The impact of organizational culture on the use of ICT for knowledge management

The paper aims at analyzing the influence of diverse organizational cultures on the use of ICT for strategic KM. By combining literature from different areas, namely strategic KM, ICT for KM, organizational culture and effectiveness, a theoretical model is proposed and tested in a sample of more than 300 firms in Spain. Results show that diverse organizational cultures (hierarchy, clan, adhocracy and market) are found to impact on the use of ICT for strategic KM (personalization and codification) differently. Specifically, corporate cultures based on hierarchies and markets do not impact on the use of ICT for KM, while clan culture favours the use of ICT for personalization strategy and adhocracy positively influences technologies for personalization and codification as well. These findings may have significant implications for researchers and managers.     

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.     

An elusive antecedent of superior firm performance: The knowledge management factor

Knowledge management (KM) concepts, principles, and technologies provide a foundation for understanding and building systems for acquiring, assimilating, selecting, generating, and emitting knowledge—a crucial resource of the firm. In the knowledge management community, it is commonly contended that knowledge, and capabilities for processing it, comprise a major resource that can differentiate one firm from another in the sense of yielding better performance or a competitive edge. However, aside from anecdotes, there has been little to substantiate this contention. Can any empirical link be discovered between a firm's KM success and that firm's financial performance? To develop an answer to this question, we use an independent research company's reports of firms judged to be highly successful in their KM initiatives, plus related data reported by COMPUSTAT. As an initial investigation of the linkage between KM performance and firm performance, as measured by financial ratios, this study uses the Matched Sample Comparison Group methodology to evaluate research hypotheses. The analysis reveals a heretofore elusive antecedent of firm performance—evidence that superior KM performance is indeed a predictor of superior bottom-line performance. This study contributes to the information systems (IS) literature by demonstrating that KM, a basic foundation for IS, is an important factor to consider from the standpoint of achieving strong financial performance. As such, it suggests that KM furnishes an important context for understanding designs, applications, and possibilities for IS with respect to achieving such performance. In the context of devising and executing KM initiatives, both technological and human treatments of knowledge need to be cultivated and integrated in ways that lead to superior KM performance. This study also contributes to the management literature by going beyond anecdotes and case studies in buttressing the proposition that a firm's KM competencies are an important ingredient in that firm's performance. It solidifies the raison d'etre for investigating KM phenomena and methods (computer-based and human), both within and across modern organizations. It gives practicing managers evidence that bottom-line benefits are indeed associated with superior KM strategy and execution.     

How do knowledge management resources and capabilities pay off in short term and long term?

How sustainable are the financial payoffs obtained from knowledge management (KM) resources and capabilities? To illuminate this issue, we use multiyear, firm-level survey data, as basis in examining the extent to which KM resources and capabilities influence a firm’s financial performance over time. The findings suggest that the impact of KM capability on firm performance is more pronounced in the long term than in the short term. By contrast, knowledge management systems (KMS) is associated only with immediate, short-term financial benefits with such gains prone to instability in the long term. Interestingly, knowledge stock (KS) in and of itself exerts neither short-term nor long-term impacts on a firm’s performance. However, both KMS and KS indirectly affect a firm’s long-term performance by virtue of KM capability.     

知识管理在CRM中的应用

随着信息技术的发展，客户关系管理和知识管理成为当前的热点研究领域，客户关系管理离不开知识管理的支持。本文通过对知识管理概念的分析，提出了具有知识管理支撑系统的CRM系统，以支持客户关系在企业中的实际应用。     

Drivers of ICT acceptance and implementation in micro-firms in the estate agent sector: influence on organizational performance

From the technology acceptance model (TAM), this study aims to identify the drivers of successful implementation of information and communication technology (ICT) in micro-firms and their impact on organizational performance. To this end, a quantitative study was undertaken, where the data-collecting instrument was an online questionnaire administered to a sample of micro-firms belonging to the Portuguese estate agent sector. Based on the results obtained from 102 valid responses, among the drivers identified, internal factors, more precisely, organizational aspects were found to allow successful implementation of ICT in the firms studied here and to be the ones with the greatest influence on their organizational performance. However, external factors, such as external information technology consultants and networking, did not show a statistically significant influence on organizational performance in estate agent micro-firms. The study also presents some implications for theory and practice in this field of research.     

The relationship between information and communication technologies adoption and management

This paper examines the impact of information and communication technologies (ICT) adoption on management praxis. The study, building on the theoretical framework developed by Scott Morton and his colleagues, attempts to identify the dynamic relationships between ICT adoption and management efforts towards modernization and reorganization. Using data from leading Greek firms, we report evidence as to how changes in strategy, organizational structure, management systems, and human skills link with the current and prospective level of use of various types of advanced ICT. Findings generally appear to suggest that Greek firms are in a process of recognizing the potential of ICT to enable and support changes that are necessary for successfully competing in a hyper-competitive environment. In particular, ICT adoption is shown to affect strategy by supporting long-term strategic objectives and the quest for profitability. Indirectly, it also links to strategic planning systems. ICT is found to be related to an internal environment characterized by open organization and flexibility. Finally, the results show that the sample firms recognize the need for multi-skilled personnel to exploit the advantages stemming from ICT adoption.     

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.     

