The mediating effect of organizational culture and knowledge sharing on transformational leadership and Enterprise Resource Planning systems success: An empirical study in China

Senior leadership has been identified as a critical factor in fostering Enterprise Resource Planning (ERP) systems success, however, the specific impact mechanism of transformational leadership on ERP success is still largely unknown. Based on organizational culture theory and knowledge based view, this study developed a theoretical model to explore the mediating effect of organizational culture and knowledge sharing on transformational leadership and ERP success. Data was collected from 115 IS executives and 413 ERP end users in 115 organizations in China. Partial Least Squares (PLS) analysis results suggest that transformational leadership is directly related with all the four types of organizational culture – development culture, group culture, hierarchical culture and rational culture, and is indirectly related with knowledge sharing and ERP success. Specifically, development culture has direct impact on ERP success, while hierarchical culture, group and rational culture are indirectly related with ERP success, mediated by explicit and tacit knowledge sharing. The research findings can provide guidelines for the top executives to facilitate appropriate organizational culture, so as to foster ERP knowledge sharing and achieve business benefits with the assimilation of ERP systems.     

Understanding the attitudes,knowledge sharing behaviors and task performance of core developers: A longitudinal study

ContextPrior research has established that a few individuals generally dominate project communication and source code changes during software development. Moreover, this pattern has been found to exist irrespective of task assignments at project initiation.ObjectiveWhile this phenomenon has been noted, prior research has not sought to understand these dominant individuals. Previous work considering the effect of team structures on team performance has found that core communicators are the gatekeepers of their teams’ knowledge, and the performance of these members was correlated with their teams’ success. Building on this work, we have employed a longitudinal approach to study the way core developers’ attitudes, knowledge sharing behaviors and task performance change over the course of their project, based on the analysis of repository data.MethodWe first used social network analysis (SNA) and standard statistical analysis techniques to identify and select artifacts from ten different software development teams. These procedures were also used to select central practitioners among these teams. We then applied psycholinguistic analysis and directed content analysis (CA) techniques to interpret the content of these practitioners’ messages. Finally, we inspected these core developers’ activities as recorded in system change logs at various points in time during systems’ development.ResultsAmong our findings, we observe that core developers’ attitudes and knowledge sharing behaviors were linked to their involvement in actual software development and the demands of their wider project teams. However, core developers appeared to naturally possess high levels of insightful characteristics, which became evident very early during teamwork.ConclusionsProject performance would likely benefit from strategies aimed at surrounding core developers with other competent communicators. Core developers should also be supported by a wider team who are willing to ask questions and challenge their ideas. Finally, the availability of adequate communication channels would help with maintaining positive team climate, and this is likely to mitigate the negative effects of distance during distributed developments.     

Data analytics and firm performance: An empirical study in an online B2C platform

Data analytics has become an increasingly eye-catching practice in both the academic and the business communities. The importance of data analytics has also prompted growing literature to focus on the design of data analytics. However, the boundary conditions for data analytics in creating value have been largely overlooked in the literature. The objective of this article therefore is to examine the business value of data analytics usage and explore how such value differs in different market conditions. We rely on an online B2C platform as our empirical setting and obtain several important insights. First, both demand-side and supply-side data analytics usage has a positive effect on the performance of merchants. Second, when merchants’ product variety is high, the influence of usage toward demand-side data on performance is strengthened, whereas such impact is weakened for supply-side data analytics. Third, when competitive intensity is high, the performance implication of demand-side data analytics usage is strengthened, whereas such impact is not strengthened for supply-side data analytics. This study contributes by advancing the overall understanding of business value of data analytics.     

Understanding knowledge sharing activities in free/open source software projects: An empirical study

Free/Open Source Software (F/OSS) projects are people-oriented and knowledge intensive software development environments. Many researchers focused on mailing lists to study coding activities of software developers. How expert software developers interact with each other and with non-developers in the use of community products have received little attention. This paper discusses the altruistic sharing of knowledge between knowledge providers and knowledge seekers in the Developer and User mailing lists of the Debian project. We analyze the posting and replying activities of the participants by counting the number of email messages they posted to the lists and the number of replies they made to questions others posted. We found out that participants interact and share their knowledge a lot, their positing activity is fairly highly correlated with their replying activity, the characteristics of posting and replying activities are different for different kinds of lists, and the knowledge sharing activity of self-organizing Free/Open Source communities could best be explained in terms of what we called “Fractal Cubic Distribution” rather than the power-law distribution mostly reported in the literature. The paper also proposes what could be researched in knowledge sharing activities in F/OSS projects mailing list and for what purpose. The research findings add to our understanding of knowledge sharing activities in F/OSS projects.     

