bluuebunny/crossref_metadata_2025_split huggingface dataset:
Learning a teacher's work
Authors: Maaranen Katriina , Kynäslahti Heikki , Krokfors Leena 
Published: March 2008

PurposeThe purpose of this article is to bridge the theoretical perspectives of workplace learning and teacher learning. Teacher learning takes place, for example, in the course of a teacher's work as well as in the institutional setting of a school. This article describes research conducted on such learning.Design/methodology/approachThe study uses a mixed methods approach. It includes interviews (n=8), which are analysed according to a qualitative content analysis, as well as a survey, which is analysed quantitatively (n=113). In the quantitative analysis descriptive statistics as well as a factor analysis were used.FindingsThe research indicates that teacher learning takes place in several different settings; when these are taken into account teacher education is shown to be important. The study also shows that teacher education has succeeded in integrating work and study to some degree when the perspective of workplace learning is taken into account.Originality/valueThere seem to be few studies that have addressed workplace learning from the point of view of teacher education or teacher learning. This study endeavors to fill this gap.
The linkage between knowledge accumulation capability and organizational innovation
Authors: Chang Su‐Chao , Lee Ming‐Shing 
Published: March 2008

PurposeThe main purpose of this paper is to explore the effect of knowledge accumulation capability on organizational innovation. This study also attempts to find if interaction between external environment or organizational culture and knowledge accumulation ability will influence organizational innovation.Design/methodology/approachA quantitative research design was employed. A total of 1,000 questionnaires were mailed out and received 129 valid replies.FindingsThe research results indicate that the capability to obtain knowledge can positively and significantly affect knowledge administrative and technical innovation. Knowledge expansion capability can positively and significantly affect administrative innovation. In addition, external environment and organizational culture have significant interaction effects with knowledge accumulation capability on organizational innovation.Research limitations/implicationsThis research discussed only some organizational layers like knowledge accumulation, external environment and organizational culture without any further research efforts aimed at any other facets.Practical implicationsWith the rapid change of markets and the intense industry competition, business management is deeply affected by any change in the external environment.Originality/valueBecause there is no existing literature on the use of external environment and organizational culture as moderators to explore the effect of knowledge accumulation capability on organizational innovation, this paper provides a basis for future studies that examine the relationship between these factors.
Organizational characteristics as prescriptive factors of knowledge management initiatives
Authors: Magnier‐Watanabe Rémy , Senoo Dai 
Published: March 2008

PurposeThe use of knowledge in organizations is largely a discretionary behavior that can be encouraged but not demanded. As such, the firm can only attempt to provide the right conditions for employees to endorse the role of knowledge workers. The purpose of this paper is to examine how the organization of the firm affects knowledge management.Design/methodology/approachThis research proposes a new framework showing the prescriptive role of organizational characteristics onto knowledge management (KM) initiatives. Based on this framework, data were generated from nine semi‐structured interviews conducted in the American, British and Japanese offices of a major Japanese pharmaceutical company, using a Boolean approach and qualitative content analysis.FindingsOrganizational characteristics, specifically – structure, membership, relationship, and strategy affect KM, namely – knowledge acquisition, storage, diffusion, and application respectively.Research limitations/implicationsEven though the departments of each local office under study were matched in terms of activity, the size of their own domestic market made comparisons sometimes challenging.Practical implicationsThis research suggests that practitioners can increase the yield of KM when integrated upstream into the elementary business processes rather than when left voluntary.Originality/valueThis paper uncovers a possible link between the firm's organizational characteristics and KM, and the new practical framework can be useful to both scholars and practitioners.
Knowledge processes: from managing people to managing processes
Authors: Hasgall Alon , Shoham Snunith 
Published: March 2008

PurposeThe purpose of this article is to discuss the necessity of access to the personal knowledge of each employee in order to cope with requirements in an organization's dynamic environment. The research question posed is which type of organizational structure, working environment and management style is most conducive to this access.Design/methodology/approachThe research was a qualitative study, allowing for examination of behavior in the organizational reality as is, by analyzing interviews and observations of about 60 employees in six private, government and public organizations. The research analysis was based on five criteria regarding performance of a complex adaptive system (CAS).FindingsThere are indications that in organizations where a higher number of CAS characteristics existed, employees were better able to provide immediate solutions to the dynamic requirements. To allow this, managers should focus more on the synchronization of organizational processes and less on the control and the direct command of their subordinates.Research limitations/implicationsOrganizations in a dynamic environment require a change in their structure and management method to resemble in line with CAS characteristics. In a CAS organization employees are autonomous, applying personal knowledge in developing immediate and systematic responses to change.Originality/valueThe research shows that the effective use of personal knowledge does not readily occur in hierarchical organizations. Knowledge management in organizations in the knowledge era requires a greater focus on process management than on people management.
Knowledge transfer in developed‐developing country interfirm collaborations: a conceptual framework
Authors: Narteh Bedman 
Published: March 2008

