A framework to analyze information systems as knowledge flow facilitators

This paper presents a framework which can be used to analyze information systems as knowledge flow facilitators in organizational processes. This framework may be useful, particularly to small organizations, for two main reasons: it can help them to start seeing the implications of KM in their current technical infrastructure, and as a result, they should be in a better position to know how to include their current working tools in part of a KM strategy, thus facilitating the alignment of such a strategy to the daily work of the organization. Second, identifying the role that their current tools play in the flow of knowledge should help such organizations to identify means by which to improve such tools as KM enablers, before becoming engaged in costly KM efforts that could require the acquisition of new tools and often also big changes in their current work processes. The applicability of the framework is illustrated with a case study conducted in a software development environment in which it was successfully applied.     

Retracted: Human factors of knowledge sharing intention among taiwanese enterprises: a preliminary study

Knowledge management (KM) is very important in the business world of today. The Taiwanese government has recognized the importance of KM in helping small and medium enterprises (SMEs) to innovate through both their internal core competencies and external resources. They have the KM promotion project to combine resources from the information service industry and the academic sector in order to assist SMEs, and have been attempting to introduce the process of KM since 1993. The motivation, opportunity, and ability (MOA) framework has been applied to study how this MOA availability drives knowledge sharing in large enterprises. This study investigates the factors or barriers that influence the intention of knowledge sharing in Taiwanese SMEs through the MOA framework. It should help business managers identify the motivational elements that can encourage investment in it, and then propose pragmatic suggestions for introducing KM initiatives in order to reinvigorate the numbers of KM‐implementing SMEs in Taiwan. © 2012 Wiley Periodicals, Inc.     

Revealing performance heterogeneity through knowledge management maturity evaluation: A capability-based approach

The dynamic capabilities view (DCV) focuses on renewal of firms’ strategic knowledge resources so as to sustain competitive advantage within turbulent markets. Within the context of the DCV, the focus of knowledge management (KM) is to develop the KMC through deploying knowledge governance mechanisms that are conducive to facilitating knowledge processes so as to produce superior business performance over time. The essence of KM performance evaluation is to assess how well the KMC is configured with knowledge governance mechanisms and processes that enable a firm to achieve superior performance through matching its knowledge base with market needs. However, little research has been undertaken to evaluate KM performance from the DCV perspective. This study employed a survey study design and adopted hypothesis-testing approaches to develop a capability-based KM evaluation framework (CKMEF) that upholds the basic assertions of the DCV. Under the governance of the framework, a KM index (KMI) and a KM maturity model (KMMM) were derived not only to indicate the extent to which a firm’s KM implementations fulfill its strategic objectives, and to identify the evolutionary phase of its KMC, but also to bench-mark the KMC in the research population. The research design ensured that the evaluation framework and instruments have statistical significance and good generalizabilty to be applied in the research population, namely construction firms operating in the dynamic Hong Kong construction market. The study demonstrated the feasibility of quantitatively evaluating the development of the KMC and revealing the performance heterogeneity associated with the development.     

Empirical evidence of an integrative knowledge competence framework for ERP systems implementation in UK industries

Enterprise Resource Planning (ERP) systems can greatly improve business productivity and better serve customers by creating values through integrating business processes and sharing current information. Knowledge Management (KM) is crucial for ERP systems implementation, but is particularly demanding task. This paper discusses ERP systems implementation in UK manufacturing and service sector organisations, focusing on empirical evidence of an innovative KM approach for improving knowledge competence for ERP success. Qualitative research was conducted, using semi-structured interviews with ERP experts. Data analysis used a combination of thematic and comparative analysis. The findings suggest that the integrative knowledge competence framework can provide ERP practitioners with useful guidance on what the key knowledge determinants are and how the relationships between knowledge components should be best managed to achieve ERP systems implementation success in real life business situations.     

Options analysis and knowledge management: Implications for theory and practice

Real options can be a powerful tool for quantifying the value of strategic and operational flexibility associated with uncertain IT investments. They also constitute a new way of thinking as to how knowledge management (KM) can be implemented and managed to maximize the upside potential while minimizing any downside risk. This paper explored how practitioners can incorporate options analysis into contemporary knowledge management. Options analysis is recognizing real options and then determines how they add value. The main issue here is to manage knowledge so that the theoretical option value is realized in practice. This paper developed a new metric, knowledge management performance index (KMPI), for evaluating the performance of a firm in its KM at any given point in time as follows: knowledge creation, knowledge conversion, knowledge circulation and knowledge completion. The higher the efficiency of the KM process, the higher the KMPI, thereby is enabling firms to become increasingly knowledgeable. To prove the contribution of the KMPI, a questionnaire survey was conducted among 121 firms listed on the Taiwan Stock Exchange Corporation (TSEC). This paper makes five important contributions: (1) it shows that if the KM process improves, the KMPI is enhanced. This finding is based on a survey of the questionnaires. As a result, the KMPI can effectively and efficiently represent the KM process; (2) it shows that when the KMPI increases, a company’s performance will be enhanced in five different areas This indicates a significant relationship between the KMPI and the company’s performance; (3) it also shows that the higher the KMPI, the higher the performance of the organization. This is especially valuable to any organization where knowledge is not being used optimally; (4) it provides an option analysis that may be helpful to managers for making the right decision in an uncertain environment; and (5) it presents the first application of the Black-Scholes model to use an actual business situation involving KM as its test bed. The results proved that the option pricing model can act as a measurement guideline for the entire knowledge of the whole company.     