Effect of knowledge sharing visibility on incentive-based relationship in Electronic Knowledge Management Systems: An empirical investigation

Previous studies have confirmed the knowledge sharing visibility (KSV) may ensure the incentive-sharing relationship within traditional organizations. However, considering high loafing tendency in IT-based and distributed environments, this effect should be re-examined. This study examines how KSV impacts on incentive-based relationship in IT-based knowledge management systems. The data were collected from real KM systems in an innovative service company. The results show that, in distributed environment, KSV was still a critical moderators in the prediction of employee’s knowledge sharing behaviors. In the electronic KMS environment, the positive relationship between incentive and KS is stronger when employees’ perceived KSV is higher. This research contributes theoretically to KS literature in examing the KSV as the three-way moderators on incentive-based relationship in IT-based environment, from real organizational samples.     

Process-centered knowledge model and enterprise ontology for the development of knowledge management system

Among many enterprise assets, knowledge is treated as a critical driving force for attaining enterprise performance goals. This is because knowledge facilitates the better business decision makings in a timely fashion. However, since knowledge is created and utilized during the execution of business processes, if knowledge is separated from the business process context, it does not lead to the ability to take the right action for target performance.This paper proposes the framework for process-centered knowledge model and enterprise ontology for the context-rich and networked knowledge storage and retrieval required during task execution. The enterprise knowledge object for a process-centered knowledge model is classified into two types: process knowledge and task support knowledge. In the proposed enterprise ontology, which represents major enterprise concepts, and the relationships between them, all domain concepts are related to the “process” concept, both directly and indirectly. As a result, networked and sophisticated knowledge, rather than single-level knowledge, is provided to the participant of unit activity.In order to show the applicability of the proposed framework, a process-centered KMS (knowledge management system) was also developed, which is classified into 3 parts: (1) project management sub-system based on process knowledge. (2) Knowledge management sub-system for maintaining task support knowledge. (3) Infrastructure sub-system which supports the above two sub-systems.     

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.     

A study of Facebook Groups members’ knowledge sharing

There have been many studies focusing on individuals’ knowledge sharing behavior in the organizational setting. With the rapid prevalence of social networking sites, many people began to express their thoughts or share their knowledge via Facebook website. Facebook is an open environment which does not provide any immediate monetary benefits to its users. Its Groups members’ knowledge sharing behavior could be different from the ones in organizations. We proposed a research model to examine factors which promote the Facebook Groups users’ willingness to share knowledge. The factors in the study include extrinsic motivation, social and psychological forces, and social networking sharing culture. We used PLS to test our proposed hypotheses based on 271 responses collected through an online survey. Our results indicated that reputation would affect knowledge sharing attitude of Groups members and sense of self-worth would directly and indirectly (through subjective norm) affect the attitude. In addition, social networking sharing culture (fairness, identification, and openness) is the most significant factor, not only directly affecting knowledge sharing intention, but also indirectly influencing the sharing intention through subjective norm and knowledge sharing attitude.     

Investigating the effects of business process orientation on organizational innovation performance

Business process orientation (BPO) supports business process management by reorienting employees’ focus from functional performance to customer value adding. While it is generally believed that BPO improves various aspects of organizational performance, there has been a lack of empirical evidence. The results of this study showed that BPO significantly influences organizational innovation performance and identified the underlying mechanism for the effect. Interestingly, it is found that a process view is not sufficient to enhance organizational innovation performance. Cross-functional integration may also need to be carefully managed for innovation. These findings improve the current understanding of BPO and offer managerial suggestions for enhancing innovation.     

Knowledge-intensive business services in the new mode of knowledge production

The new mode of knowledge production is seen as a distinct form of economic organisation used for exchanging and creating knowledge. The emphasis is laid on the role of business services in innovative networks as carriers of knowledge and intermediates between science (knowledge creator) and their customers (knowledge user). The empirical analysis shows that knowledge-intensive business services are able to make existing knowledge useful for, their customers, improving the customer's performance and productivity and contributing to technological and structural change.This paper is based on a presentation at the International Conference on Science, Technology and Society, 16–22 March 1998, Tokyo.     

