such as community relations and internal communications. The time has come for Asian CEOs to take a broader perspective to corporate reputation management.
Trust and corporate social responsibility: Lessons from India
Authors: Sagar Prema , Singla Ashwani
Published: June 2007

Skeletons tumbling out of corporate closets over the past few years have led to a general erosion of trust in business globally. With this backdrop, lessons from India are particularly relevant as businesses seek endorsement as good corporate citizens through corporate social responsibility (CSR) initiatives. The world over, CSR stems from a commitment to the society in which a business operates. In India, it has been traditionally linked to spirituality, while respect in the corporate world has been treated on a par with the bottom line. As the need for CSR finds wider recognition, it is worth examining the Indian foundation for trust.
Post‐earthquake crisis communications in Taiwan: An examination of corporate advertising and strategy motives
Authors: Ho Fei‐Wen , Hallahan Kirk
Published: June 2007

This study examines gestures, themes, message copy points and imagery, and strategy motives reflected in corporate advertising appearing in the China Times and United Daily News, two leading newspapers, in the month following the devastating Chin‐Chin earthquake in Taiwan in September 1999. The study identified four possible corporate strategy motives in post‐crisis corporate communications: social responsibility, communal relationship building, enlightened self‐interest and impression management. A content analysis of adverts (n=100) suggested communal relationship building drove corporate advertising endeavours. Corporate philanthropy was the most common gesture described in the adverts, and the most frequent themes and message components focused on the restoration of society. No significant differences were found between companies headquartered in Taiwan versus elsewhere, or between companies headquartered in Asia versus the West. Implications for examining crisis communications and underlying motives behind public relations communications are discussed.
Ethical issues in practising public relations in Asia
Authors: Hickson Ken
Published: June 2007

It is a necessity in a dynamic business like communication management to relook at “ethics”, in light of the difficult times experienced by businesses and PR professionals, particularly in the Asia Pacific. To better understand ethics as applied in the industry, it could be helpful to classify the ethical issues that surround PR practitioners. The ten defined categories are personal, professional, political, cultural, racial/religious, trade/business, social, legal, financial and environmental. It is also possible to argue that “issues management” can be seen to also involve “ethics management”. Communications professionals should devote even more of their time and attention to this and raise professional standards in the process.
Public relations and change management: The case of a multinational company
Authors: Dürig Uta‐Micaela , Sriramesh Krishnamurthy
Published: June 2007

Organisations are often reluctant to change their corporate cultures even when such change is essential to cope with the changing business environment. This paper analyses the three phases of change management adopted by the multinational company RWE Solutions and describes several steps that organisations can adopt in managing change strategies and establishing new corporate cultures. It is important to formulate and articulate the core statements and the “mission” of the company, making sure that the company’s business model and strategy are comprehensible and communicable to external publics. It is also important for managers to ask whether a gap exists between statements and reality, the real vision and claims of the vision, and assess how any existing chasms can be bridged. Next, assess whether the company’s “emotional presence” is evident in the corporate design, which should match the story of the company and be as close to the self‐image and the goals of the employees and management staff as possible. Finally, managed communication (and public relations) should be a critical component of any corporate strategy.
Performance communication of the Belgian Railway
Authors: Gelders Dave , Pieter Verckens Jan , Galetzka Mirjam , Seydel Erwin
Published: June 2007

Purpose

The purpose of this paper is to provide an insight into performance communication from an important public service, i.e. the Belgian Railway, towards its employees (internal) and stakeholders (external).

Design/methodology/approach

A qualitative research approach was taken in the form of 11 in‐depth interviews among spokespersons, quality engineers, politicians, journalists, Ombudsman, and consumer organizations.

Findings

The research found that performance communication focuses too much on positive aspects. Although both insiders and outside stakeholders admit that the frequency, amount and quality of performance communication in the Belgian situation are insufficient, this situation seems to result in utilizing additional media types.

Originality/value

There is seemingly a lack of research on (public) performance communication. This paper puts the most relevant literature together and presents the results of a qualitative study.
Police stress: history, contributing factors, symptoms, and interventions
Authors: Waters Judith A. , Ussery William
Published: June 2007

Purpose

The purpose of this paper is to highlight the stressors involved in an occupation at potential risk – the profession of law enforcement.

Design/methodology/approach

The paper reviews the history of police stress studies. It describes prevention and treatment programs that have unfortunately not been sufficiently utilized because of the police culture.

