bluuebunny/crossref_metadata_2025_split huggingface dataset:
Innovation in management consulting firms through informal knowledge sharing
Authors: Taminiau Yvette , Smit Wouter , de Lange Annick 
Published: February 2009

PurposeThe purpose of this paper is to describe the main obstacles for innovation in Dutch consultancy firms by focusing on the strength of informal knowledge sharing as an avenue for innovation.Design/methodology/approachThis paper is the result of an empirical study based on in‐depth interviews with 29 consultants in the Netherlands.FindingsThe process of innovation can be problematic in consultancy firms. Consultants do simply not find the time to innovate, since they are mainly rewarded for client related work (billable hours). In order to innovate consultants need to share knowledge with clients, colleague consultants and their experienced superiors. The knowledge sharing routes the consultant can use, as described in this paper, are: codified, formal knowledge and informal knowledge sharing. This paper claims that the most fruitful route to innovation is informal knowledge sharing.Originality/valueThe importance of informal knowledge is supported by Hofstede's description of the Dutch business culture as being feminine, cultivating low power distance (low degree of inequality) and being highly individualistic. However, despite the support of the Dutch cultural setting, which supports informal knowledge sharing, this research describes the lack of management support in the innovation process as one of the main barriers to innovation.
Knowledge pays: evidence from a law firm
Authors: Forstenlechner Ingo , Lettice Fiona , Bourne Mike 
Published: February 2009

PurposeThe purpose of this paper is to present the results of an empirical study to analyse the impact of the introduction of knowledge management (KM) practices on the financial performance of a multinational law firm and to refine the KM Balanced Scorecard being used by the organisation.Design/methodology/approachA case study approach was taken using multiple sources of evidence from within the organisation including internal surveys on KM services, performance measures, usage data for KM systems and tools and organisational financial data. Stepwise regression and correlation analyses were used to test causal relationships within the KM Balanced Scorecard.FindingsThe most important predictors for financial performance (fee income) are the value perception of KM, quality of counsel and legal opinions, ease of use of know‐how systems, quality of service from the KM team, usage of news and current affairs, personal know‐how exchange with peers, lawyer commitment and KM staffing.Research limitationsThis research was limited to one law firm and used the existing KM Balanced Scorecard for analysis. The results may therefore have limited generalisability to other organisations.Practical implicationsThe results have been used within the case study organisation to improve KM services and to improve the ability to measure the impact and return on investment for KM activities.Originality/valueThis research provides empirical evidence for the positive impact of KM on fee income within a law firm.
Is the Malaysian telecommunication industry ready for knowledge management implementation?
Authors: Chin Wei Chong , Siong Choy Chong , Kuan Yew Wong 
Published: February 2009

PurposeThe purpose of this paper is to assess the perceived importance and actual level of implementation of five preliminary success factors, four knowledge management (KM) strategies and three KM processes towards the performance of the Malaysian telecommunication industry.Design/methodology/approachA questionnaire survey was conducted on telecommunication companies based on a convenience sampling technique. Data were analyzed using paired t‐tests and multiple regression analyses.FindingsThe results show that Malaysian telecommunication organizations view all the KM preliminary success factors, strategies and process as important and critical but fall short of implementation. K Audit, K Map, leadership, measurement, construction and embodiment are the variables that have the largest gap between perceived importance and actual implementation. For perceived importance, culture is the only important variable associated with organizational performance whereas for actual implementation, both business strategy and construction process are found to be significantly associated with organizational performance.Research limitations/implicationsThis paper was conducted in only one industry in Malaysia. Furthermore, it focuses on KM implementation rather than on learning and knowledge utilization. This paper provides a framework for developing an instrument for assessing the use of preliminary elements in the Malaysian telecommunication industry. Telecommunication organizations have to overcome problems identified and enhance their implementation level in order to achieve better organizational performance.Originality/valueThis paper has extended knowledge in KM, especially concerning implementation issues at the beginning stage of KM. Moreover, it is among the first empirical work to specifically examine preliminary success factors, processes and strategies that affect the preliminary implementation of KM.
Annotation for knowledge sharing in a collaborative environment
Authors: Abiodun Robert Charles 
Published: February 2009

PurposeThe purpose of this paper is to share knowledge of how annotation can be the basis for knowledge sharing.Design/methodology/approachThe method used was derived from mathematical methods applied to set theory.FindingsIt was presented that one document can be easily used for experience sharing with multiple users. Multiple documents will be difficult to use as source of experience sharing.Originality/valueExperience sharing has never been presented as intersection of annotation, document and users using mathematic principles.
WEB 2.0 implications on knowledge management
Authors: Levy Moria 
Published: February 2009