A study on the critical success factors for corporations embarking on knowledge community-based e-learning

Corporations have felt the pressure for fast-paced innovations and knowledge transfer as major driving forces in raising their sustainable competitive advantage and organizational total productivity. Thus, the development of the knowledge community through e-learning is an important strategy in implementing knowledge management policy. This paper illustrates an empirical study with which to conduct qualitative research of learning organization. From the case company’s real progress and practical experience, some core principles were extracted from four managerial aspects, such as: strategy, technology, process, and personnel. These aspects were analyzed in order to understand the value chain framework and the major concerns of knowledge community development. Further, the main benefits are addressed and certain critical factors are proposed and shown in this paper to ensure the success of corporations embarking on knowledge community-based e-learning.     

Acquiring and sharing tacit knowledge in software development teams: An empirical study

ContextSharing expert knowledge is a key process in developing software products. Since expert knowledge is mostly tacit, the acquisition and sharing of tacit knowledge along with the development of a transactive memory system (TMS) are significant factors in effective software teams.ObjectiveWe seek to enhance our understanding human factors in the software development process and provide support for the agile approach, particularly in its advocacy of social interaction, by answering two questions: How do software development teams acquire and share tacit knowledge? What roles do tacit knowledge and transactive memory play in successful team performance?MethodA theoretical model describing the process for acquiring and sharing tacit knowledge and development of a TMS through social interaction is presented and a second predictive model addresses the two research questions above. The elements of the predictive model and other demographic variables were incorporated into a larger online survey for software development teams, completed by 46 software SMEs, consisting of 181 individual team members.ResultsOur results show that team tacit knowledge is acquired and shared directly through good quality social interactions and through the development of a TMS with quality of social interaction playing a greater role than transactive memory. Both TMS and team tacit knowledge predict effectiveness but not efficiency in software teams.ConclusionIt is concluded that TMS and team tacit knowledge can differentiate between low- and high-performing teams in terms of effectiveness, where more effective teams have a competitive advantage in developing new products and bringing them to market. As face-to-face social interaction is key, collocated, functionally rich, domain expert teams are advocated rather than distributed teams, though arguably the team manager may be in a separate geographic location provided that there is frequent communication and effective use of issue tracking tools as in agile teams.     

Artificial intelligence capability: Conceptualization,measurement calibration,and empirical study on its impact on organizational creativity and firm performance

Artificial intelligence (AI) has been heralded by many as the next source of business value. Grounded on the resource-based theory of the firm and on recent work on AI at the organizational context, this study (1) identifies the AI-specific resources that jointly create an AI capability and provides a definition, (2) develops an instrument to capture the AI capability of the firms, and (3) examines the relationship between an AI capability and organizational creativity and performance. Findings empirically support the suggested theoretical framework and corresponding instrument and provide evidence that an AI capability results in increased organizational creativity and performance.     

Use of collaborative technologies and knowledge sharing in co-located and distributed teams: Towards the 24-h knowledge factory

The relocation of knowledge work to emerging countries is leading to an increasing use of globally distributed teams (GDT) engaged in complex tasks. In the present study, we investigate a particular type of GDT working ‘around the clock’: the 24-h knowledge factory (Gupta, 2008). Adopting the productivity perspective on knowledge sharing ([Haas and Hansen, 2005] and [Haas and Hansen, 2007]), we hypothesize how a 24-h knowledge factory and a co-located team will differ in technology use, knowledge sharing processes, and performance. We conducted a quasi-experiment in IBM, collecting both quantitative and qualitative data, over a period of 12 months, on a GDT and a co-located team. Both teams were composed of the same number of professionals, provided with the same technologies, engaged in similar tasks, and given similar deadlines. We found significant differences in their use of technologies and in knowledge sharing processes, but not in efficiency and quality of outcomes. We show how the co-located team and the GDT enacted a knowledge codification strategy and a personalization strategy, respectively; in each case grafting elements of the other strategy in order to attain both knowledge re-use and creativity. We conclude by discussing theoretical contributions to knowledge sharing and GDT literatures, and by highlighting managerial implications to those organizations interested in developing a fully functional 24-h knowledge factory.     

