bluuebunny/crossref_metadata_2025_split huggingface dataset:
Community‐oriented policing in a retail shopping center
Authors: Jim Julia , Ngo Mitchell Fawn , Kent Douglas R. 
Published: July 2006

PurposeThe purpose of this paper is to report findings from the assessment of the Police/Business Empowerment Partnership (P/BEP), a community‐oriented policing program, implemented at a retail shopping center in the city of Westminster, California.Design/methodology/approachA quasi‐experimental design of pre‐ and post‐test was employed to evaluate the effectiveness of P/BEP. Participants' perceptions regarding various safety measures were gathered before and after the implementation of the program.FindingsPre‐post comparison revealed significant reduction in perceptions of gang activity, auto theft activity and fear of crime at the shopping center after program implementation. Though non‐significant, changes observed in other targeted constructs were also found to be in the desired direction. Overall, analysis indicated that the program helps promote a conducive business environment for the merchants and their customers.Practical implicationsFindings from this evaluation provided evidence that collaborative efforts between businesses and the police do have a positive effect in fighting and preventing crime.Originality/valueP/BEP is one demonstration of a community's effort in utilizing police resources to target specific problems.
Public perceptions of the police in Mexico: a case study
Authors: Brown Ben , Reed Benedict Wm , Wilkinson William V. 
Published: July 2006

PurposeThe purpose of this research was to assess public perceptions of the police in Mexico.Design/methodology/approachSurveys were administered to more than 300 law school students in Tampico, Tamaulipas.FindingsAnalyses of the data show that the majority of respondents view the municipal, state, and federal police forces negatively. The analyses also indicate that the federal police are viewed less negatively than the state police and the state police are viewed less negatively than the municipal police. Finally, the analyses show that there is a difference in diffuse and specific support for the police agencies, but there was not a consistent pattern of diffuse support being greater than specific support.Research limitations/implicationsBecause the sample was composed of law school students, the results cannot be generalized to the Mexican populace. And the unusual findings pertaining to diffuse and specific support for the police indicate a need for additional research on this phenomenon.Practical implicationsThe findings suggest that the recent police reforms in Mexico have failed to instill public confidence in the police and that the Mexican government needs to increase police reform efforts. In addition, because of the large influx of immigration from Mexico into the USA, police agencies in the USA will need to increase efforts to work with Hispanic communities in order to gain the confidence of the Mexican immigrants.Originality/valueTo date, this is the most comprehensive empirical examination of perceptions of the police forces in Mexico.
Peer learning in construction work: virtuality and time in workplace learning
Authors: Styhre Alexander 
Published: July 2006

PurposeAll workplace learning takes place under specific temporal conditions. In fact, one learns in order to be better equipped to deal with future challenges. At the same time, learning is always embedded in previous experiences. Thus, the notion of time needs to be theoretically integrated into organization and workplace learning. This paper seeks to investigate the temporal aspects of organization and workplace learning by discussing the notion of virtuality as examined by the French philosopher Henri Bergson.Design/methodology/approachA study of organization learning among construction workers is used as an empirical illustration of the virtual as a specific form of temporality inherent in all organization learning.FindingsIn construction work, learning takes place through practical engagements and through sharing know‐how and experiences with peers. In these interactions between peers, practical concerns are woven into a temporal texture integrating past, present and future. Learning thus draws on its virtuality in terms of binding temporality and practical undertakings together in a coherent, seamless framework.Research limitations/implicationsThe paper seeks to bridge organization and workplace learning theory and temporality, here expressed in terms of theories of virtuality, and more specifically the philosophy of Henri Bergson. When examining workplace learning, temporality needs to be recognized, and therefore theories of virtuality are of relevance.Originality/valueThe paper provides a review of the writing on virtuality in Bergson's work, to date little exploited in the workplace learning literature, and offers an empirical illustration of the conceptual thinking.
HRD: the shapes and things to come
Authors: Simmonds David , Pedersen Cec 
Published: July 2006