Mapping knowledge sharing traits to business strategy in knowledge based organisation

Globalization has resulted in increasing use of knowledge as competitive weapon in many organizations nowadays. In this context, an increasing number of organizations are focusing on communities of practice (CoPs) orientated knowledge management (KM) studies and the links between KM and organizational business strategy. This link is an important determinant of organizational performance. While KM business strategy (linked to organization business strategy) is important, knowledge sharing behavior of knowledge workers is a critical enabler of effective knowledge management and organizational performance. That is, organizations invest resources in creating CoPs for competitive advantage and lack of suitable candidates will result in loss of momentum and less knowledge sharing in CoPs and there by underutilizing the resources. The aim of this research is to identify the personality traits to portrait the features of knowledge workers suitable for CoPs oriented KM and business strategy. Four KM business strategies have been established in this paper in light of organization performance orientation and KM implementation mode and traits of knowledge workers are mapped to different business strategies. The most significant personality traits of knowledge sharing behavior have been analyzed to determine the suitable traits for different type business strategies. Thus contributions of this paper include (a) defining a model which links four business strategies with CoPs orientated KM model and knowledge sharing behavior model (based on revised Five Factor Model); (b) mapping of personality traits of knowledge workers with four business strategies; (c) providing a guideline to knowledge based organizations for seamless integration of business strategy with CoPs oriented KM and compatible knowledge workers and d) more effective utilization of organizational resources to facilitate improvement in organizational performance.     

A taxonomy of argumentation models used for knowledge representation

Understanding argumentation and its role in human reasoning has been a continuous subject of investigation for scholars from the ancient Greek philosophers to current researchers in philosophy, logic and artificial intelligence. In recent years, argumentation models have been used in different areas such as knowledge representation, explanation, proof elaboration, commonsense reasoning, logic programming, legal reasoning, decision making, and negotiation. However, these models address quite specific needs and there is need for a conceptual framework that would organize and compare existing argumentation-based models and methods. Such a framework would be very useful especially for researchers and practitioners who want to select appropriate argumentation models or techniques to be incorporated in new software systems with argumentation capabilities. In this paper, we propose such a conceptual framework, based on taxonomy of the most important argumentation models, approaches and systems found in the literature. This framework highlights the similarities and differences between these argumentation models. As an illustration of the practical use of this framework, we present a case study which shows how we used this framework to select and enrich an argumentation model in a knowledge acquisition project which aimed at representing argumentative knowledge contained in texts critiquing military courses of action.     

Boundaries and roles: Positioning and social location in the Virtual Math Teams (VMT) online community

As research in Computer-Supported Collaborative Learning (CSCL) expands its understanding of joint knowledge building, new perspectives on how social reality is constructed become necessary. Our research concentrates on the longitudinal or diachronic trajectories of Virtual Math Teams (VMT) at The Math Forum, an online community supporting mathematical inquiry. We investigate how these virtual teams constitute themselves while engaged in building collaborative knowledge. We describe as well, through the lens of positioning theory, the interactional activities that allow participants to situate themselves, others, and their collective knowledge resources over time. Our analysis suggests that positioning work is central to constructing a sustained problem space and illustrates how the configurations of positions and resources that co-participants put forward through interaction might change across a team’s trajectory. These changes constitute and are sensitive to the participants’ evolving reasoning routines and other forms of joint participation uniquely related knowledge building. In addition, we show that the VMT activity system affords participants a level of disciplinary engagement which is partly illustrated by active engagement in positioning work. Finally, we suggest that an interactional approach to roles and participation provides a fruitful framework for researchers, designers, and practitioners interested in understanding and creating engaging CSCL interactions.     

