bluuebunny/crossref_metadata_2025_split huggingface dataset:
Reduction in length of hospitalisation for microbial keratitis patients
Authors: Wei Kheong Jimmy Lim , Barkham Timothy , Qian Ming Chen , Lim Lynda , Lin Jia , Lay Hong Goh , Wee Jin Heng 
Published: October 2009

PurposeProlonged hospital stay in the course of management of microbial keratitis patients has been a burden to the resources of a multi‐disciplinary tertiary hospital. The paper aims to evaluate the impact of streamlining the workflow and increased cross‐disciplinary interactions on the average length of hospitalisation. It also seeks to study secondary outcomes including the average time for initiation of therapy, microbial culture positive rate, patients' satisfaction and resource savings.Design/methodology/approachThe authors employed the model of clinical practice improvement (CPI) (New South Wales Health Department) methodology for a systematic approach to improve processes of care and service delivery. A team consisting of ophthalmologist, microbiologist, pharmacist and nursing staff was formed to brainstorm and highlight the problems. A new workflow was formulated and data were prospectively collected to evaluate and to identify areas where improvements could be made.FindingsThe average length of hospitalisation stay was reduced from 7.43 to 5.93 days with a mean difference of 1.50±0.63 days (p<0.05). The microbial keratitis culture positive rate increased from 54.6 to 73.0 per cent (p>0.05). The average time taken to initiate antibiotic eye drops after first contact with the doctor was 26.1 minutes (n=28), and 74.4 per cent of the patients surveyed were satisfied with their length of stay.Research limitations/implicationsIntervention was carried out on the top 20 per cent of areas for improvement after voting by the team members.Practical implicationsThe reduction in average length of hospitalisation can be improved by strict adherence to a formulated workflow and coordinated cross‐disciplinary interactions.Originality/valueThe management protocol discussed in the paper for microbial keratitis enables more effective and efficient treatment for the inpatients. Increased cross‐discipline and nursing coordination decreases length of hospitalisation of microbial keratitis patients and achieve better care for these patients.
The impacts of leadership on workplace conflicts
Authors: Doucet Olivier , Poitras Jean , Chênevert Denis 
Published: October 2009

PurposeThe purpose of this paper is to evaluate the influence of managers' leadership styles (transformational, transactional and laissez‐faire) on both the level and the nature of workplace conflicts (cognitive and relational in nature).Design/methodology/approachData are collected from hospital employees in Canada. A total of 1,031 completed questionnaires are received, representing a response rate of 46 percent. The hypothesis is tested using confirmatory factor analyses and multiple regressions.FindingsThe results indicate that the two conflict dimensions do not derive completely from the same mechanisms, since only two out of the eight leadership dimensions evaluated influence both cognitive and relational conflicts. On the one hand, inspirational motivation has a negative impact on cognitive conflicts while intellectual stimulation and passive management by exception seem to foster it. On the other hand, inspirational motivation and individualized consideration negatively influence relational conflicts whereas management by exception‐active and management by exception‐passive impact it positively.Research limitations/implicationsThe sample comprises a single organization and the data are collected at one point in time. Also, the model's variables are assessed by the same source (employees).Practical implicationsThe results of this research highlight the importance of a supervisor's ability to introduce a common vision and demonstrate individualized consideration to reduce workplace conflict during periods of organizational change.Originality/valueAlthough researchers stress that conflict management represents an important role for leaders, very few empirical studies have examined how leadership influences workplace conflicts.
Cross‐cultural differences in conflict management
Authors: Doucet Lorna , Jehn Karen A. , Weldon Elizabeth , Chen Xiangming , Wang Zhongming 
Published: October 2009

PurposeThe purpose of this paper is to compare conflict management behaviors of American and Chinese managers. Its main aim is to uncover cultural differences in the way Chinese and American managers approach conflict – thereby developing a more thorough understanding of conflict management across cultures.Design/methodology/approachInductive analysis is used to uncover conflict management constructs that are unique to each culture. Structured interviews and multidimensional scaling techniques are used.FindingsResults show that the conflict management behaviors suggested by American and Chinese managers are different. For Chinese managers alone, embarrassing the colleague and teaching a moral lesson is an important element. For American managers alone, hostility and vengefulness are important elements. Results suggest that both cultures acknowledge avoidant approaches, but the underlying intentions for Americans alone are associated with a lack of confidence.Research limitations/implicationsResults are based on one conflict scenario and the participants are managers working in mainland China. These factors may limit the generalizability of the results.Practical implicationsThe findings of this paper suggest that managers should consider cultural differences in conflict management when diagnosing and intervening in conflict situations in different cultures.Originality/valueThe authors present new concepts for potential inclusion in a comprehensive model of conflict management. The authors illustrate the value of using an inductive approach to improve our understanding of conflict management across cultures.
Humor as a relationship‐building tool in online negotiations
Authors: Kurtzberg Terri R. , Naquin Charles E. , Belkin Liuba Y. 
Published: October 2009