PurposeTo redefine contemporary HRD through a discussion of its conceptual development from “training and development” to a holistic “orchestra”.Design/methodology/approachHRD is often defined as being merely the training and development aspect of human resource management and this form of definition is commonly associated with “hard” forms of HRD which focus on the practical and strategic or “structured” elements of organisational functioning. However, it is change, and especially the rate at which change occurs, that largely influences the HRD hybrid that any organisation adopts. This paper systematically considers the professional discussions in a number of countries to trace HRD through four key phases: the “Duet”, the “Trio”, the “Quartet”, and concluding with the “Orchestra” and a holistic definition of HRD.FindingsHRD is a combination of structured and unstructured learning and performance‐based activities which develop individual and organisational competency, capability and capacity to cope with and successfully manage change. The future of HRD now lies squarely in the need for the profession to consider and embrace the inextricably interrelated paradigms of movement (where people have developed from); change (and especially the rate of change); dynamism (provided from leadership); harmony and unity (resulting from cohesive partnerships) – the “Orchestra”.Originality/valueThere has been limited critical review and development of Human Resource Development (HRD) theory in the past two decades. This paper presents a sequential discussion of the chronological development of HRD and concludes that contemporary HRD involves a holistic approach involving both hard and soft elements – an “Orchestra”.
Tacit knowledge transfer and the knowledge disconnect
Authors: Foos Ted , Schum Gary , Rothenberg Sandra 
Published: July 2006

PurposeThe purpose of this paper is to look at some of the factors that influence the transfer of tacit knowledge between two product development partners.Design/methodology/approachResearch involved the collection of both qualitative and quantitative data. The qualitative data was based on 13 interviews with various individuals, representing three companies, charged with integrating external technology. The quantitative portion of the data was collected through an online survey. The survey was executed by soliciting responses from managers of 39 discreet projects involving various types of external technology integration, representing five different companies.FindingsThe paper provides evidence that trust, early involvement, and due diligence influence the extent of meeting technology transfer expectations and tacit knowledge transfer expectations. It also finds that the subject of tacit knowledge transfer, content and process, is poorly understood. While managers and project leaders saw the value of tacit knowledge, there were different perceptions of the goals successful knowledge transfer and a lack of processes to manage its process. While project managers may feel that they have tacit knowledge transfer in hand, they have not managed to transfer the knowledge needed for long‐term product management.Research limitations/implicationsThere are a number of limitations affecting the scope of these findings. For one, our survey respondents were all project or product managers. Future research should include a broader base of participants, both horizontally and vertically. Second, interviews and surveys were confined to a total of five US companies in three industries. Future research would benefit from a larger sample size, as well as greater sample diversity in terms of firm size, industry, and cultural context. Lastly, the measure of tacit knowledge transfer needs additional validation.Practical implicationsThe paper offers several recommendations to help managers begin to think of tacit knowledge as an independent entity and manage it accordingly.Originality/valueThis paper offers empirical support for some of the factors that influence the extent of meeting technology and tacit knowledge transfer expectations. Moreover, it offers a unique model that highlights how different levels of an organizational hierarchy are governed by significantly different goals and expectations with regard to tacit knowledge transfer.
The five‐tier knowledge management hierarchy
Authors: Hicks Richard C. , Dattero Ronald , Galup Stuart D. 
Published: July 2006

PurposeMany terms commonly used in the field of knowledge management (KM) have multiple uses and sometimes conflicting definitions because they are adapted from other research streams. Discussions of the various hierarchies of data, information, knowledge, and other related terms, although of value, are limited in providing support for KM. The purpose of this this paper is to define a new set of terminology and develop a five‐tier knowledge management hierarchy (5TKMH) that can provide guidance to managers involved in KM efforts.Design/methodology/approachThe 5TKMH is developed by extending the knowledge hierarchy to include an individual and an innovation tier.FindingsThe 5TKMH includes all of the types of KM identified in the literature, provides a tool for evaluating the KM effort in a firm, identifies the relationships between knowledge sources, and provides an evolutionary path for KM efforts within the firm.Research limitations/implicationsThe 5TKMH has not been formally tested.Practical implicationsThe 5TKMH supports a KM life‐cycle that provides guidance to the chief knowledge officer and can be employed to inventory knowledge assets, evaluate KM strategy, and plan and manage the evolution of knowledge assets in the firm.Originality/valueIn this paper, a new set of terminology is defined and a 5TKMH is developed that can provide guidance to managers involved in KM efforts and determining the future path of KM in the firm.
Knowledge management at SMEs: five peculiarities
Authors: Desouza Kevin C. , Awazu Yukika 
Published: July 2006