PurposeThe purpose of this paper is to provide an understanding of the WEB 2.0 phenomenon and its implications on knowledge management; thus, in order to learn whether using WEB 2.0 concepts and tools can yield better assimilation of knowledge management in organizations.Design/methodology/approachA range of recently published articles regarding WEB 2.0, Enterprise 2.0 and KM 2.0 are examined and critiqued (2005‐2007). These are analyzed and compared to knowledge management principles and attributes as known and learned from works defining the sharing of knowledge in organizations (1995‐2005). The sources are divided into three basic elements: The Internet (WEB 2.0), the organizational implementation (Enterprise 2.0) and the organizational implementation of knowledge sharing (KM2.0).FindingsWEB 2.0 is very close in its principles and attributes to knowledge management. WEB 2.0 should affect knowledge management in organizations; yet, it cannot be copied, as differences between the two will not enable organizations to benefit from such. In the first stage, tools can be adopted, and in further stages, deeper aspects such as active users' participation will be followed.Practical implicationsOrganizations are encouraged to start using WIKI's and in some cases also blogs. Knowledge Managers should examine if younger employees can serve as knowledge catalysts. WEB 2.0 concepts should be tested as to organization's maturity, to decide if they can be adopted as part of the organizational knowledge sharing.Originality/valueThis paper analyzes an important issue whether better assimilation of knowledge management can exist triggered by the WEB 2.0 phenomenon. It is unique in its broad analysis of the three related terms – WEB 2.0, Enterprise 2.0 and KM2.0.
A knowledge‐based development model: the research chair strategy
Authors: Cantú Francisco J. , Bustani Alberto , Molina Arturo , Moreira Hector 
Published: February 2009

PurposeThe purpose of this paper is to introduce a model for the knowledge‐based development (KBD) of a region using a research chair strategy at Tecnológico de Monterrey, to describe its impact and to propose its use in organizations that generate scientific and technological knowledge, especially research groups, in a university environment.Design/methodology/approachThe approach employed in this research evolves around a strategy for setting up research chairs (research groups headed by a lead investigator) which is a type of action research methodology whose steps are: planning a research program which is clear, focused and with an impact on regional development, implementing it, observing the corresponding processes and results, and reflecting on them. The components of the KBD model include human and intellectual capital (research professors and research students), research products (journal articles, conference papers, books and patents), research funding, entrepreneurial spin‐offs emerging from the research capacities, and research‐based learning and education. Measures of performance for each of these components are explained and quantified for the KBD at Tecnológico de Monterrey. Management and technological issues are analyzed in deploying and implementing the research chair strategy, especially the method proposed for evaluating research chairs. An overall assessment of the approach is given based on the results of five years of operation. The internal and external impact of the model and its computer implementation are also analyzed and assessed.FindingsThis paper concludes that research outcomes at universities, research centers and institutes may be organized around a knowledge‐based model and a knowledge‐information computer system that supports the model. These serve the organization by disseminating knowledge assets, by solving economic and social needs in different regions, and by creating value for researchers and for the organization.Originality/valueThe paper describes a knowledge‐based model that proved useful for a university case. It can be adapted by organizations that generate knowledge and need to leverage it, not only for their own benefit but also as an engine of economic development for target regions. The model is supported by a knowledge‐information computer system and has been running for five years.
On state pensions and social security systems
Authors: Kaskarelis Ioannis A. 
Published: February 2009

PurposeThe purpose of this paper is to show that the crisis of social security and state pension systems in the ageing industrial societies is actually a crisis of the model of social and economic organization.Design/methodology/approachThe present economic model of industrial countries counts human beings only as contributors in production and consumption, and not as members of a society.FindingsThe paper shows that with another hierarchical order of values, the views of human beings are different.Practical ImplicationsIf the state cares for the citizen and not the worker, then it is responsible to provide health care and pensions to all citizens and not just to workers and to workers‐attached persons.Originality/valueThe paper paints the picture of another society, and not of the present one where the homo‐economicus dominates.
Weighing foresight with due diligence and the precautionary principle
Authors: Richardson Jacques 
Published: February 2009

PurposeThe purpose of this paper is to demonstrate with examples the prudence of using or not using ample precautions before launching a strategy or plan of foresight.Design/methodology/approachA series of practical episodes illustrate the effects of predetermined care and precaution, or their absence, in different fields of human endeavour.FindingsWith foresight and determination, pondered safeguards may spell out beforehand the success or failure of an undertaking.Research limitations/implicationsAccording to the span and scope of available historical experience, getting the future right often seems more difficult than getting it wrong,Originality/valuePlanners, strategists and designers should profit from the types of cases reviewed to ensure the solidity of their procedural foresight today for its implementation tomorrow.
A comprehensive review of Turkish technology foresight project
Authors: Daim Tugrul , Basoglu Nuri , Dursun Orhan , Saritas Ozcan , Gerdsri Pisek 
Published: February 2009

