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.     

Retracted: Human factors of knowledge‐sharing intention among taiwanese enterprises: A model of hypotheses

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. This study combines the concept of social capital and motivation–opportunity–ability models by both social and technological dimensions to investigate the human factors that characterize knowledge sharing and the motivational elements that can encourage investment in it. In addition, this study also proposes some possible perspective suggestions for implementing KM initiatives to reinvigorate Taiwanese SMEs. © 2012 Wiley Periodicals, Inc.     

Toward a unified knowledge management model for SMEs

Adoption of knowledge management (KM) has become the emerging agenda in developing business strategies. However, due to the resources and budget constraints, many small and medium-sized enterprises (SMEs) fail to realize and recognize the potential benefits of KM, hence they are reluctant to participate in advancement and transformation of knowledge management. Moreover, SMEs are usually encountering ambiguity and uncertainty of adopting and implementing KM. This study examines the infrastructure and process capabilities of Taiwanese SMEs and conducts a comparative analysis of KM in SMEs in Hong Kong. The research results indicate that a successful KM implementation depends on a harmonious amalgamation of infrastructure and process capabilities, including technology, culture and organizational structure. This analysis may also help in understanding the government role in providing necessary assistance to the SMEs for pursing KM.     

Is Formality in Knowledge Management Practices Related to the Size of Organizations? The Basque Case

This article's objectives are to analyze the trends related to knowledge management process in small and medium‐sized enterprises (SMEs) and to compare these findings with the conclusions of other research studies designed for SMEs and to examine the level of formality in knowledge management processes according to the size of enterprise. As well, to propose a model suited to the characteristics of the small business. The information is collected from 22 Basque Country SMEs grouped into industrial clusters, through a survey that is conducted to identify the use of practices related to knowledge management. Results show that informal practices figure prominently in the day to day of the SME and that the knowledge management process is not standardized but that is performed by the collaborative work between people, among others. Besides, the size of the SME acts as a factor in regard to the level of formality in knowledge management process. This study helps SME managers understand where the organizational knowledge is found within organizations and, consequently, to not neglect the importance of people in keeping competitiveness high. The article provides new information on how firms located in a particular region of Spain perform in relation to knowledge management, and it could be considered a sort of benchmarking practice on the behavior of SME in managing knowledge, which will be useful for the organization when taking management decisions.     

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.     

Information technology as a facilitator for enhancing dynamic capabilities through knowledge management

Research on dynamic capabilities is an emerging field: it studies the activities of firms during turbulent administrative environments. Current management interests are also focused on knowledge management as a major determinant of business excellence and competitive advantage. Our motivation for this paper was to answer the research question: Does knowledge management (KM) contribute to the enhancement of dynamic capabilities and thus to the enhancement of business excellence and competitive advantage? Our effort examined the use of KM in enhancing dynamic capabilities. Based on results from a survey of major Taiwanese firms, we tested a set of hypotheses with regression models. Empirical findings suggest that management of both endogenous and exogenous knowledge through IT applications significantly enhances dynamic capabilities.     

Can competitive advantage be achieved through knowledge management? A case study on SMEs

Unlike most Knowledge Management (KM) studies which focus on large enterprises, this study focuses on SMEs in Malaysia which represent 99.2% of the total business establishments, the largest percentage of establishments in the country. The tridimensional relationship between KM practices, technological innovation (TI) and competitive advantage (CA) was examined in this case study. Survey approach was conducted to gather data from managers of the manufacturing SMEs and 195 samples were usable for statistical analysis using Partial-Least-Square Structural Equation Modeling (PLS-SEM)-Artificial Neural Network (ANN). The use of the combined PLS-SEM and ANN analysis can provide a significant methodological contribution and substantial impacts to the world of expert and intelligent systems and could be the next methodological research paradigm. Findings validated that KM has a direct positive and significant relation with both TI and CA; while TI positively and significantly affects CA. Most outstandingly, the mediating role of TI that connects KM and CA has been proven to be positive and significant. This paper utilizes samples that were collected from Malaysian SMEs only; therefore the findings cannot be generalized to represent the larger firms. Nevertheless, conclusions garnered from the present research can help both practitioners of the manufacturing SMEs and scholars in implementing the correct KM strategies, so that both TI and CA can be enhanced and improved.     