PurposeThe aim of the paper is to explore the theoretical underpinnings of knowledge transfer within developed‐developing country based interfirm collaborations and to develop a theoretical model on knowledge transfer in interfirm collaborations.Design/ methodology/approachThe vast literature on knowledge transfer in interfirm collaborations has been reviewed. A synthesis of this prior research has resulted in a theoretical model on knowledge transfer, especially between developed‐developing country based firms.FindingsThe reviews have resulted in the conceptual framework proposed here. The model distinguishes the sources of knowledge to be transferred and the antecedents to the knowledge transfer from the transfer process. Tentative propositions are also developed that could be explored during empirical investigations.Originality/valueThe framework presented provides a deeper understanding of the characteristics of transferors and transferees as well as their interaction and how these influence knowledge transfer across firm borders. Previous papers have failed to clarify this distinction between unique and relationship factors. The model thus advances theory on knowledge transfer between strategic alliances partners and provides practical insights into the management of knowledge within alliances.
Knowledge transformation among virtually‐cooperating group members
Authors: Feghali Tony , El‐Den Jamal 
Published: March 2008

PurposeThe purpose of this paper is to present how in a virtual setting a cooperating group of individuals could transform their tacit knowledge, and what is the necessary infrastructure needed for such transformation.Design/methodology/approachThe paper highlights the different perspectives on knowledge as well as its classification and perception by researcher's to‐date. It also examines current theoretical questions of knowledge management and knowledge transformation. Opinions and ideas are introduced as the easier parts of tacit knowledge that can be transformed into explicit form. The paper also introduces a knowledge management definition, which presents three phases for managing knowledge among virtually cooperating group members.FindingsThe paper has the following items as vital for knowledge transformation among virtual group members: a definition for knowledge management among group members; adoption of classification of knowledge as explicit, embodied, and not‐yet‐embodied (Scharmer); and opinions and ideas as the parts of tacit knowledge which could be easily transformed.Originality/valueKnowledge management and knowledge transformation have been addressed in the literature at the organizational level. The paper addresses these issues from a group level and introduces definition, concepts, and ideas that form the backbone of such management and transformation. The points raised are expected to be of interest to researchers working on knowledge management and transformation among virtually cooperating group members.
Improved organizational performance through communities of practice
Authors: Schenkel Andrew , Teigland Robin 
Published: March 2008

PurposeThe purpose of this article is to empirically investigate the relationship between communities of practice and performance.Design/methodology/approachInterviews, surveys, and company records from a case study of several communities of practice within a multi‐billion dollar construction project are investigated. Using the concept of learning curves, the authors look at the relationship between four communities of practice and their performance as well as taking an in‐depth look at the communication patterns within each community of practice.FindingsThree communities of practice that operated under stable conditions were found to exhibit improved performance. However, the one community of practice that experienced changes in its communication channels due to a physical move was never able to regain its previous ability to continuously improve, indicating a strong relationship between communication channels and performance.Research limitations/implicationsThe research presented here focuses only on communities of practice within one organization and one industry, thus limiting the degree to which the results can be generalized.Practical implicationsThe results provide support for the recent efforts by managers to sponsor and even “formally define” communities of practice within organizations. This article also illustrates how sensitive communities of practice are to changes in communication channels, thus alerting managers to the importance of understanding the impact of their actions on a community's cognitive processes and structural dimensions.Originality/valueThis paper offers empirical support for a positive relationship between communities of practice and performance, thus filling a research gap that has been difficult to fill due to the ethereal nature of communities of practice.
Knowledge management systems success: a contingency perspective
Authors: Khalifa Mohamed , Yan Yu Angela , Ning Shen Kathy 
Published: March 2008