Findings

The documented symptoms of stress include digestive orders, cardiovascular diseas, alcoholism, domestic violence, post‐traumatic stress disorder, depression and suicide. While some police officers start their careers in excellent physical health, some retire early or even die from job‐related stress disorders if the cumulative impact of stress exacts its toll.

Originality/value

The paper offers a description of COP.2.COP a confidential hotline for officers and their families staffed by retired officers and licensed professionals.
Obesity and sleep: the Buffalo Police health study
Authors: Charles Luenda E. , Burchfiel Cecil M. , Fekedulegn Desta , Andrew Michael E. , Violanti John M. , Vila Bryan
Published: June 2007

Purpose

This study aims to look at the prevalence of obesity and its association with sleep problems among police officers.

Design/methodology/value

The authors conducted a cross‐sectional study of the relationship between obesity and sleep disorders among 110 randomly selected police officers from the Buffalo, New York, Police Department in 1999. Participants, who ranged in age from 26 to 61 years (mean±SD=39.5±7.5), responded to sleep related questions and had anthropometric measurements taken.

Findings

Results show that several measures of obesity were significantly associated with sleep‐disordered breathing in police officers, but not with other sleep problems.

Originality/value

A major strength of the study was that it was conducted in a cooperative and motivated study population. It was possible to assess a wide range of anthropometric measurements, including many that are important but are rarely used to measure obesity in epidemiologic studies such as abdominal height, neck circumference, and neck‐to‐height ratio. In addition, the assessment of the anthropometric indices was performed by trained clinic staff using standardized procedures.
Shift work and sleep: the Buffalo Police health study
Authors: Charles Luenda E. , Burchfiel Cecil M. , Fekedulegn Desta , Vila Bryan , Hartley Tara A. , Slaven James , Mnatsakanova Anna , Violanti John M.
Published: June 2007

Purpose

Working on the night shift is a potential source of occupational stress and has been associated with sleep disorders. The purpose of this paper is to investigate the association between shift work and sleep problems among police officers from Buffalo, New York.

Design/methodology/approach

Randomly selected officers (n=111) responded to questions on sleep quality and quantity. Shift work data were obtained from daily payroll records from 1994 to the exam date (1999‐2000). Prevalence ratios (PR) were obtained using Poisson regression models that examined associations of shift work with sleep quality and quantity.

Findings

Among police officers, night shift work was significantly and independently associated with snoring and decreased sleep duration.

Originality/value

Although the sleep questions were similar to those used in validated sleep questionnaires, a major strength of this study was the availability of daily work history data on all officers for up to five years prior to the current examination.
Suicidal ideation among police officers in Norway
Authors: Burke Ronald J. , Mikkelsen Aslaug
Published: June 2007

Purpose

The purpose of this study is to examine potential predictors of suicidal ideation among a large sample of Norwegian police officers. Some have suggested that suicide is a leading cause of death among police officers.

Design/methodology/approach

Data were collected using anonymously completed questionnaires from 766 officers, a 60 percent response rate most measures included were commonly used by other researchers. Predictors included personal demographics, work situation characteristics, job demands, burnout components, work outcomes and coping responses. Logistic regression analysis was used as the prevalence of suicidal ideation was strongly skewed; most police officers indicated no suicidal ideation. Two criterion groups were created; police officers indicating no suicidal ideation (n=495) and police officers indicating some suicidal ideation (n=124).

Findings

Single police officers, officers reporting higher levels of both exhaustion and cynicism (burnout components), and officers engaging in less active coping and reporting lower levels of social support indicated more suicidal ideation.

Research limitations/implications

Use of self‐report data raises the possibility of response set tendencies.

Practical implications

Organizations can undertake efforts to prevent potential suicide of their members. It appears that reducing levels of burnout, increasing social support, and highlighting the benefits of active coping represent useful starting points.

Originality/value

This study contributes to our understanding of suicidal ideation among police officers.
Are causes of police stress global?
Authors: Buker Hasan , Wiecko Filip
Published: June 2007

Purpose

This study aims to assess the effects of commonly examined police stressors' on the members of a developing country's centralized police department: Turkish National Police (TNP).

Design/methodology/approach

This study is based on a data collected through a self‐administered survey among the members of the TNP during the summer of 2005 (n=812). Using multivariate level OLS regression models, predicting effects of commonly examined police stressors on the participants' stress levels are analyzed. Findings are evaluated in comparison to existing literature about police stress.