Communities of practice model driven knowledge management in multinational knowledge based enterprises

Existing research in intelligent manufacturing literature has highlighted the need for linking organizational culture, business strategy with Knowledge Management (KM) as well as measuring the performance of knowledge management systems for best practice. Communities of Practice (CoPs) are accepted as best practice and distinct from organizational structures while implementing KM. Besides, employing CoPs as an approach for linking business strategies with KM design, CoPs can be the prevailing way for group learning and innovation building within firms. As firms grow in size, scope, and complexity, CoPs members who regularly engage in sharing and learning based on common interests, could improve organizational performance. The purpose of this work is to design a CoPs model for KM which addresses issues related to organization culture, business strategy and performance measurement reported in earlier publications in intelligent manufacturing. A CoPs evaluation hierarchy for KM is developed. It includes four dimensions and sixteen criteria for studying and evaluating organizational culture and business strategy. Fuzzy Multi-Criteria Decision Making (MCDM) approach has been employed to quantitatively analyze various criteria priorities and business strategy preferences of CoPs. In order to validate the CoPs model, a case study has been undertaken in two multinational knowledge based organizations and the results are compared to differentiate strategic preferences. The contributions of this paper include: a) Definition of a CoPs model based on sixteen criteria which helps to understand an organization’s KM culture or CoPs; b) Employing these criteria to link an organization‘s KM culture with four business strategies; c) Develop a quantitative method for measuring KM performance in the context of four business strategies, and d) Validating the CoPs model through its application in two multinationals in Taiwan and Japan. The CoPs model thus can be used by organizations to understand their KM culture, allocate resources towards the chosen business strategy and measure KM performance in the context of the chosen business strategy.     

Knowledge sourcing methods

Many knowledge management (KM) initiatives in organizations seek to improve how employees draw on each others’ expertise, experience, advice, and opinions, which we call knowledge sourcing behavior. Employees can source knowledge recorded in document form, through dyadic conversations, or in-group settings. We proposed and tested a theory to support the idea that employees’ use of different classes of knowledge sourcing methods produced different kinds of performance outcomes. Our findings suggested that (1) different classes of knowledge sourcing methods are not as interchangeable as the KM literature might suggest, (2) technology-based methods are neither inherently superior nor inferior to traditional methods and (3) that group knowledge sourcing supports a wider range of performance outcomes than other methods. Together, these results highlight the importance of aligning KM efforts with their intended outcome. Before launching a project designed to enhance knowledge sourcing, managers should decide which performance outcome they wish to affect and select a KM tool that is aligned with the desired effect.     

Organizational information security policies: a review and research framework

A major stream of research within the field of information systems security examines the use of organizational policies that specify how users of information and technology resources should behave in order to prevent, detect, and respond to security incidents. However, this growing (and at times, conflicting) body of research has made it challenging for researchers and practitioners to comprehend the current state of knowledge on the formation, implementation, and effectiveness of security policies in organizations. Accordingly, the purpose of this paper is to synthesize what we know and what remains to be learned about organizational information security policies, with an eye toward a holistic understanding of this research stream and the identification of promising paths for future study. We review 114 influential security policy-related journal articles and identify five core relationships examined in the literature. Based on these relationships, we outline a research framework that synthesizes the construct linkages within the current literature. Building on our analysis of these results, we identify a series of gaps and draw on additional theoretical perspectives to propose a revised framework that can be used as a basis for future research.     

A path model linking organizational knowledge attributes,information processing capabilities,and perceived usability

Employees’ perceptions of knowledge management (KM) has been of increasing interest to organization researchers who have suggested that the understanding of organization information processing (OIP) capabilities is important in providing KM activities. Yet, there has been little research on the link between OIP capabilities and employees’ perceived usability of KM tools in an organization. We developed a path model employing several constructs: teachability, codificability, information acquisition, information dissemination, organizational memory, information integration, and perceived usability. We then explored the relationships between employees’ perception of the effectiveness of KM activities and empirically tested the model using a sample of 157 enterprises from the Taiwanese Information Service Industry. Our results showed that all proposed relationships except a link between codificability and memory capability were supported by the data. The findings and their implications are discussed.     

Using connect and collect to achieve the KM endgame

Innovation drives organizational success, the true knowledge management endgame. Knowledge management (KM) must harness the processes that deliver innovation. KM is ill defined in the marketplace. Therefore, companies mistakenly segregate critical IT infrastructure needs such as e-learning, performance support, process improvement, reengineering, change management, and KM. They fence off efforts in these areas from each other, even setting them up as competitive initiatives, each with its own champion. Initiative leaders strive to increase performance, but they often compete for precious few resources in a vacuum of knowledge about other the true strategic efforts. In particular, most employees and managers lack knowledge about KM. KM can only enhance organizational performance when understood and intelligently applied, which includes integration with other improvement initiatives. You can begin to understand KM by understanding basic knowledge processes     

Ergonomics in Design Processes: The Journey from Ergonomist toward workspace designer