PurposeThis paper aims at clarifying important contingencies for the success of knowledge management systems (KMS). More specifically, a model is developed based on the IS success model, the resource‐based view and the knowledge‐based view to explain both direct and indirect effects of KMS on organizational performance.Design/methodology/approachTo test the proposed model, a survey study was conducted involving over 100 organizations that implemented various functions of KMS. The data were analyzed using structural equation modelling for the simultaneous testing of the measurement and structural models.FindingsThe empirical results provided strong support for the proposed research model. KMS usage was found to have both direct and indirect effects on organizational performance. In particular, organizational agility and innovativeness were confirmed as important mediators of KMS effects.Research limitations/implicationsThe findings of this research highlight the necessity of adopting a contingency theory for studying the effects of KMS on organizational performance and demonstrate the important role of some of these contingencies.Practical implicationsPractically, the empirical results shed light on the significance and relative importance of specific KMS applications. i.e. enterprise portals, supply chain management, customer relationship management, and competitive intelligence.Originality/valueThis research fills an important theoretical gap in KM research and provides valuable insights for practitioners.
The use of tacit knowledge within innovative companies: knowledge management in innovative enterprises
Authors: Seidler‐de Alwis Ragna , Hartmann Evi 
Published: March 2008

PurposeThe purpose of this paper is to examine the use of tacit knowledge within innovative organizations. It addresses what organizations can do to promote knowledge sharing in order to improve successful innovation. Compared to available research material on explicit knowledge, the use of tacit knowledge within companies is relatively unexplored. The use of tacit knowledge is assessed with special emphasis on its significance and implications in the innovation process.Design/methodology/approachExisting research is structured with the objective of examining how companies make use of tacit knowledge. Key levers for tacit knowledge management are identified and the positive impact of tacit knowledge on innovation success disclosed.FindingsThe role of tacit knowledge in innovation management is analysed. Creation, availability and transfer of tacit knowledge within an organization are highlighted. Competitive advantage will be gained when companies value their tacit knowledge because explicit knowledge is knowledge we are already aware of and is public by its nature. Tacit knowledge can be the source of a huge range of opportunities and potentials that constitute discovery and creativity.Practical implicationsAs this paper focuses on the transfer of tacit knowledge, barriers to successful knowledge transfer are described and success factors are explored which help to secure and improve the transfer of tacit knowledge.Originality/valueIt is proven that tacit knowledge has a crucial influence on the success of innovation processes in companies and plays a vital role as a company resource and success factor.
Tacit knowledge utilization in Thai construction projects
Authors: Teerajetgul Wasan , Chareonngam Chotchai 
Published: March 2008

PurposeTacit knowledge, which is developed through experience, is used by Thai construction managers to perform their tasks and deliver project performance. The purpose of this paper is to explore and describe the utilization of tacit knowledge in executing construction projects.Design/methodology/approachThe study is qualitative in nature and carried out through a case study approach. Empirical evidence was collected from three construction companies, each handling projects of a diverse nature of project characteristics and knowledge management styles.FindingsThe main findings particularly arise from the following four factors that were observed from on‐site observations of work practice and interviews: flexible and adaptable thinking due to dynamic products and processes in the construction project; problem‐solving and heuristics that facilitate a novelistic, re‐combination of knowledge; knowledge networks amongst individuals that support and transfer non‐codified knowledge; and management conditions conducive to knowledge creation. These four factors are inherently embedded in Thai construction management practices for creativity and competitiveness.Originality/valueThe study is an examination of the contributions actually made by each aspect of a knowledge‐management oriented project, and identification of the lessons learned therein and new improved practices. These are thereafter captured and incorporated into the next learning cycle in order to facilitate a steady evolution for best practices.
Six pillars: futures thinking for transforming
Authors: Inayatullah Sohail 
Published: March 2008

PurposeThe purpose of this paper is to present a new approach to the study of the future.Design/methodology/approachThe paper describes six foundational concepts (the used future, the disowned future, alternative futures, alignment, models of social change, and uses of the future), six questions (will, fear, missing, alternatives, wish, and next steps as related to the future) and six pillars (mapping, anticipating, timing, deepening, creating alternatives, and transforming), giving examples and case studies where appropriate.FindingsIn an increasingly complex and heterogeneous world, futures studies can help people to recover their agency, and help them to create the world in which they wish to live.Originality/valueThe paper integrates and builds on a variety of futures studies' concepts, ways of thinking and techniques and integrates them into a new approach.
Employees, employers and the institutions of work: the global competition for terrain in the ageing workforce agenda
Authors: Jorgensen Bradley , Taylor Philip 
Published: March 2008