PurposeThe purpose of this paper is to review and analyse Vision 2023: the Turkish National Technology Foresight project. The paper aims to review the process of conducting the project, how it was implemented afterwards and how it compares to other national technology foresight projectsDesign/methodology/approachThrough a literature search, a process framework was conducted. The analysis was then conducted in four phases. First a process review, second a comparative review, third content review and finally a post project review. Expert interviews and site visits to Turkish State Planning Organization and TUBITAK (Scientific and Technical Research Council of Turkey) helped the authors to collect the data on Vision 2023 including how it was established, which areas were involved and what the recommendations were. Finally an expert panel was organized as part of a recent Portland International Conference on Management of Engineering and Technology. This included experts involved in the project as well as leading researchers who have been analyzing this project. This panel helped to validate the results.FindingsProcesses used in the Turkish project were similar to the other national projects, however lack of political ownership and change in leadership had been blocking the recommendations coming out of this project from being implemented. A second effort is required to modify the results of the first one and to establish political ownership and leadership. Several other national projects had multiple rounds before solid actions were taken. Industry needs to be a part of the effort as the panelists indicated that several key corporations were missing in the first project.Practical implicationsThe project provides comparative details on running national technology foresight projects. This should be useful for those responsible for planning similar projects.Original/valueThe paper reviews the project implementation process and what happened after the implementation providing feedback on what should have been done or should be done in similar foresight projects.
Bridge to the future: connect your strategies in an interconnected world
Authors: Dasgupta Shiladitya , Sanyal Debashish 
Published: February 2009

PurposeThe chief contention of this paper is that, in today's interconnected world sustainable competitive advantage depends on two factors: how well networked a firm is; and how well the firm can foresee future opportunities. The second factor is the consequence of first one. These two factors together suggest a paradigm shift in the strategy crafting process: from “strategies‐for‐profit” to “strategies‐that‐connect”. The aim is to focus on these issues.Design/methodology/approachThe paper draws inferences from literature review and presents a structured argument.FindingsIncreasingly, visualization of opportunities, which has not yet arisen, but will arise in due course of time, will play a key role in the strategy crafting process in the coming years.Practical implicationsThe findings of the paper may facilitate the crafting of better strategies and reducing the risk of strategic failures.Originality/valueThe paper suggests a paradigm shift in crafting strategy in an interconnected world.
Corporate risk management and investment decisions
Authors: Li Xun , Wu Zhenyu 
Published: February 2009

PurposeCorporate risk management is one of the critical concerns of managers when they make investment allocation decisions among multiple projects. The purpose of this paper is to address corporate investment issues illustrated by target‐beating in capital budgeting, and further discuss their applications in financial management, especially in venture capital finance.Design/methodology/approachValue‐at‐risk, a typical down‐side risk measure which is considered more appropriate for economic agents, is applied to the analysis. Probability theory and optimal control methodologies are used to derive analytical solutions.FindingsBy maximizing the probability of beating a pre‐determined target, an analytical optimal corporate investment allocation strategy is presented, and the corresponding probability and expected earliest time of success derived.Research limitations/implicationsVarious types of utility functions of economic agents and other dynamic downside risk measures can be considered in future research along this line.Practical implicationsThis paper paves the road for applications of continuous‐time downside risk in making corporate investment decisions, especially in the field of new venture finance.Originality/valueAs one of the early studies investigating optimal investment decisions in continuous‐time downside risk‐based capital budgeting system, this project sheds light on corporate risk management, and provides risk‐averse decision makers with an effective tool.
Predicting SMEs' adoption of enterprise systems
Authors: Ramdani Boumediene , Kawalek Peter , Lorenzo Oswaldo 
Published: February 2009