PurposeManaging knowledge is a critical capability for small to medium‐sized enterprises (SMEs) to master because it helps them leverage their most critical resource. Organizational knowledge is the most salient resource at the disposal of SMEs in terms of availability, access, and depth. Successful SMEs are those who can leverage their knowledge in an effective and efficient manner, so as to make up for deficiencies in traditional resources, like land, labor, and capital. The purpose of this article to to discuss five peculiarities about knowledge management practices at SMEs.Design/methodology/approachThe article draws findings from a nine‐month investigation of knowledge management practices at 25 SMEs.FindingsThe research discovered that SMEs do not manage knowledge the same way as larger organizations. Viewing SME knowledge management practices as scaled down versions of the practices found in larger organizations is incorrect. SMEs have understandable resource constraints, and hence have to be creative in working around these limitations in order to manage knowledge.Originality/valueThe paper sheds some light on peculiarities in SME knowledge management practices, which will hopefully entice scholars and practitioners to follow‐up with more detailed research undertakings.
Collective intelligence: a keystone in knowledge management
Authors: Boder André 
Published: July 2006

PurposeThe purpose of this article is to provide a new paradigm and a practical model whereby knowledge management may reunify the founding principles of knowledge with business challenges in organizations, such as innovation or yet customer's needs.Design/methodology/approachThe new paradigm revolves around the concept of collective intelligence. It is broken down into three blocks, each of which constitutes an aspect that needs to be taken into account while addressing a business challenge. In each case presented, these aspects have been exemplified, so as to show how they participate to the problem solving process.FindingsThe paper provides practical methods. The paper also provides information about how the approach can be applied in a great variety of domains, such as electrical engineering, health care or yet information technology.Research limitations/implicationsOpens a new field of reflection whereby the organization's knowledge, seen as representing its uniqueness, internal coherence and ability to solve everyday problems, can play a strategic role. Also, it is a reference for co‐innovation between partners, as the reciprocal integration between two sources of knowledge may be seen as a co‐adaptation between the organization's value chain and the partner's one.Practical implicationsConstitutes a real potential to develop a variety of new approaches in knowledge management, based on the concept of collective intelligence.Originality/valueThe paper brings together issues that are usually dealt with in separate domains, such as customer relationships, analysis of competencies and know how or yet innovation processes and value chains.
ActKM: the story of a community
Authors: Milne Patricia , Callahan Shawn 
Published: July 2006

PurposeThe purpose of this paper is to report on a research project that sought to discover the value of the online KM discussion list, ActKM, to its members; how members manage the postings, the degree of off‐list activity generated through the list; and the impact of the list on KM practice.Design/methodology/approachData were collected through the use of web‐based questionnaires to the full list membership and a second questionnaire to members of the list's core management team. Telephone interviews were conducted with a sample drawn from the frequent contributors to the list. A basic assumption of the research was that the discussion list ActKM is a community of practice.FindingsThe results indicated that ActKM is indeed a community of practice and that off‐list activity is considered a valuable extension of community life. Other finings are that ActKM is a significant tool that facilitates learning for members and there is strong agreement about the type of postings that are preferred.Research limitations/implicationsThe paper provides useful insights into the value of list membership for individuals. However, while the results suggest that there has been an impact on the practice of KM more generally, this research is not able to identify the degree to which this has occurred.Originality/valueOnline discussion lists proliferate. This paper provides useful guidance for list managers and for those wanting to support and nurture online communities of practice.
Creating architectural approaches to knowledge management: an example from the space industry
Authors: Holm J. , Olla Phillip , Moura Denis , Warhaut Manfred 
Published: July 2006

PurposeThis article aims to provide an insight into the work carried out by a consortium of organizations that have an interest in space activities and to provide a focus on the knowledge architecture that is needed to ensure a viable short‐ and long‐term plan for implementing a successful knowledge management program.Design/methodology/approachThe data for the study were collected by analyzing documents, interviews, group discussions, reviewing technical specifications, and by participating in online group discussions via a dedicated knowledge management portal created for the groupFindingsGenerating and maintaining organizational knowledge and identifying lessons learned from space project management activities is a crucial activity for planning future projects. One of the most important elements in transferring knowledge is creating a knowledge management system that supports the organizational processes and is based on a sound technical foundation.Practical implicationsThis article has resulted from the sharing of knowledge, procedures, and details of technical systems between space organizations from around the world. This approach should be considered by other sectors.Originality/valueThe article describes an architectural approach to creating a knowledge management system.
Facing knowledge evolution in space project: a multi‐viewpoint approach
Authors: Rothenburger Bernard , Galarreta Daniel 
Published: July 2006

