bluuebunny/crossref_metadata_2025_split huggingface dataset:
E‐science and open access repositories in Spain
Authors: Rodríguez Bravo Blanca , Luisa Alvite Díez Ma 
Published: October 2007

PurposeThe purpose of this article is to highlight the role of science repositories in the development of e‐science. It aims to provide an overview of the open access collections currently operating in Spain.Design/methodology/approachThis paper is an examination of the tools, type of contents, coverage and aims of the digital research collections generated by Spanish academic bodies.FindingsThere is only a limited development of institutional repositories, although it is possible to detect a growing tendency to create them. At the present moment, these digital collections seem principally to be seeking visibility for scientific output such as theses, journals, work in progress, preliminary results and other fringe or unconventional literature, without currently making use of academic teaching and learning materials or corpora relating to the cultural heritage.Practical implicationsIt would be desirable for government to become involved in encouraging open access within a new model for academic communication. It would appear crucial for the repositories aimed at spreading knowledge of scientific research to set in place mechanisms for rigorous peer assessment, so as to ensure the quality of the scholarly work deposited.Originality/valueThis paper considers the role of science repositories in the development of e‐Science. The availability of resources for e‐science, the need to support the compilation of repositories of information in electronic format and the access to digitized content is a matter of maximum priority for any national science policy. Designing a new model for academic communication requires collaboration from the authorities, from universities, from librarians and also support from researchers themselves.
Linking repositories
Authors: Awre Chris , Swan Alma 
Published: October 2007

PurposeThe purpose of the linking repositories study was to conduct research to identify appropriate sustainable technical and organisational models to support the development of end‐user oriented services across repositories. The work covered four overlapping strands: user and community requirements, roles and responsibilities, technical architecture and infrastructure, and business and management models.Design/methodology/approachInterviews, focus groups and a questionnaire were used to elicit the knowledge held. This information was combined with a literature review and reported alongside the proposed models derived from an analysis of the information gathered.FindingsFive distinct groups of end‐users were identified and their respective roles and responsibilities identified. Relevant services to serve these groups were also identified and a services model constructed showing the relationships between them. An aggregation model is proposed to support technical development. A range of business models are suggested, each of which may be applicable in different circumstances.Research limitations/implicationsThe models contain a series of recommendations for subsequent research and testing to establish the relative merits of the models proposed and develop these further.Practical implicationsThe technical model in particular makes a number of practical recommendations for how repositories need to be structured so as to best support end‐user services. These are complementary to recommendations on repository management.Originality/valueThe research reported in this paper represents a consolidation of views reported previously, and a novel analysis of this information to assist in taking repository service development further.
Building institutional repository infrastructure in regional Australia
Authors: Drury Caroline 
Published: October 2007

PurposeThe purpose of this paper is to focus on the development of FOSTER, its anticipated use and outcomes.Design/methodology/approachThis paper reports on the RUBRIC project and the development of FOSTER.FindingsThe FOSTER toolkit is not a static resource, and accordingly may never reach a fully “completed” state. As the area of institutional repositories continues to develop, and further generations of appropriate solutions emerge, the FOSTER concept and later, Toolkit, will also continue to develop.Originality/valueProvides a useful discussion on the development of FOSTER.
StarPlane – a national dynamic photonic network controlled by grid applications
Authors: Grosso Paola , Xu Li , Velders Jan‐Philip , de Laat Cees 
Published: October 2007

PurposeThis paper aims to look at a research project – StarPlane –a national dynamic photonic network controlled by grid applications.Design/methodology/approachThe paper examines StarPlane, a research project funded by the Dutch Research Council (NWO) and carried out by researchers at the University of Amsterdam (UvA) and the Vrije University (VU).FindingsThe paper finds that StarPlane provides the management functions needed by applications running on the DAS‐3 Grid clusters to interact with the network control plane. The most unique features of StarPlane are the use of photonic equipment in the network core and the fast reconfiguration times of lightpath topologies.Originality/valueThis paper was written with the expertise of the authors and will be of interest to those people involved in computing and e‐science.
Continuous renewal, and how Best Buy did it
Authors: Chakravarthy Bala , Lorange Peter 
Published: October 2007