Knowledge management adoption and assessment for SMEs by a novel MCDM approach

This paper aims to clarify the misunderstanding of high expenditure on knowledge management systems adoption, and provides a novel approach for the most emergent knowledge management components to catch up to the pace of their rivals for the late adopters of knowledge management systems. This paper adopts MCDM (Multiple Criteria Decision Making) approaches to solve this KM adoption problem, and ranks the gaps of the KM aspects in control items to achieve the aspired level of performance. The findings demonstrate that the knowledge management gaps within the service industry are higher than the gaps within the IC (Integrated Circuit) and banking industries. After normalization and computation, the knowledge management gap of the service industry is 0.4399(1), the knowledge management gap of the IC (Integrated Circuit) industry is 0.3651(2), and the knowledge management gap of the banking industry is 0.2820(3). The findings also show that the criteria for weighting in different industry sectors are quite different; and the adoption strategies for different industry sectors should be considered separately according to the SME industry sectors.     

Retracted: Critical Human Factor Evaluation of Knowledge Sharing Intention in Taiwanese Enterprises

Knowledge management (KM) is important in the Taiwan business world. Only 0.1% of SMEs, however, have been guided by the Small and Medium Enterprise Administration (SMEA) to introduce knowledge management from 1993 through 2008. The population of KM‐implementing SMEs is low. The climate of knowledge sharing has been recognized as the critical factor to successful KM. According to the research results obtained in this study, relation‐based motivation is positively related to one's intention to share knowledge. Individual workers can have increased relation‐based motivation to become leaders of SMEs building the culture of interpersonal trust and offering group‐based reward mechanisms in an organization. This research can help business managers to identify the motivational elements that can encourage investment and propose pragmatic suggestions for introducing initiatives to reinvigorate the number of SMEs implementing KM in Taiwan. © 2012 Wiley Periodicals, Inc.     

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。     

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.     

基于本体与工作流的知识服务系统

研究并实现一个基于本体和工作流技术的知识服务平台WFBK-Service,将业务过程控制与知识管理过程相集成,结合工作流技术对工作项进行解析,提出相应的领域本体分析、知识服务策略、知识推送等技术,根据工作项本身的信息提供知识服务,以便企业员工在执行工作任务时能得到与其工作相关的知识。     

Assessing the impact of knowledge management strategies announcements on the market value of firms

Although there is much literature on the relationship between KM strategies and organizational performance, the benefit of KM strategies is not well understood. We addressed this issue by exploring how KM strategies influence a firm's market value using event study methodology. We evaluated the cumulative abnormal returns for KM strategies announced by U. S. firms from 1998 to 2003. Our findings supported the hypothesis that firms’ announcements about their KM strategies provoked positive reactions in the market. More specifically, strategies that focus on either (i) knowledge reusability through IT or (ii) knowledge sharing through informal discussions among employees contributed to higher performance than strategies that emphasized both. This outcome empirically supported our argument that the emphasis on either tacit or explicit knowledge results in a better market value of the firm. Furthermore, the market's reaction to the announcement is dependent on the firm's industry classification. The findings of this study offer insights that may help managers maximize the market impact of their KM strategies.     

Technological Environment and Technology Entrepreneurship: A Cross‐Country Analysis

Recent years have seen growing interest in the influence of the environment on entrepreneurship. However, little is known about the impact of the country‐level technological environment on the creation of new technology‐based firms. This study investigates the relationship between the technological environment (measured by the amount of investment in R&D, and access to information and communication technology [ICT] infrastructure) and technology entrepreneurship, in 54 countries during the years 2005 to 2010. Using data from the Global Entrepreneurship Monitor, and the World Bank Development Indicators, we identify a significant, robust inverted U‐shaped relationship between R&D investment at country level and the likelihood of technology entrepreneurship. We also find evidence of a positive relationship between access to ICT infrastructure and the likelihood of technology entrepreneurship.     

知识管理的模型框架及其关键技术

给出了知识管理的一个模型框架，详细分析了实施知识管理的关键技术，如信息提取技术、分级权限管理和多级安全控制技术以及群组协同工作等技术，最后简要分析了企业实施知识管理的过程中可能遇到的一些问题。     

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.     

Segmenting critical factors for successful knowledge management implementation using the fuzzy DEMATEL method

Knowledge is a key source of sustainable competitive advantage. In response to increasingly drastic and competitive environments, many organizations wish to better utilize and manage knowledge for business success. For the purpose to execute formal knowledge management (KM) effectively, some works have suggested several critical factors of KM implementations. However, in a strategic view, such a list of critical factors must be further honed to increase practical usefulness, as not all critical factors necessarily share the same importance. Moreover, assessing the importance of critical factors inevitably involves the vagueness of human judgment. Hence, this study presents a favorable method combining fuzzy set theory and the Decision Making Trial and Evaluation Laboratory (DEMATEL) method to segment the critical factors for successful KM implementations. Also, an empirical study is presented to illustrate the proposed method and to demonstrate its usefulness.     

面向流程知识管理体系架构研究

经过对知识管理和业务流程管理的不断研究发现,知识和业务流程必须通过生命周期进行整合和管理才能完全体现出结合起来的优势.为此,对知识管理和业务流程管理生命周期进行了深入分析,描述了3种类型的流程知识并且讨论了它们的特征,提出一个能够同时反映知识管理和业务流程管理生命周期要求的面向流程知识管理体系架构.     

Determinants of knowledge management with information technology support impact on firm performance

The relationship between knowledge management (KM) and firm performance has been the subject of discussion in management literature. However, certain studies have found a significant link between KM and firm performance, whereas others have not. Thus, to better understand the effect of KM on firm performance, this study focuses on the performance effects of KM with information technology support (KMIT). The model of this paper includes three organizational factors: structure, culture, and incentive. Surveys collected from 119 high tech firms were analyzed to test the model. The results confirmed the effect of organizational factors on overall KMIT, which was found to be critical for improving firm performance. Our study has implications for academics and practitioners by providing a better understanding of the importance of KM in explaining firm performance.