The aim of this article is to study the learning processes that take place in an interactive research project, which involved university researchers as well as ergonomic practitioners. The project simultaneously developed and tested a new framework—designated Workspace Design—for intervention in workplace design processes in companies. The basic idea in Workspace Design was that ergonomists should take a new role and apply new participatory methods when involved as consultants. The course of the project was evaluated by the application of social learning theory. The goal was to find out if and why the ergonomic practitioners had learned to practice the new concept by themselves. The results confirm that learning to some extent took place with help from two different mechanisms: learning by interacting and learning by practicing. Three factors are of crucial importance to the successful transfer of a new framework to ergonomic practitioners: 1) the practitioners must take part in developing and testing the framework and the subsequent interpretation of results, 2) they must have the opportunity to practice the framework in the daily consultancy setting and then reflect on their experiences, and 3) their consultancy organization must be committed to adopt the new framework. © 2012 Wiley Periodicals, Inc.     

Organizational and knowledge management related antecedents of knowledge use: the moderating effect of ambiguity tolerance

To leverage their knowledge resources, many organizations deploy knowledge management systems (KMS), which contain at their core a knowledge repository. Successful use of the knowledge/repository depends largely on knowledge workers who must contribute to the knowledge base as well as use those knowledge objects. We develop and validate an empirical model that explains mechanisms required to reduce knowledge gaps in a firm or business unit, through knowledge contribution and use or reuse. Using the theory of planned behavior and its derivative the technology acceptance model, we find that a feature rich user friendly KMS combined with extrinsic rewards (or incentives) and knowledge self-efficacy are critical to KM success. Tolerance of ambiguity (a personal trait) is a key influence in the causal relationship between incentives and knowledge gaps as well as knowledge self-efficacy and knowledge gaps. The main findings of this study are (1) for ambiguity intolerant individuals, incentives and self-efficacy are as important as the KMS as motivators for knowledge sharing and use, (2) for this group, it is necessary to stress the importance of KM as a means of social persuasion in building knowledge self-efficacy, (3) for the ambiguity tolerant, incentives are not required, and self efficacy is self-determined i.e., KM champions are not required to highlight the importance of KM; in fact the technology (KMS) is all important, a finding that negates conventional wisdom that technology is merely an enabler. In summary, a one-size fits all mindset is not effective, a firm must carefully consider the ambiguity tolerance levels of employees before forging ahead with KM efforts. This becomes all the more important to practitioners because of the recently highlighted differences in ambiguity tolerance between “Millennials” and” Generation Xers”. In addition to theory testing in KM, this research also informs KM practice.     

Developing strategies for overcoming barriers to knowledge sharing based on conversational knowledge management: A case study of a financial company

Knowledge management involves the systematic management of vital knowledge resources and the associated processes of creating, gathering, organizing, diffusion, utilizing and exploiting information. A key challenge emerging for organizations is how to encourage knowledge sharing within an organization because knowledge is an organization’s intellectual capital and is of increasing importance in gaining a competitive business advantage. Isolated initiatives for promoting knowledge sharing and team collaboration without taking into consideration the limitations and constraints of knowledge sharing can halt any further development in the KM culture of an operation. This article investigates knowledge sharing bottlenecks and proposes the use of conversational knowledge sharing as an effective instrument for knowledge sharing. And to develop strategies, this paper determines the causes and effects of knowledge barriers and proposes solutions by using HOQ. The article introduces a financial company case study as a best practice example of conversational knowledge sharing. Then, the paper analyzes the case study to provide evidence for the feasibility and effectiveness of the proposed approach.     

A framework for evaluating economics of knowledge management systems

Organizations are implementing knowledge management (KM) systems with the assumption that the result will be an increase in organizational effectiveness, efficiency, and competitiveness. Implementing KM systems, however, may be a problem to organizations: too much or too little effort might lead to unwanted outcomes. This paper shows how the introduction of KM systems, which lead to knowledge-sharing, has a negative as well as a positive effect. Important variables from economic perspectives are identified and presented as an integrated framework to illustrate their interrelationships. This paper also explains the implications of an integrated framework for knowledge flow in organizations.     

A framework for evaluating economics of knowledge management systems

Organizations are implementing knowledge management (KM) systems with the assumption that the result will be an increase in organizational effectiveness, efficiency, and competitiveness. Implementing KM systems, however, may be a problem to organizations: too much or too little effort might lead to unwanted outcomes. This paper shows how the introduction of KM systems, which lead to knowledge-sharing, has a negative as well as a positive effect. Important variables from economic perspectives are identified and presented as an integrated framework to illustrate their interrelationships. This paper also explains the implications of an integrated framework for knowledge flow in organizations.