PurposeAs an alternative to the two extremes of protecting and extending the core business versus transforming it, the article aims to propose two other renewal strategies, “leverage” and “build,” that together provide a pathway for continuous renewal.Design/methodology/approachThis article looks at the case of Best Buy, which has progressively used “leverage” and “build” strategies to modify its competence platform from an early emphasis on operational excellence to complement it with modularity, flexibility and customer centricity. Correspondingly, its market reach has grown from Minnesota to all of North America with recent forays into China.FindingsWhen the firm's performance did not meet expectations, top management did not focus merely on better execution; rather it questioned if the firm's vision needed to be revised. Best Buy's renewal journey is guided by a continuous re‐visioning of the company, or in Best Buy's jargon continuous re‐“Concept”ualization of the company. Best Buy has transformed itself via six concepts, Concepts I‐VII, with the change from one to the next accelerating over the years.Practical implicationsThe article explains how a firm can use these two renewal strategies to perform a dramatic transformation, but through an evolutionary process not a revolutionary one.Originality/valueThe case illustrates the implementation of “leverage” and “build” strategies that together provide a pathway for continuous renewal.
Global expansion: balancing a uniform performance culture with local conditions
Authors: Bellin Joshua B. , Pham Chi T. 
Published: October 2007

PurposeThis article aims to advise leaders of global enterprises who are increasingly concerned about the effects of international expansion on their corporate culture. It seeks to explain that companies that nurture a set of enterprise‐wide mindsets can maintain a unity of purpose while at the same time successfully adapting practices to diverse local economic and cultural conditions.Design/methodology/approachAn Accenture survey of more than 900 senior executives on the challenges of building a global organization revealed that they are increasingly concerned with the problem of maintaining a common corporate culture and identity. The firm then studied the best practices of successful firms.FindingsWhen performance mindsets are widely shared, they translate established company values into practices by means of commonly understood guidelines on how to recognize and solve problems – which, in turn, guide the organization in making decisions when faced with many possibilities.Practical implicationsCountry managers must ensure that the company's values and mindsets are used to overcome the national, cultural, and linguistic boundaries that can block success.Originality/valueWith the participation of leaders at all levels of an organization a company's management of its performance mindsets can become a distinctive capability and thereby a source of international competitive advantage. By successfully following these steps for managing and propagating shared values and mindsets across diverse organizations corporations can produce winning performance in the competitive international arena.
A strategy for knowledge management
Authors: Greiner Martina E. , Böhmann Tilo , Krcmar Helmut 
Published: October 2007

PurposeThe purpose of this paper is to study the influence of organizational environment on the selection of knowledge management strategies. The paper focuses particularly on the relationship between business and knowledge management strategy and the success of the knowledge management initiatives.Design/methodology/approachThis paper is a case study researching 11 German and Swiss companies. The knowledge management initiatives were categorized by six criteria (objectives, processes, problems, content, strategy, knowledge type) and their fit with the respective business strategy of the organizational unit was evaluated.FindingsThe findings in this paper suggest a relationship between the success of knowledge management and the alignment of knowledge management and business strategy. The paper also shows that an organization whose business strategy requires process efficiency should rely primarily on a codification strategy. An organization whose business strategy requires product/process innovation should rely primarily on a personalization strategy. The most successful knowledge management projects were driven by a strong business need and with the goal to add value to the organizational unit operations.Research limitations/implicationsThe paper shows there are limitations due to the qualitative nature of the research: logical rather than statistical conclusions, small sample size, and subjectivity of interpretations.Practical implicationsThe paper sees that a manager should be aware of the objectives and business processes of the organizational unit and chooses the knowledge management strategy and objective in accordance to the business strategy and objective.Originality/valueThe paper enhances understanding about the influence of organizational environment factors on the success of knowledge management initiatives.
Motivation, incentives and organisational culture
Authors: Milne Patricia 
Published: October 2007