PurposeThe purpose of this paper is to assess risks and prospects for older workers and to provide a number of recommendations designed to marshal the interests of employees, business and government.Design/methodology/approachThe paper examines the terrain of competing interests and dynamic complexities of workforce ageing, by elaborating on the topic of economic globalisation, the policy approaches adopted by government, the actions taken by industry and the working and life preferences of older workers.FindingsIn the absence of a deep understanding of the current relationship between demographic ageing, the labour market and economic globalisation, the policy aspirations of government face the prospect of limited success. The currently popular premise, that ageing populations go hand‐in‐hand with ageing workforces, appears to be contradicted by much of the available evidence, which points to rather more complex scenarios, in which outcomes are uncertain, but clearly where late career workers may not necessarily fare well.Originality/valueThe paper brings analysis to the area of ageing populations and the labour market in the context of globalization – a complex and important topic that is usually dealt with far too simply.
Social computing: implications for the EU innovation landscape
Authors: Pascu Corina , Osimo David , Turlea Geomina , Ulbrich Martin , Punie Yves , Burgelman Jean‐Claude 
Published: March 2008

PurposeThe purpose of this paper is to assess the main implications for innovation and competitiveness of social computing trends that promote swift social and economic relations. They are increasingly being considered by policymakers, both as tool and object for policymaking (i.e. how social computing could play a role in information society policies). Therefore, a general issue for the paper is represented by the lessons to be learned in terms of policy‐related consequences for Europe.Design/methodology/approachThe paper is based on an extensive desk‐based survey of secondary data available from reports, studies and most recent statistics, from internet audience measurement companies, international research companies, research projects of non‐profit centers, international firms or the industry itself.FindingsThe diffusion and usage of social computing applications have been growing at an exponential rate. A powerful feature emerges, i.e. the new user as supplier, co‐producer or innovator of the service. New areas of innovation lie at the crossroads of an increasingly complex process of both tacit and codified knowledge production. They affect the way people find information, learn, share, communicate and consume and the way business is done. New players and markets provide significant threats and opportunities for the ICT and media industries. New players have a smaller cost base, viable business models and a real market.Research limitations/implicationsComparative and systematic research of the fast growing social computing trends is needed over longer periods of time.Practical implicationsThe paper provides the first evidence on the size and weight of these trends, as well as on their social and economic relevance. It raises the need for more research, e.g. on the areas that would be most impacted and to what extent, as well as a wealth of policy‐related research questions.Originality/valueSince social computing is an emerging phenomenon, the work is innovative and novel because it attempts to draw a first solid overall picture of the development of these trends.
Commitment or contract: what drives performance in public private partnerships?
Authors: Indridason Thor , Wang Catherine L. 
Published: March 2008

PurposeAs the practice of outsourcing business activities has become more common than ever, partnerships have increasingly been forged. The aim is to ensure superior performance through organizational relationships characterized by trust and cooperation. Strategic human resource (HR) management highlights the importance of practice for competitive reasons. However, companies' strategic decisions on outsourcing are primarily driven by economic and financial aspirations. As a result, the HR issues fundamental to the effectiveness of the outsourcing practice are often overlooked. Based on a distinctive outsourcing activity involving a public‐private partnership, the purpose of this paper is to reveal how the outsourcing process influences employee commitment and citizenship behavior (willingness to go the extra mile), and to provide insights for strategists, executives and HR managers to enhance their strategic HR practices in line with their outsourcing decisions.Design/methodology/approachThe paper is an embedded case study of a British National Health Service hospital based on quantitative and qualitative data collected from: 101 questionnaires completed by ancillary (non‐clinical) staff employed by the NHS but seconded to a private partner under the ROE (Retention of Employment) model; and 15 semi‐structured interviews with managers and frontline staff.FindingsThe findings reveal that: whilst employees developed notably strong emotional attachment to their managing organization their bonds with the employing organization, the hospital, seem to have weakened somewhat; moreover, employee commitment proved to be an effective predicator of citizenship behavior and job performance; and the nature of the contractual relationship, performance management and HR management practices had significant influence on employees' job performance and the private company's ability to meet the performance requirements defined by the NHS.Research limitations/implicationsAlthough based on a unique case of the public‐private partnership, the findings reflect the challenges of strategic HR management in outsourcing in public and private sectors.Practical implicationsThe findings offer practical insights for company executives, HR managers and policy‐makers. When selecting an outsourcing partner and managing outsourcing activities the structure and nature of the inter‐organizational relationship and the strategic potential of employees and employee management need to be considered.Originality/valueThe paper provides first‐hand insights based on viewpoints from employees at different levels who are involved in the NHS outsourcing activities under a partnership arrangement. The findings caution strategists, executives, managers and policy‐makers to re‐visit their outsourcing and HR practices.