PurposeThe purpose of this paper is to explore the role of humor in online negotiations and assess whether humor can act as a bridge for the otherwise relationship‐poor experience of negotiating via e‐mail.Design/methodology/approachTwo experimental studies are conducted, using 122 executive MBA students and 216 MBA students respectively.FindingsStudy 1 demonstrates that beginning an e‐mail transaction with humor results in: increased trust and satisfaction levels; higher joint gains for the dyad; and higher individual gains for the party who initiated the humorous event. Analyses reveals that it is the exploration of compatible issues (as opposed to effective tradeoffs) – that increased the level of joint gain. Study 2 demonstrates that first offers in a purely distributive negotiation are more likely to be within the bargaining zone when e‐negotiations are initiated with humor, and the resulting final settlements in the humor condition are also more equally distributed between parties (more of an “even split”) than are transactions without a humorous start.Research limitations/implicationsThe highly controlled laboratory setting (the classroom) limits the generalizability and encourages future research in a more real‐world setting.Practical implicationsManagers may benefit by making personal connections in the online realm before engaging in professional communications, such as strategically employing humor at the outset of e‐mail negotiations.Originality/valueThis is the first study to empirically explore the direct role of humor in online negotiations a controlled experimental setting, and find its positive effects on the negotiation process.
Knowledge management and organizational performance: an exploratory analysis
Authors: Zack Michael , McKeen James , Singh Satyendra 
Published: October 2009

PurposeThe purpose of this paper is to report the results of an exploratory investigation of the organizational impact of knowledge management (KM).Design/methodology/approachA search of the literature revealed 12 KM practices whose performance impact was assessed via a survey of business organizations.FindingsKM practices were found to be directly related to organizational performance which, in turn, was directly related to financial performance. There was no direct relationship found between KM practices and financial performance. A different set of KM practices was associated with each value discipline (i.e. customer intimacy, product development and operational excellence). A gap exists between the KM practices that firms believe to be important and those that were directly related to organizational performance.Research limitations/implicationsThe majority of the research constructs were formative, thus improving the measurement of KM practices will prove vital for validating and extending these findings. The findings were based solely on organizations from North America and Australia and may not reflect KM practices in other geographic, economic or cultural settings.Practical implicationsThis study encourages practitioners to focus their KM initiatives on specific intermediate performance outcomes.Originality/valueThe paper examines the relationship between KM practices and performance outcomes. It was expected that a direct relationship between KM practices and organizational performance would be observed. It was also expected that organizational performance would mediate the relationship between KM practices and financial performance. These expectations were supported. KM practices showed a direct relationship with intermediate measures of organizational performance, and organizational performance showed a significant and direct relationship to financial performance. There was no significant relationship found between KM practices and financial performance.
Usefulness, incentives and knowledge management
Authors: Iyer Govind S. , Ravindran Suryanarayanan 
Published: October 2009

PurposeThe purpose of this paper is to explore the effect of “usefulness” and “incentives” on the joint decision to share and use knowledge objects.Design/methodology/approachUsing an experimental design, the authors explore the effects of different incentive systems, the effect of the usefulness of a knowledge management system on intent to contribute and intent to use knowledge, the effect of personal characteristics, specifically an individual's tolerance of ambiguity, and joint endogeneity of contribution and use along with potential complementarity of usefulness and incentives.FindingsFor ambiguity tolerant individuals, an incentive mechanism that rewards the contributor for shared knowledge used by a knowledge user, and the knowledge user for the act of reuse, is more effective than a simpler incentive scheme that merely rewards knowledge sharing when usefulness level is low. Ambiguity intolerant individuals react equally to both types of incentive schemes regardless of usefulness. Ambiguity tolerant individuals display weakly complementary levels of sharing in response to coordinated increases in incentives and usefulness levels. This has powerful implications for practice as both incentives and usefulness need not be increased in a concerted manner in order to promote use.Research limitations/implicationsThis is an experimental study with the use of student subjects and the usual caveats apply.Originality/valueThe contributions of this paper are deriving practitioner implications for the sharing/use of knowledge, the explicit consideration of ambiguity tolerance, and inclusion of both knowledge contribution and use in one comprehensive model.
A systematic framework for analysing the critical success factors of communities of practice
Authors: Scarso Enrico , Bolisani Ettore , Salvador Luigi 
Published: October 2009