PurposeThe purpose of this paper, drawing as it does on earlier research, is to provide the context for a discussion on the use of rewards and recognition programmes in knowledge aware organisations.Design/methodology/approachThe paper shows that knowledge sharing is the fundamental requirement of a knowledge‐based organisation. Some of the greatest challenges for organisations moving down the knowledge management path stem from well‐established practices of hoarding knowledge, practices which, in the past, have been well rewarded. Employees' motivation was to hoard knowledge because of the competitive advantage that this would give them. The challenge now is to develop an organisational culture where sharing knowledge is the norm. In seeking ways to foster this culture managers are implementing incentive programmes in the belief that employees will be motivated to share their knowledge across the organisation. Some organisations are investing large amounts of organisational resources towards this end. This paper uses the results of the earlier research to provide a context for an examination of the use of rewards and recognition programmes in the knowledge aware organisation.FindingsThe paper finds that reward and recognition programmes can positively affect motivation, performance and interest within an organisation. While a little more problematic, team‐based incentives, if designed appropriately, can also encourage and support a range of positive outcomes. But research has yet to reveal whether programmes of this type will influence employees to share their knowledge and learning. Neither is there any research‐based evidence to show that these activities do provide the expected or hoped for return on the, sometimes, large amounts of money that organisations invest in them.Research limitations/implicationsWhile there is a strong history of research into the impact of rewards on aspects of employee behaviour including motivation and performance, no research to date has investigated the impact on knowledge sharing.Practical implicationsThe paper suggests that managers who are relying on rewards and recognition programmes as part of their strategies for cultural change need to support research programmes so that they can be confident that the large amounts of resources they are investing for this purpose will bring the return they think.Originality/valueThis paper provides the context for a discussion. It shows that while organisations are investing in reward and recognition programmes, research on the value of such programmes as factors that motivate knowledge sharing has not been explored empirically.
Performance of knowledge management practices: a causal analysis
Authors: Zaim Halil , Tatoglu Ekrem , Zaim Selim 
Published: October 2007

PurposeThe main purpose of this paper is to investigate the effects of knowledge management (KM) infrastructure and KM processes on the performance of KM practices.Design/methodology/approachThe paper is based on personal interviews, data were collected from 83 managers from a single case study of a Global System for Mobile Communications (GSM) operator in Turkey.FindingsThe paper finds that hypotheses were tested using structural equation modeling. Test of hypotheses revealed that both KM processes and KM infrastructure positively and significantly influenced the performance of KM practices. These findings tend to corroborate our conceptual model and are also in line with the existing literature. KM infrastructure was found to be more significantly affecting KM performance than KM processes, indicating that the context and background of KM is more important than the application aspects of KM.Research limitations/implicationsThe findings in this paper cannot be generalized due to the case study approach. It may not be claimed that both KM processes and KM infrastructure solely determine the performance of KM practices. Instead, there are many other factors that may influence KM performance, which are somewhat beyond the scope of this research.Practical implicationsThe paper shows that the evaluation of KM performance is expected to increase the effectiveness, efficiency and adaptability of KM efforts so as to add more value to the overall performance of the organization.Originality/valueIn this paper there is little or no empirical evidence investigating the influence of KM infrastructure and KM processes on KM performance. This paper rectifies this imbalance by clarifying the link between KM infrastructure, processes and performance.
Implementing knowledge management: a more robust model
Authors: Dufour Yvon , Steane Peter 
Published: October 2007

PurposeThe purpose of this paper is to show that knowledge management (KM) practitioners usually describe implementation in ideal and positive terms, such as making KM strategy happen, putting ideas into practice or turning embryonic KM strategies into reality. Research has been mainly confined to failures or mistakes in implementation.Design/methodology/approachThis conceptual paper seeks to coalesce some of the scholarly contributions about implementation success and failure, by providing an overview and critical analysis of configurational theory as an alternative approach in research and thinking about KM implementation issues.FindingsThis paper reviews the dominant approaches to KM implementation. It looks at the past academic and business practice literature on KM and calls for a radical change in the way of thinking and studying KM implementation, which incorporates configuration and contextual theories.Originality/valueThis paper provides an understanding of implementation from a holistic perspective, which allows divergent paradigms and perspectives to co‐exist, yet when able to recognise both strengths and limitations of each, it ultimately contributes to a more robust and coherent final analysis of KM implementation.
A systems‐based dynamic knowledge transfer capacity model
Authors: Parent Robert , Roy Mario , St‐Jacques Denis 
Published: October 2007