A parallel and distributed meta-heuristic framework based on partially ordered knowledge sharing

We propose a new distributed and parallel meta-heuristic framework to address the issues of scalability and robustness in the optimization problem. The proposed framework, named PADO (Parallel And Distributed Optimization framework), can utilize heterogeneous computing and communication resources to achieve scalable speedup while maintaining high solution quality. Specifically, we combine an existing meta-heuristic framework with a loosely coupled distributed island model for scalable parallelization. Based on a mature sequential optimization framework, we implement a population-based meta-heuristic algorithm with an island model for parallelization. The coordination overhead of previous approaches is significantly reduced by using a partially ordered knowledge sharing (POKS) model as an underlying model for distributed computing. The resulting framework can encompass many meta-heuristic algorithms and can solve a wide variety of problems with minimal configuration. We demonstrate the applicability and the performance of the framework with a traveling salesman problem (TSP), multi-objective design space exploration (DSE) problem of an embedded multimedia system, and a drug scheduling problem of cancer chemotherapy.     

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.     

An empirical investigation of the relationship of IS strategy with firm performance

Given the important impact that an IS strategy has on the potential value IS brings to an organization, we develop and test a model of IS Strategy and Firm Performance. Our survey-based study provides strong evidence that firms with defined IS strategies (either IS Innovator or IS Conservative) perform better than those without defined IS strategies. Organizations without a clearly defined IS strategy actually experienced a negative relationship with firm performance. These organizations should realize the potentially negative outcomes of such a lack of strategy and work to extricate themselves before a consistent pattern of investing in IS without clear organizational benefit develops. Furthermore, the study suggests that the IS Innovator strategy is, in particular, associated with more superior firm performance than the IS Conservative strategy under conditions of environmental dynamism. Organizational leaders need to consider the external environments under which their organizations are operating and evaluate the influence those environments may have on their IS strategy’s ability to impact performance. Post hoc analysis results also reveal a fourth potential IS strategy, one that strives for ambidexterity. Ambidextrous firms were found to be associated with the most superior performance, leading to a potential extension of the existing IS strategy typology and a call for future research.     

ERP systems adoption: An exploratory study of the organizational factors and impacts of ERP success

We examined the relationships between the success of ERP system adoption, extent of business process improvement (BPI), and organizational performance and investigated the associations between the outcomes of these initiatives and such organizational factors as strategic intent, senior management support, and the status of the IT function within a company. A correlation analysis of 96 firms was made to test our hypothesis that the strategic intent to use ERP was closely related to the success of BPI, ERP, and organizational performance. The results also demonstrated that CEO-IT distance may have little direct bearing on the outcomes of ERP and BPI initiatives. A closer CEO-IT reporting relationship, however, was found to be associated with higher levels of senior management support for both types of enterprise projects. This empirical evidence reinforced the long-held assumption that organization-level benefits, BPI, and ERP success were closely related; and that these relationships were subject to the influence of the organizational variables.     

Knowledge stickiness in the buyer-supplier knowledge transfer process: The moderating effects of learning capability and social embeddedness

Increased outsourcing yields less vertically-integrated firms, suppliers have to rely on different buyers and interdisciplinary teams for acquired and utilized knowledge to improve performance. However, knowledge transfer from buyers to suppliers is not always successful. Studies pertaining to the knowledge stickiness between firms in the knowledge transfer process, such as between buyers and suppliers, have been minimal. Furthermore, while knowledge transfer processes are essentially context-specific in terms of who participates and how they participate in the process, it is very important to put knowledge transfer into context. The results provide support for a curvilinear inverted-U shape relationship between knowledge stickiness and manufacturing capability. In addition, the influence of knowledge stickiness on manufacturing capability would be enhanced by the moderating variables of social embeddedness and learning capability. The finding further suggests that supplier manufacturing capabilities impact supplier commitment and supplier performance.     

Information sharing and business systems leveraging in supply chains: An empirical investigation of one web-based application

Web-based supply chain applications promise to provide information sharing capabilities that will enhance the participating organizations’ information capabilities and business benefits. We performed an empirical study of a sophisticated Web-based supply chain application to determine the effect of such information sharing and business systems leveraging on business benefits. We also examined the importance of relational concurrence (i.e., shared business interests among supply chain partners), as an antecedent to both information sharing and business systems leveraging. Our work showed that both information sharing and business system leveraging provided important business benefits and that relational concurrence was only marginally related to information sharing and not at all related to business systems leveraging, limiting the significance attributed to this factor in prior research on inter-organizational systems.