Findings

This study indicates that organizational issues are the most important causes of stress in policing. Besides, it was found that several police stressors, as found for local police departments, might not be having the same effects for larger, centralized police departments.

Practical implications

Modern policing can be a less stressful job if the police organizations take necessary steps towards applying modern management techniques at both macro and micro levels. Demographic differences, danger at work, or workload should not be counted as predictors of stress in policing without a through consideration of organizational matters.

Originality/value

This is the first study empirically and systematically assessing the issue of stress among the members of the TNP. In addition, it is one of the rare studies published in English regarding the issue of police stress in a developing country.
Police officers' assessment of operational situations
Authors: Flin R. , Pender Z. , Wujec L. , Grant V. , Stewart E.
Published: June 2007

Purpose

The aim of this study is to identify the dimensions used by police officers in Scotland to discriminate and categorise operational situations.

Design/methodology/approach

This article was based on two studies: study 1 was a card‐sorting task: 23 officers categorised a set of 19 typical police operational situations, analysed using multi‐dimensional scaling; study 2 was a judgement task: 112 police officers rated 20 situations (19 from study1) in terms of amount of time to make a decision, risk to self, risk to others, familiarity and stress. Frequency data and correlations were calculated.

Findings

Study 1 results showed that the two main dimensions used to discriminate between situations were “familiarity” and “risk to the officer”. Study 2 found that most situations required a decision in less than three minutes. Rank and experience were related to familiarity but not to the other judgements. The situations requiring the fastest decisions were also judged to be of higher risk and more unfamiliar. Risks to self and to others were highly correlated, and higher risk situations were judged as more stressful.

Research limitations/implications

This preliminary study shows that knowledge elicitation techniques can be used to improve our understanding of police officers' knowledge and cognitive skills for operational policing.

Practical implications

Good situational judgements form the basis of effective operational decision‐making. Understanding how officers “read” situations and how this develops with expertise can provide valuable information for police training and critical incident management.

Originality/value

Police officers' cognitive skills have rarely been studied in relation to routine operational policing. This study is a first attempt to examine situational judgement skills.
Knowledge leadership cycles: an approach from Nonaka's viewpoint
Authors: Sarabia Maria
Published: June 2007

Purpose

The aim of this paper is to analyse leadership cycles based on knowledge creation, with learning and culture as key elements for reaching leadership. Following Ikujiro Nonaka's viewpoint about knowledge creation in Japanese firms, this paper seeks to provide a link between knowledge management and change in leaders.

Design/methodology/approach

The developed analysis is theoretical and it links the real case of Hoshiden Electronics' homemade breadmaking machine to knowledge distribution in order to attain leadership and using Nonaka's knowledge interplay.

Findings

The paper provides a fresh look on leadership, presenting two types according to how change in leaders is handled and how every leader establishes his/her own knowledge cycle: knowledge amplification and knowledge modulation cycle.

Originality/value

Knowledge leadership cycles establish an insight for future studies and provide a theoretical framework for researchers and managers, identifying how a successful leader is developed.
Informal organizational culture: the foundation of knowledge workers' performance
Authors: Pyöriä Pasi
Published: June 2007

Purpose

The paper aims to serve as a reminder of the fact that creating a strong atmosphere of trust and longevity in employee relations is ultimately the most robust route to maintaining a sustainable competitive edge.

Design/methodology/approach

In addition to a literature review, empirical evidence is drawn from qualitative interview data. The research setting covers five distinct business organizations representing technology industries and knowledge‐intensive business services.

Findings

The paper indicates that even in knowledge‐intensive firms a good team spirit and skilful management remain more important than the use of the latest technology. Furthermore, it is maintained that the role of information technology in supporting the decision‐making process in knowledge work is often very much overemphasized. However, modern information technology continues the long trend of the automation and mechanization of work and, if used properly, it can indirectly contribute to creating more space for interpersonal interaction by eliminating routine work.

Originality/value

The paper encourages practical managers to focus more on people than on technology.
Tacit knowledge sharing, self‐efficacy theory, and application to the Open Source community
Authors: Lee Endres Megan , Endres Steven P. , Chowdhury Sanjib K. , Alam Intakhab
Published: June 2007

Purpose

The purpose of this paper is to apply the self‐efficacy model to compare knowledge‐sharing activities in the Open Source community versus those in a traditional organization.

Design/methodology/approach

Current literature on tacit knowledge sharing and information about the Open Source community is synthesized in the study with research concerning self‐efficacy formation. The knowledge‐sharing literature is applied in the paper to the self‐efficacy model.