Toward European knowledge enterprises

In this paper the consolidation of different theoretical approaches of knowledge management (KM) in Europe starting from 2004 (CEN/ISSS, 2004) is presented. After it several aspects of European road map for implementing the knowledge management is briefly described. In the following part one knowledge management tool is introduced. Various applicability aspects of KM in small and medium-sized enterprises are the integral part of presented research.     

企业知识管理集成关键技术及概念模型研究

知识经济时代下,大规模定制企业能否提供知识含量高的产品或服务,是决定企业竞争能力的关键因素。提高产品或服务的知识含量唯一的途径就是依靠企业知识管理。构建一个切实可行的知识管理解决方案是企业成功实施知识管理的前提。该文基于技术集成平台和文化平台构建企业知识管理解决方案,并从技术与工具的角度,阐述了企业知识管理运作全过程。     

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.     

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.     

What drives continued knowledge sharing? An investigation of knowledge-contribution and -seeking beliefs

Knowledge management (KM) research has yielded extensive explanations regarding the individual's motivation to share knowledge, each with different sets of factors. Yet the study of continued knowledge sharing is rare. There has been little research investigating this issue from contributing and seeking perspectives—the two distinct, but closely interrelated, facets of continued knowledge sharing. We propose that knowledge management system (KMS) users' beliefs are contextually differentiated, and thus a distinction between knowledge-contribution and knowledge-seeking behaviors and an adequate emphasis on their variance in terms of user belief is needed. By incorporating the knowledge-contribution and knowledge-seeking perspectives in a single study, we model and examine the differences among driving factors in two behavioral contexts, provide the conceptual comparisons and preliminary discussions, and thus advance our understanding of continued knowledge sharing via the KMS.     

Understanding the effect of knowledge management strategies on knowledge management performance: A contingency perspective

The universalistic perspective research on employing a unidimensional knowledge management (KM) strategy has yielded conflicting findings and recommendations in different contexts. This study proposes a contingency model for investigating the effects of KM strategies on KM performance to resolve these contradictions. Drawing on the knowledge-based view (KBV) of the firm, which identifies knowledge type and origin as two key KM dimensions, this study first defines four KM strategies: external codification, internal codification, external personalization, and internal personalization. A multiple contingency model of KM strategy is then developed based on a technology–organization–environment framework. This study proposes that the effectiveness of each KM strategy depends on both external and internal contextual conditions, namely, environmental knowledge intensity and organizational information systems (IS) maturity. To test and validate the contingency model, we analyze data from 141 firms to explain the effects of KM strategies on KM performance. Our results reveal three KM strategies, not including the internal personalization strategy, which have a significant association with KM performance in their hypothesized contexts. This study expands KM strategy research by theoretically developing an advanced contingency model aligned with external and internal contexts and by providing valuable practical suggestions to managers for selecting a KM strategy based on multiple contingencies related to the external and internal conditions of a firm.     

Exploring barriers to knowledge flow at different knowledge management maturity stages

A significant amount of work has been done to better understand the barriers to knowledge flow and develop models of KM maturity; this was intended to help in assessing the progress of KM initiatives in the firm. However, to date there has been no comprehensive research that considers both these issues at the same time, and thus it is still necessary to explore the evolution of barriers to knowledge flow when the level of KM maturity is changing. We reviewed the progress of KM initiatives in recent years, categorized the barriers to knowledge flow according to the cultural historical activity theory (CHAT), and used one of the existing models of KM maturity (the Knowledge Navigator Model—KNM), to address gaps in the current literature. As part of our exploratory study, a longitudinal survey, involving constant observation, development and use of questionnaires and qualitative interviews with managers of seven firms were conducted. We selected the firms so they covered a wide range of KM maturity levels; triangulation was adopted to enhance the quality of the process. The major findings indicated that: (1) barriers to knowledge flow were inherently different at different KM maturity levels; and (2) various changes in the barriers to knowledge flow were associated with the maturity of the KM.     