PurposeThe purpose of this paper is to briefly illustrate the test of an explanatory framework of the factors affecting the success of internal communities of practice (CoPs).Design/methodology/approachThe analysis is based on a qualitative case study of the formation and management of intentionally created CoPs inside a large division of a multinational oil company.FindingsThe results of the study appear to confirm the utility of the framework as a tool for a sound and systematic investigation of the functioning of a CoP, and for understanding the reasons of its success or failureResearch limitations/implicationsSince it if the first attempt to test the framework, further empirical investigation is needed. In particular, it would be particularly useful to apply the scheme to cases of failure.Practical implicationsThe suggested framework can be of use for the design and management of intentionally created CoPs. In particular, it can provide insights into “good practices” or “mistakes to be avoided”.Originality/valueThe main contribution of the paper is the application of a comprehensive and coherent model, which can represent the initial step toward the definition of a “check‐list” for the creation and management of CoPs.
Gaining external knowledge – boundaries in managers' knowledge relations
Authors: Werr Andreas , Blomberg Jesper , Löwstedt Jan 
Published: October 2009

PurposeThe purpose of this paper is to investigate interorganizational knowledge exchange from the perspective of the individual manager/professional. The paper aims to study the kinds of relationships managers/professionals in SMEs are involved in and the way in which they construct boundaries within and around these interorganizational relationships enabling and hindering knowledge acquisition.Design/methodology/approachThe paper is based on 31 interviews with managers and professionals in seven SMEs. Interviews focused on the interorganizational relationships they viewed as important sources of knowledge for themselves and their organizations.FindingsThe study shows that managers/professionals gain vital knowledge from far more interorganizational relationships than those formally designed for knowledge acquisition. The most important sources of knowledge were relationships with suppliers and customers. The study also identifies five boundary dimensions – interests, interpretive frameworks, trust, private/organizational and priority – which respondents use in constructing boundaries within and around the relationships. These boundary dimensions represent important conditions for knowledge acquisition through the relationship.Research limitations/implicationsThe five boundary dimensions are generated based on a sample of SMEs in Sweden. They must thus be regarded as provisional and need to be validated in further research including larger organizations in different cultural contexts. Future studies should also focus on the dynamics of the boundaries and their interrelations as relationships evolve.Originality/valueThis paper adds to research on interorganizational knowledge acquisition by taking an individual level perspective and identifying boundary dimensions through which the relationships and their knowledge flows are shaped.
Cultural characteristics of knowledge transfer
Authors: Wilkesmann Uwe , Fischer Heike , Wilkesmann Maximiliane 
Published: October 2009

PurposeIn most of the literature, knowledge management is treated as a universal practice, which is transferable from one country or company to another. There are some empirical hints that this is not always the case. The main research question, which this paper aims to answer, is: Which cultural characteristics in Germany and Hong Kong influence knowledge transfer?Design/methodology/approachA qualitative and exploratory approach has been used to answer the research question. A series of 13 in‐depth interviews was conducted during April and May 2008 with experts from a range of various professional backgrounds in Hong Kong and Germany. Approaches of cultural characteristics are discussed and linked with the topic of knowledge transfer.FindingsThe findings show that knowledge transfer depends on national cultural characteristics which are power distance, performance orientation, in‐group collectivism, and uncertainty avoidance.Research limitations/implicationsAs the research was conducted in two countries only, the findings cannot be generalized. In addition the sample is limited to only 13 interviewees. Therefore, further and also quantitative research is necessary.Practical implicationsIf companies introduce knowledge management systems in order to support worldwide knowledge transfer, national cultural characteristics have to be taken into account; it is not enough to provide only the technology.Originality/valueFindings of cultural studies (e.g. GLOBE) and the approach of knowledge transfer are linked with each other. Moreover, empirical evidence is given for the cases Hong Kong and Germany.
Managing knowledge in international consulting firms
Authors: Ambos Tina C. , Schlegelmilch Bodo B. 
Published: October 2009