Findings

Through a synthesis of different streams of literature, the paper concludes that the self‐efficacy model serves as a useful framework for better understanding the effects of context on tacit knowledge sharing. Furthermore, it is concluded that the Open Source community may provide an ideal set of subjects to whom the model can be applied.

Research limitations/implications

Only propositions are offered, and the conclusions are suggestions for future research. The self‐efficacy model has been successfully applied to other areas of research in early stages (e.g. entrepreneurship) and provides a valid, tangible framework that allows many research possibilities.

Practical implications

The self‐efficacy model is practical and usable in a real‐world situation. A software manager (or other manager) can easily look at the inputs and outcomes of the model and see where he/she could positively affect tacit knowledge sharing.

Originality/value

This paper takes a highly valid and respected model and applies it to individual tacit knowledge sharing, a field in which little cross‐discipline work is done. This paper bridges a central organizational behavior/psychological theory with knowledge management research.
Testing impact of knowledge characteristics and relationship ties on project performance
Authors: Kang Jina
Published: June 2007

Purpose

The aim of this paper is to empirically test and find the correlation between knowledge characteristics and relationship ties on project performance.

Design/methodology/approach

Data were collected via personal interviews based on a structured survey of project managers in a knowledge‐intensive firm. The data were analyzed using a multiple regression model.

Findings

The results show that project performance was positively related to the frequency and closeness of source, and difficulty of the “knowledge element” described in the survey. Interestingly, against the prevalent view, the source and the level of tacitness of the knowledge element were not found to be significant.

Research limitations/implications

Data are limited to specific corporate setting and variables are not exhaustive, despite the fact that this study includes the most theoretically interesting variables. One implication is that strong ties to a knowledge element source are important for project success, but distinctions between internal and external sources, and degree of codification, are not.

Practical implications

This study also implies that, in this day and age of knowledge management and chief knowledge officers, most of the important knowledge may already have been codified inside the firm, thus alleviating the past focus on transfer of tacit knowledge. This fact also implies that firms that are left behind in terms of managing their knowledge inside the firm stand to lose a lot more since the other firms are managing their own knowledge base better.

Originality/value

This paper incorporates and empirically tests most of the variables considered important to theoreticians and practitioners in the realm of knowledge management and network theory. The latter theory is important in the field of knowledge management because it offers the link and medium in which knowledge travels and transfers.
Achieving best practices transfer across countries
Authors: Perrin Alexandre , Rolland Nicolas , Stanley Tracy
Published: June 2007

Purpose

This paper seeks to take up the challenges of examining the issues of knowledge transfer in an organization operating across Europe, the Middle East, Africa and Latin America. The purpose is directed to understanding whether knowledge management efforts can lead to the improvement of knowledge transfer.

Design/methodology/approach

The paper adopts a qualitative analysis based on a case study whose aim is to evaluate the effectiveness of a global knowledge management programme in achieving best practices transfer in sales and marketing practices throughout business units of Europe, Middle East, Africa and Latin America. The principal data‐gathering method is a structured interview conducted with senior staff from within 28 markets.

Findings

The study's findings reveal that there is a level of complexity and non‐linear interconnectivity within and between business units, which confirms that knowledge transfer is a complex, multifactor process relying on a number of interacting variables.

Research limitations/implications

The results of a case study are somewhat limited in terms of their generalizability. Also, reflecting on the findings, it is useful to think of the challenge of achieving knowledge transfer across countries and cultures as a journey.

Originality/value

The value‐added of this paper is to give emphasis to the factors impacting knowledge transfer on a global scale.
Knowledge Management: An Introduction and Perspective
Authors: Wiig Karl M.
Published: June 2007

Leaders of successful organizations are consistently searching for better ways to improve performance and results. Frequent disappointments with past management initiatives have motivated managers to gain new understandings into the underlying, but complex mechanisms ‐ such as knowledge ‐ which govern an enterprise’s effectiveness. Knowledge Management, far from being a management “fad”, is broad, multi‐dimensional and covers most aspects of the enterprise’s activities. To be competitive and successful, experience shows that enterprises must create and sustain a balanced intellectual capital portfolio. They need to set broad priorities and integrate the goals of managing intellectual capital and the corresponding effective knowledge processes. This requires systematic Knowledge Management. With knowledge as the major driving force behind the “economics of ideas”, we can expect that the emphasis on knowledge creation, development, organization and leverage will continue to be the prime focus for improving society.
The Knowledge Agenda
Authors: Skyrme David , Amidon Debra
Published: June 2007