TQM: A facilitator to enhance knowledge management? A structural analysis

This study aims to examine the multi-dimensional relationship of total quality management (TQM) and knowledge management (KM) in both service and manufacturing firms in Malaysia. Six key practices of TQM originated from the Malcolm Baldrige National Quality Award (MBNQA) were chosen; whereas the KM elements were made up of knowledge acquisition, distribution and application. Data were gathered from small, medium and large firms from both manufacturing and service sectors. Structural analysis was carried out for the hypotheses and the theoretical model testing. Findings show that strategic planning and human resource management have a positive and significant relationship with the dimensions of KM; whereas process management has significant effects on knowledge acquisition and knowledge distribution. Practically, the findings provide a useful direction for the management team in the manufacturing and service sectors by adopting the relevant TQM practices to further improve the firms’ knowledge management processes. Through a deeper comprehension on the association between TQM practices and the KM dimensions, the management team of these firms can focus their attention, efforts and resources on the specific TQM practices that can ensure successful KM process.     

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.     

Reliable and secure communications infrastructure for virtual enterprises

The virtual enterprise paradigm is the key for small and medium enterprises (SMEs) to enter into the business-to-business electronic commerce. Nevertheless SMEs require a reliable infrastructure connecting transparently to the global network of enterprises their IT application tools implementing the internal business processes. Such infrastructure is deeply grounded on a communication infrastructure that might offer operative and management mechanisms able to cope with the complexity of the underlying heterogeneous computational and communication available resources. Beyond information communication security (privacy, integrity, and authentication), an operating reliable infrastructure to manage information communication is required. The SME business cannot support the great vulnerability to failures presented by a distributed system made of heterogeneous technologies. The PRODNET Communication Infrastructure aims to offer beyond a secure and high availability communication infrastructure, a set of features to cope with such distribution and heterogeneity implemented by a flexible communication management module. Considering that SMEs do not have their own IT support, the PRODNET Communication Infrastructure also offers remote management/maintenance capabilities.     

中小型软件企业知识管理的研究

越来越多的我国中小型软件企业认识到员工的知识是企业最有价值的资产，而且在企业中实施知识管理是十分必要的。首先概括了这些企业在知识管理方面的现状，提出了一个适用于中小型软件企业的知识管理体系，说明了知识管理与CMM／CMMI的关系，并给出了知识管理与软件过程管理的结合模型，介绍了一个软件企业知识管理系统的模型框架，分享了实施知识管理的一些经验。     

SimKnowledge—Analyzing impact of knowledge management measures on team organizations with multi agent-based simulation

Even though there is abundant literature on successful cases of organizations applying knowledge management (KM) measures, many KM initiatives have failed to achieve their knowledge and business goals. In order to foster decisions about the design of such initiatives, information is required on success factors and barriers when selecting KM measures. Multi agent-based simulation (MABS) is suggested as instrument to investigate potential effects of KM measures on dependent variables such as sharing of knowledge in organizations or business performance. For such a simulation, the concept of knowledge sharing, influencing factors and their impact on business and knowledge goals are modeled based on an extensive multi-disciplinary literature survey. An extensive domain model is operationalized in a simulation model which is then further simplified and implemented in a MABS tool used for a series of experiments contrasting results with/without KM measures, specifically skill and experience management. Skill management is found highly sensitive with respect to conditions of application and has no significant impact on knowledge or business goals. Experience management positively impacts knowledge and business goals. Personal documentation leads to specialist, project debriefings to generalist knowledge workers. Finally, the paper discusses the simulation’s limitations and further areas of application.     

A knowledge engineering approach to knowledge management

Knowledge management facilitates the capture, storage, and dissemination of knowledge using information technology. Methods for managing knowledge have become an important issue in the past few decades, and the KM community has developed a wide range of technologies and applications for both academic research and practical applications. In this paper, we propose a knowledge engineering approach (KMKE) to knowledge management. First, a knowledge modeling approach is used to organize and express various types of knowledge in a unified knowledge representation. Second, a verification mechanism is used to verify knowledge models based on the formal semantics of the knowledge representation. Third, knowledge models are classified and stored in a hierarchical ontology system. Fourth, a knowledge query language is designed to enhance the dissemination of knowledge. Finally, a knowledge update process is applied to modify the knowledge storage with respect to users’ needs. A knowledge management system for computer repair is used as an illustrative example.