PurposeThe aim of this paper is to provide a conceptual and methodological framework in order to prevent knowledge loss in a long duration space project.Design/methodology/approachStarting from risk management, the paper considers existing factors that contribute to the success of the mission, such as dependability and safety, and then argues, using a multi‐viewpoint approach, that risk analysis produces knowledge (not simply information or data). Then, the paper describes how the filtering of risky components of a technical documentation is performed. It is based on the confrontation of the vocabulary of the different documents to an ontology of “criticality” built by the authors. The paper also describes how the knowledge evolutions are detected and how the interpretation of these evolutions is carried out.FindingsOn a conceptual side, a general model of the design process is presented based on a multi‐viewpoints approach and characterised by a value system. On the practical side, an ontology of risk, used as a reference system in order to compare knowledge at different stages of a project, is described.Research limitations/implicationsSome difficulty arises when a very huge documentation is addressed. Among all evolution clues a lot of them could be well‐known by everybody or could be of little importance.Practical implicationsThe paper intends to have a preventive strategy for knowledge loss in a long duration project. Reaching the ultimate stage of a mission, project management should be able to identify the main knowledge differences between technical culture of new incomers and the one of the early designer that can be found in the project documents.Originality/valueThe paper carries a multi‐discipline approach, putting together different domains: space activity, statistic specialist, knowledge managements, and linguistics.
Using a “balanced approach” to measure merchandising supplier performance
Authors: Knotts Tami L. , Jones Stephen C. , Udell Gerald G. 
Published: July 2006

PurposeAims to verify the usefulness of a “balanced approach”.Design/methodology/approachThis study examined 236 small manufacturers that had attempted to become suppliers to the mass merchandiser market. Each firm was asked to complete a self‐assessment instrument and allow its product to be independently evaluated by a trained marketing professional.FindingsThe results suggest that, while the balanced approach is useful in evaluating small suppliers, the reliance on only firm‐related items is not as effective as an approach using an instrument that also includes product‐specific measures. Firms with superior management and products were more successful in reaching a merchandiser's shelves than those with poor ratings in each area.Originality/valueThis study not only evaluated management areas similar to the ones recommended by Kaplan, Norton, and Kanji, but also included an assessment of product attributes. The study suggests that a balanced approach to performance assessment includes both firm and product measures. Buyers and suppliers in the mass merchandising industry could use this approach to more accurately assess the strengths and weaknesses of a potential relationship.
An analysis of European textile sector competitiveness
Authors: Bilalis Nicholas , Van Wassenhove Luk N. , Maravelakis Emmanuel , Enders Andreas , Moustakis Vassilis , Antoniadis Aristomenis 
Published: July 2006

PurposeThe European Union (EU) clothing and textile industries are characterized by very intense international competition. EU producers face fierce competition from exports of new industrialized countries whose low wages and social charges give them a considerable competitive advantage. This paper seeks to present the results of an analysis of the European textile sector competitiveness.Design/methodology/approachThe analysis is based on an industrial excellence (IE) model developed by INSEAD. This model has been used for the last ten years in an annual award (IEA), given out in France and Germany. This time the model was used not for giving an award, but for assessing and analyzing the current status of industrial excellence in the textile sector. For this reason a sample of textile companies from three European countries was used and results of the analysis are presented. The textile companies that participated in the analysis were benchmarked against the technologically advanced IEA sample consisting of companies from various industries, which participated in the competition during the last three years.FindingsKey performance indicators of the textile sector are analyzed, including quality, flexibility, supply chain management, strategy formulation and strategy implementation. Significant improvement potential, especially in the areas of human resource management and knowledge management, is indicated.Research limitations/implicationsProvides a methodology for employing the IE approach in their operation. Also provides a methodology for analyzing sector performance and new areas of differentiation in the European textile sector.Practical implicationsThe results of the analysis were used to define customized IE training in order to promote expertise in IE in textiles and improve competitiveness of the sector.Originality/valueThe IEA model is used for the first time, not for giving an award, but as an IE assessment tool which can assist managers both of textile companies and intermediary bodies.