For most companies the immediate challenge is to create a knowledge‐based business which can capitalize on the opportunities afforded by the emerging knowledge economy. This includes the challenge of gaining acceptability within the organization of the theory and practice of Knowledge Management. It also includes the challenge of institutionalizing the Knowledge Management process, with attention to both sharing existing knowledge and creating and commercializing new knowledge.
At the Core of a Knowledge Base
Authors: Bukowitz Wendi
Published: June 2007

As organizations have become increasingly effective at reducing costs and improving efficiency in their operations, their attention has shifted to revenue growth. Tapping the collective creativity and know‐how of employees is emerging as one of the best ways to anticipate customer needs and grow new markets. Typically, when companies set out to create knowledge bases, the first issue that they tackle is technology. In many cases, resources and patience are exhausted by the time they have resolved technology issues. This paper reviews Arthur Andersen’s experiences in developing knowledge bases ‐ focusing on content; knowledge sharing; and culture change.
The Chief Knowledge Officer’s Role: Challenges and Competencies
Authors: Guns Bob
Published: June 2007

A survey has investigated the challenges and competencies needed by Chief Knowledge Officers, as well as the next stage in the development curve of CKOs. The primary role of the CKO is to convert knowledge into profit by leveraging the organization’s intellectual assets. Key CKO competencies include: interpersonal communication skills; passionate, visionary leadership skills; business acumen; strategic thinking skills; champion of change and collaborative skills. What is currently missing is a set of integrative skills focusing on organizational strategy.
Knowledge, Creativity and Innovation
Authors: Gurteen David
Published: June 2007

Creativity and innovation concern the process of creating and applying new knowledge. As such, they are at the very heart of Knowledge Management. This paper first creates a framework in which to discuss these issues. It goes on to explore how our creativity is “blocked” in a variety of ways, including deep‐seated beliefs about the world. Finally, this paper takes a brief look at two tools to support Knowledge Management and creativity: dialogue and groupware.
Blueprint for 21st Century Innovation Management
Authors: Amidon Debra M.
Published: June 2007

This paper argues that the foundation for a new economic order has been laid. It is one that rests on the value of human potential and how it might be systematically leveraged for the benefit of mankind. The challenge is to determine the integral linkage between human potential and economic performance. This will be accomplished by creating a worldwide innovation vision and culture, supported by innovation tools, techniques and metrics.
Brand Knowledge Management: Growing Brand Equity
Authors: Richards Ian , Foster David , Morgan Ruth
Published: June 2007

The concept of Brand Knowledge Management looks to move brand‐led organizations from content to process and from data to tacit knowledge. This paper proposes a manifesto for brand marketing that re‐focuses its activities and challenges the roles, structures and behaviour of its management. Above all, it provides a new framework for developing, exploiting and managing brand knowledge.
Successful performance management? Apply the strategic performance management development cycle!
Authors: de Waal André A.
Published: June 2007

Purpose

This paper seeks to provide a method which increases the chance of successful implementation and use of a performance management system (PMS). This method should incorporate both the instrumental and behavioral sides of performance management, be based on a solid theoretical foundation, and have been proven in practice.

Design/methodology/approach

The method is called the strategic performance management development cycle, which consists of three stages: design a strategic management model; design a strategic reporting model; and design a performance‐driven behavioral model. The workings of the cycle are illustrated with a case study of a publishing company which used the method during the implementation of a new PMS.

Findings

Applying the strategic performance management development cycle makes it possible for an organization to create in a short time period a new PMS, which will then improve the organization's results dramatically.

Practical implications

During the implementation of a PMS an organization has to expressly pay attention to all three stages of the strategic performance management development cycle, in order to increase the chance of a successfully implemented and used PMS.

Originality/value

It has been reported that 56 percent of PMS implementations fail, meaning that these implementations do not result in a PMS that is used regularly by all people in the organization. This article describes an implementation approach which is based on a solid theoretical foundation, has been proven in practice, and will give organizations a better chance of a successful PMS implementation.
Driving performance in a multi‐agency partnership using outcome measures: a case study
Authors: Atkinson Maurice , Maxwell Valerie
Published: June 2007

Purpose

This paper aims to present the rationale for the adoption of a performance measurement approach within a partnership setting, the process followed to develop a multi‐agency performance measurement framework, the resulting model and the associated challenges and key success factors.