PurposeThe purpose of this paper is twofold: to understand how recent developments in systems thinking and social construction can influence understanding of knowledge transfer (KT); and to propose a new systems‐based knowledge transfer model.Design/methodology/approachThe paper is a review of the literature on knowledge transfer, systems thinking and social construction leads to the proposal of a new KT paradigm.FindingsThe Dynamic Knowledge Transfer Capacity model (DKTC) found in this paper identifies the components required for social systems to generate, disseminate and use new knowledge to meet their needs. The model includes pre‐existing conditions, (need and prior knowledge) and four categories of capacities (generative, disseminative, absorptive and adaptive/responsive) that social systems must possess for KT to take place.Research limitations/implicationsThe paper shows that the DKTC model is particularly well suited to analyzing complex systems with multiple stakeholders as opposed to small‐scale knowledge transfer systems. Empirical analysis in complex systems environments will help verify, enrich and generalize the model.Practical implicationsThe paper sees that in an increasingly knowledge‐based economy, the ability to base decisions on the latest knowledge is vital for the success of organizations. The capacity for effective and sustained exchange between a system's stakeholders (researchers, government, practitioners, etc.); exchanges characterized by significant interactions reflected within the DKTC model, results in the appropriate use of the most recent discoveries in the decision making process.Originality/valueThe paper proposes a new knowledge transfer paradigm that views knowledge as a systemic, socially constructed, context‐specific representation of reality. The proposed knowledge transfer model is in sharp contrast to past attempts, focusing attention on the capacities that must be present in organizations and social systems as a precondition for knowledge transfer to occur.
Knowledge management capability: defining knowledge assets
Authors: Freeze Ronald D. , Kulkarni Uday 
Published: October 2007

PurposeThe purpose of this paper is to show that separate sources of knowledge are identified, described and clearly defined as organizational intangible knowledge assets. These knowledge assets are referred to as knowledge capabilities (KCs). knowledge management (KM) is utilized to leverage these assets with a view to systematic improvement in the process of achieving increased firm performance.Design/methodology/approachIn this paper knowledge capabilities are described in terms of their knowledge life cycle, tacit/implicit/explicit nature of knowledge, technology and organizational processes that encompass a firm's human capital identified as knowledge workers.FindingsThe paper finds that five knowledge capability are presented and described as expertise, lessons learned, policies and procedures, data and knowledge documents.Research limitations/implicationsThe paper shows that knowledge assets can be measured and improved in order to investigate causal relationships with identified measures of performance.Practical implicationsThe paper shows that by explicitly describing these knowledge assets, the KM activities within organizations can more effectively leverage knowledge and improve performance.Originality/valueThe paper sees that by drawing from both resource based and organizational learning literature, a knowledge management framework is presented to describe distinctly separate sources of knowledge within organizations. These knowledge sources are constructed as knowledge capabilities that can allow the assessment of organizational knowledge assets.
Social networks and knowledge sharing in organizations: a case study
Authors: Naif Marouf Laila 
Published: October 2007

PurposeThe purpose of this paper is to determine the association between the strength of different types of ties with the sharing of different kinds of knowledge.Design/methodology/approachIn this paper the association of ties with the sharing of different types of knowledge was measured by a specifically created and developed web survey that was made available to 22 units in the subject organization. Multiple Regression Quadratic Assignment Procedure (MRQAP) was used to examine the resulting data in order to address the following questions: first, is there a significant association between strength of business ties and the sharing of public knowledge? Second, is there a significant association between strength of social ties and the sharing of private knowledge?FindingsFindings in this paper show that the strength of business relationships rather than the strength of social relationships contributed most significantly to the sharing of public and private knowledge in this organization. Specifically, the frequency of business interactions predicted the sharing of public non‐codified knowledge, while the closeness of business relationships predicted the sharing of private non‐codified knowledge and the sharing of public codified knowledge. Unexpectedly, neither business nor social ties predicted the sharing of private codified knowledge.Research limitations/implicationsThe paper shows that one organization belonging to a certain type of business was studied, and these results might be more relevant in the setting of similar business organizations that have similarities in their contexts and profiles with this organization.Practical implicationsThe results in this paper may assist organizations in rethinking the ways of approaching certain types of knowledge sharing in their strategic and infrastructural decisions and their application. Organizations might invest in promoting inter‐unit exchanges and in creating meaningful social nets for more innovative products and better performance.Originality/valueThis paper makes a distinct contribution to the available body of research on how social networks in organizations operate in sharing knowledge. The paper provides answers to a number of research questions that have not been addressed thus far in the literature; this study also provides fresh insights into the investigation of patterns of association and prediction.