PurposeAt the pinnacle of the knowledge management hype, international consulting firms were widely viewed as the undisputed champions of the discipline. They were the ones that pioneered the development of innovative knowledge management systems, they were at the forefront of creating knowledge management cultures and they recognized the productive potential of knowledge workers. While knowledge continues to be prominent on the strategic agenda of leading consulting firms, several knowledge management challenges remain unsolved. To shed light on this matter the paper aims to investigate how knowledge management is really embedded in their organizations and with which critical issues these firms still struggle .Design/methodology/approachThe paper presents a qualitative empirical study based on 37 in‐depth interviews with representatives from international consulting firms in different locations around the world.FindingsIt is found that the promise of knowledge management can only be realized if people are open to changing business processes and adopt new ways of thinking.Practical implictionsThe study sheds fresh light on the knowledge management practices that have emerged in the consulting industry, and provides insights into the interplay of people and systems, the structuring of knowledge management, the divide between knowledge generalists and specialists, and the knowledge management strategy.Originality/valueThe paper presents a general approach to embedding knowledge management along the dimensions of people, systems and business processes and develops an integrative framework that links knowledge management strategies to a typical consulting project cycle. In addition, it sheds light on individual perceptions on the benefits from knowledge management.
Dispersed knowledge work – implications for knowledge intensive firms
Authors: Assudani Rashmi H. 
Published: October 2009

PurposeDespite increase in industry use of dispersed teams, understanding has lagged on how to manage knowledge effectively and efficiently in a dispersed structure. The main purpose of this paper is to map this domain by reviewing two streams of literatures ‐ the knowledge‐based view of the firm and the dispersed work. The aim, also, is to examine the implications of dispersed knowledge work on firms, especially knowledge intensive firms that are increasingly conducting dispersed work.Design/methodology/approachThe literatures are reviewed and analyzed to examine why accessing and creating knowledge is problematic in dispersed work arrangements.FindingsThe findings raise the issue of understanding the important dynamics of the fit between the structure (dispersed versus face‐to‐face) and the strategy for managing dispersed knowledge (codification versus personalization strategy).Practical implicationsThe paper is a useful resource for managers seeking to discern the social and technological interventions needed for conducting knowledge work in different types of knowledge‐intensive firms.Originality/valueThis paper is among the early works to organize the two streams of literatures. The paper shows that virtual work may not necessarily be virtuous for all kinds of dispersed knowledge work. In order to realize the virtues of geographic distance, firms need to consider their competitive strategies and their outcomes of interest.
Knowledge work productivity in distributed teams
Authors: Bosch‐Sijtsema Petra M. , Ruohomäki Virpi , Vartiainen Matti 
Published: October 2009

PurposeKnowledge work (KW) is a well‐researched topic. However, KW is difficult to measure and little consensus has been reached on elements that affect knowledge work productivity on a team level. The current theories neglect teams working in distributed geographical areas. The purpose of the paper is to integrate recent literature on knowledge work productivity (KWP) in distributed teams and give an overview of the elements affecting it.Design/methodology/approachThe paper presents an overview of research performed in the field of knowledge work productivity. The authors integrate theories of different fields of management theory (knowledge management, intellectual capital and learning), and work and organizational psychology. This paper answers three questions: What is knowledge work? What is knowledge work productivity? Which elements hinder or enable knowledge work productivity in distributed teams of global technology companies?FindingsThe authors define the crucial elements that either hinder or enable KWP: team tasks, team structure and processes, the physical, virtual and social workspaces as well as organizational context. The paper presents an integrative model of KWP in distributed teams of global technology companies.Practical implicationsDistributed teams are common in global companies. By understanding the elements that affect KWP, companies can stimulate or decrease specific elements in order to improve productivity of their distributed knowledge workers.Originality/valueThis paper integrates theories from different disciplines in order to create an understanding about knowledge work and its productivity for further research.
Knowledge management and effective university governance
Authors: Blackman Deborah , Kennedy Monica 
Published: October 2009

PurposeThe purpose of this paper is to describe the relationship between governance and knowledge management in an Australian university, paying attention to the ways in which the notions of knowledge, constructions of the role of governing councils and shared understandings about performance in committee roles, might impact on the university's future success.Design/methodology/approachEarl's taxonomy of knowledge is extended to reflect more recent literature and used as the framework of analysis for a qualitative case study which is based on observations and interview data garnered from key governance committees.FindingsThe paper illustrates that effective governance and strategic success are dependent on appropriate knowledge manipulation activities. The authors conclude that in the case example, the types of knowledge targeted are narrow and committee members are focused on processes that do not effectively enable the creation or transfer of knowledge.Research limitations/implicationsThis is a single case study and further research would be required in order to confirm the exploratory findings.Practical implicationsAn important shift in improving effective knowledge strategies in the organisation will involve the reconceptualisation of the role of knowledge in the university.Originality/valueThis paper makes two major contributions to the literature; the extension of Earl's typology to reflect current knowledge management literature, and the identification of a lack of knowledge management as a major weakness in university governance. The paper begins to unravel the practical issues that constrain strategic decision making.