Design/methodology/approach

This paper used a case study approach.

Findings

This paper describes the multi‐agency outcomes‐based performance measurement model used by Children's Services Planning in Northern Ireland to monitor agreed outcomes and identifies the key success factors of developing and implementing such a model.

Research limitations/implications

Findings are limited to the analysis of the development of a performance measurement approach within a single partnership.

Originality/value

This paper has contributed to the debate on performance measurement by illustrating a paradigm shift from collecting activity data on an organization by organization basis to managing information on a multi‐agency basis using indicators based on outcomes as part of an integrated performance measurement system.
Dynamic stringing: improving cross‐functional accountability
Authors: Emery Charles R.
Published: June 2007

Purpose

This article sets out to examine the common organizational problem of inadequate tracking and follow‐through of cross‐functional corrective actions and strategic objectives. Various solutions were tested to develop a “best practice” for improving the effectiveness and accountability of implementing action plans.

Design/methodology/approach

Program audits were conducted on the tracking and effectiveness of strategic objectives and corrective action plans at 24 aerospace‐related companies (e.g. Northrop, Allied Signal) in the USA.

Findings

Generally, strategic objectives and correction actions are performed adequately and on‐time within an organization's function (e.g. engineering). The adequacy of cross‐functional actions, however, was a completely different story. Typically, these actions were delayed past the “need by dates” and often failed to satisfy the internal customer's need. Several solutions were examined and “the dynamic stringing” method proved to be the most effective.

Research limitations/implications

Future studies need to focus on additional methods to insure accountability of cross‐functional requirements to include incentives.

Practical implications

This study presents the basis for a “best practice” that could help solve inefficiencies and delays in completing cross‐functional actions. The core concept of “paper and string” can easily be upgraded to computerized project management systems. The key, however, is not to lose the power of “visibility.”

Originality/value

This is the only study that has examined the chronic problem or “dirty little” secret of poor cross‐functional support in numerous organizations. The value is to managers that need to insure the accomplishment of strategic objectives and corrective actions.
Demographic predictors of service satisfaction in Greek public organizations
Authors: Dimitriades Zoe S. , Maroudas Theodore S.
Published: June 2007

Purpose

The study aims to extend satisfaction research by investigating potential gender and age effects on perceptions of satisfaction in a public service environment.

Design/methodology/approach

Using the SERVPERF instrument, responses from a sample of 425 citizen‐customers are examined using factor analysis, reliability analysis, and t‐test to determine whether gender and age differences are present.

Findings

Results illustrate that gender and age significantly affect satisfaction, in line with hypotheses. Specifically, the data show that male and older individuals tend to evaluate differently and to rate higher the level of experienced satisfaction, compared with female and younger citizen‐customers.

Research limitations/implications

This research focused on only one service sector, that of public services. As with any other study utilizing one service setting, this investigation should be replicated to provide validation across other servicescapes and/or national contexts.

Originality/value

The paper offers insights into gender and age effects on evaluations of service satisfaction in public organizations.
Customer value as a key performance indicator (KPI) and a key improvement indicator (KII)
Authors: Setijono Djoko , Dahlgaard Jens J.
Published: June 2007

Purpose

The purpose of the paper is to develop existing tools or methodologies to measure customer value during acquisition and use, in such a way that the measures concurrently indicate the level of performance and more “accurately” identify the improvement opportunities.

Design/methodology/approach

The producer is the entity that creates the products that the customers acquire or consume. This view makes the “general agreement” that customer value is nothing other than customer perception in the market no longer relevant. Therefore, ValMEA (Value Modes Effects and Analysis) offers a “balanced” perspective on customer value, by recognizing that customer value exists in different “modes” in different stages of the product's life cycle. The link between different “modes” of customer value becomes an important basis to understand the contributions of producer activities on customer value.

Findings

Measuring customer value is necessary to capture the essential meaning of quality. However, the existing tools to measure customer value do not adequately manifest the concept of customer value itself. Therefore, the modification of these tools becomes the prerequisite to continuously improve quality performance. The measurement of customer value during acquisition and use is based on intangible aspects (cognitive judgement). Along the value stream, these measures are translated (transformed) into tangible aspects, which comprise aspects such as shorter lead‐time, reduced defects, and lower costs.

Originality/value

The customer value measures complement the existing methodology such as Six Sigma, Lean Production, and Quality Function Deployment (QFD).