PurposeThe purpose of this paper is to develop a model that can be used to predict which small to medium‐sized enterprises (SMEs) are more likely to become adopters of enterprise systems (ERP, CRM, SCM and e‐procurement).Design/methodology/approachDirect interviews were used to collect data from a random sample of SMEs located in the Northwest of England. Using logistic regression, 102 responses were analysed.FindingsThe results reveal that the factors influencing SMEs' adoption of enterprise systems are different from the factors influencing SMEs' adoption of other previously studied information systems (IS) innovations. SMEs were found to be more influenced by technological and organisational factors than environmental factors. Moreover, the results indicate that firms with a greater perceived relative advantage, a greater ability to experiment with these systems before adoption, greater top management support, greater organisational readiness and a larger size are predicted to become adopters of enterprise systems.Research limitations/implicationsAlthough this study focused on the factors that influence SMEs' adoption of a set of enterprise systems (i.e. ERP, CRM, SCM and e‐procurement), it fails to differentiate between factors that influence each of these systems.Practical implicationsThe model can be used to assist software vendors not only to develop marketing strategies that can target potential adopters, but also to develop strategies to increase the adoption of ES among SMEs.Originality/valueThe paper contributes to the continuing research in IS innovations adoption/diffusion in the small business context.
Balanced system for knowledge process management in SMEs
Authors: Fink Kerstin , Ploder Christian 
Published: February 2009

PurposeThe specific challenges which small and medium‐sized enterprises (SMEs) face lead to a special knowledge management system with harmonised methods and supporting software tools. This paper seeks to address this issue.Design/methodology/approachA theoretical framework is proposed as a layer concept to describe the special situation of knowledge management in SMEs. Based on this framework empirical studies were conducted in German‐speaking countries to find out the relevant methods and tools supporting knowledge management in SMEs.FindingsThe outcome of the empirical study describes methods of knowledge management supporting the four key knowledge processes in SMEs, i.e. knowledge identification, knowledge acquisition, knowledge distribution and knowledge preservation. The results are explained in the developed “TechnicalSocialSocialTechnical Model” (TSST Model), which is a balanced system for technical and social knowledge applications.Research limitations/implicationsThe empirical study presented provides a model for knowledge management support in SMEs in German‐speaking countries. Further research will expand the empirical data on an international focus.Originality/valueThe developed TSST Model is currently used for the implementation of knowledge management systems in Austrian SMEs. The developed TSST Model functions as a decision support framework for SMEs to select technical and social knowledge methods according to the corresponding knowledge processes.
Exploring the rationales for ERP and knowledge management integration in SMEs
Authors: Metaxiotis Kostas 
Published: February 2009

PurposeTo survive in the global economy, SMEs have to improve their products, services and processes, exploiting their intellectual capital in a dynamic network of knowledge‐intensive relations inside and outside their borders. This paper aims to explore the rationales for the integration of knowledge management (KM) and ERP in SMEs and to present a conceptual model for their integration.Design/methodology/approachA wide range of academic and practitioner literature related to ICT and KM adoption from SMEs is reviewed. On the basis of this review and analysis, a conceptual model is designed.FindingsThe proposed model is regarded as an adaptable solution, where an SME with a traditional business structure uses existing IT applications and builds on them. Before applying the proposed model, SMEs should ensure that their KM initiatives fit into their organisational culture, or otherwise they should be prepared to change it.Research limitations/implicationsThe applicability of this model in an SME seeking to gain a competitive advantage needs to be explored. Practitioners should use the model in order to develop new platforms and extended ERP modules.Practical implicationsThe model can be used in any area of information and knowledge management.Originality/valueUsing the model, SMEs can achieve the integration of ERP and KM, which is proven to be a necessity for them in the knowledge economy.
Influence of SME characteristics on knowledge management processes
Authors: Supyuenyong Varintorn , Islam Nazrul , Kulkarni Uday 
Published: February 2009

PurposeMuch of the literature on knowledge management (KM) has focused on KM practices in large organisations where KM seems to encompass every KM process from capture of knowledge to its eventual reuse. Small and medium‐sized enterprises (SMEs) practise KM processes to a lesser degree or differently owing to their special characteristics and limitations. The purpose of this study is to understand how the special characteristics of SMEs influence their KM processes.Design/methodology/approachAn in‐depth exploratory research study using a multi‐case design was conducted in four SMEs in Thailand. Four enterprise resource planning (ERP) service providers – two locally owned and two subsidiaries of multinational companies – participated in this qualitative study.FindingsThe analysis demonstrates that, in general, ownership and management structure as well as culture and behaviour characteristics of SMEs seem to have a more positive effect than other SME characteristics on KM processes. System, process and procedure, and customer and market characteristics have a more moderate effect. Human capital management seems to hinder somewhat rather than facilitate KM processes.Research limitations/implicationsThe study covers four organisations; all are ERP service providers. Hence, the results may not directly apply to other types of business such as manufacturing or trading.Originality/valueThe findings may be used as prescriptions for improving KM practices in SMEs. Further, this study may also serve as a basis for future quantitative research studies constructed to generalise these findings.