Journal of Knowledge Management

Petra Andries; Annelies Wastyn

2012 Journal of Knowledge Management

doi: 10.1108/13673271211238724

Purpose – The main purpose of this paper is to provide large‐scale empirical evidence on the value‐enhancing and cost‐increasing effects of knowledge management (KM) techniques. Design/methodology/approach – The authors conduct structural equation analyses, using data from the Community Innovation Survey 2007 and from annual accounts of 705 innovative Belgian firms. Findings – Results confirm that the use of KM techniques has an indirect positive impact on financial performance via increased innovation performance. In addition, a direct cost‐increasing effect of KM practices on financial performance is observed. In the short term, this direct cost‐increasing effect exceeds the indirect value‐generating effect of KM techniques. Research limitations/implications – This study investigates the short‐term effects of KM techniques. Future research should study the long‐term costs and benefits. Data were collected in Belgium and may not reflect the impact of KM practices in other geographic, economic or cultural settings. Practical implications – The findings clearly indicate that the implementation of KM techniques entails significant costs. Within a two‐year time frame, the financial costs of KM techniques are more visible than their potential benefits. An exclusive focus on the short‐term implications of the use of KM techniques is hence likely to give a too pessimistic view on their potential financial contribution. Originality/value – This article is the first large‐scale study that disentangles both the value‐enhancing and cost‐increasing effects of KM techniques on financial performance and that uses time lags and accounting data (as opposed to self‐reported performance measures) to do so.

Jean‐François Harvey

2012 Journal of Knowledge Management

doi: 10.1108/13673271211238733

Purpose – The purpose of this paper is to provide the systematic analysis of an innovative, intergenerational knowledge transfer strategy in a knowledge‐intensive organization. Design/methodology/approach – The case study method was adopted to study the intergenerational knowledge transfer activities. A triangulated approach was employed in respect of the data collection, which included non‐participatory observation, focus groups, documentary analysis, and semi‐structured interviews. A pattern analysis of data account was undertaken. Findings – Two models for intergenerational knowledge transfer are presented: the source‐recipient model and the model of mutual exchange. This research also shows how a context conducive to knowledge transfer was developed, and concludes that this context allowed both explicit and tacit knowledge to be transferred. Research limitations/implications – Often ignored or underestimated this study highlights the need for motivation, inspiration, and empowerment in knowledge transfer. The main limitation of this study is the generalizability of the findings. Practical implications – The two models for intergenerational knowledge transfer provide a rubric against which both old and new intergenerational knowledge transfer initiatives can be assessed to determine whether they are capable of encouraging the transfer of both explicit and tacit knowledge. Originality/value – There is little empirical work on the design and implementation of strategies for managing organizational memory. The integrated models and empirical results of this study can serve as guides in that process.

Víctor Martín‐Pérez; Natalia Martín‐Cruz; Isabel Estrada‐Vaquero

2012 Journal of Knowledge Management

doi: 10.1108/13673271211238742

Purpose – The purpose of this paper is to examine how organizational design – particularly, delegation, and extrinsic and intrinsic reward systems – impacts employees' knowledge transfer in the context of Spanish small nonprofit organizations. Design/methodology/approach – A quantitative analysis using data from a sample of 105 Spanish small nonprofit organizations obtained by means of a postal survey was performed using the partial least squares (PLS) approach, in order to test the research hypotheses. Findings – The research findings show that delegation involves a greater use of rewards and these, in turn, improve knowledge transfer. Considering the results obtained it is possible to conclude that, due to lack of technical knowledge, managers of these nonprofit organizations must delegate decision rights to qualified employees and that they should use a higher degree of rewards, both intrinsic and extrinsic, especially the intrinsic ones, to motivate employees to mutually transfer knowledge efficiently. Research limitations/implications – This research is focused on Spanish small nonprofit organizations, and recommendations to other nonprofit organizations must, therefore, be very cautious. However, this study provides empirical insights, linking organizational design and knowledge transfer in the nonprofit context. Practical implications – Besides the importance of promoting knowledge transfer through an efficient and effective organizational design in nonprofit organizations, the authors recommend managers design mechanisms to convert tacit knowledge into explicit knowledge, to guarantee that knowledge remains in the organization. Also, the authors consider that managers should make an effort to create an appropriate environment – by means of reward systems, especially intrinsic rewards – so that employees are committed to the mission and objectives of the organization. Originality/value – Few empirical studies have analyzed the influence of organizational design on knowledge transfer in the context of nonprofit organizations, even though the nonprofit sector has reached a great importance for their economical and social role in society.

Julia Mueller

2012 Journal of Knowledge Management

doi: 10.1108/13673271211238751

Purpose – The aim of this article is to provide insights into how knowledge sharing between project teams takes place (if formal channels are not provided) and which cultural antecedents influence this process. Design/methodology/approach – The author adopts a qualitative research design using a triangulation of methods (interviews, observations, company data and group discussions) to receive detailed results for one case study. Findings – The findings show that knowledge sharing between project teams takes place even though top‐management did not include these processes in the formal work organization. Project team leaders as well as members share knowledge with other project teams by transferring boundary objects, interchanging team members and directly interacting. Furthermore, this study confirms some elements of a knowledge culture, but also discovers new cultural elements that are favorable and unfavorable to knowledge sharing between teams, such as personal responsibility, intrinsic motivation, top‐management's trust in employees, and output orientation. Research limitations/implications – Despite the fact that only one case study could be researched with this level of detail, the results provide insights into a research area neglected thus far and show that not all knowledge processes depend on the same cultural antecedents. Practical implications – Managers and team leaders learn that knowledge sharing between project teams enhances the efficiency of project work and organizational learning. Originality/value – This study addresses a specific knowledge process, namely knowledge sharing between project teams, and discovers that specific cultural antecedents support and hinder this type of cross‐boundary knowledge sharing process.

Lesley Crane

2012 Journal of Knowledge Management

doi: 10.1108/13673271211238760

Purpose – Knowledge management (KM) is a global organizational practice that focuses on core questions around knowledge sharing and creation, and which is characterized by definitional issues and a schism over the nature of knowledge. Against this by definition problematic background, this study aims to investigate how KM practitioners construct identities as expert in an online discussion forum, showing how knowledge sharing is inextricably linked to identity construction. Design/methodology/approach – The study adopts a discourse analytic approach, grounded in the discourse psychology paradigm, and its underlying theory that all language, including both talk and text, is situated action in social interaction, marked by variation, function and consequences. Findings – Analysis demonstrates how forum contributors deploy discursive devices constructively, actively and relationally to formulate membership of an expert elite group, and that group membership is marked by inter‐group competitive rivalry. This has synergies with the theory of creative abrasion. Practical implications – The study has implications for KM theories and practice in showing how attention to the social‐interaction practices of talk and text can reveal deeper understanding of how people share knowledge, and in demonstrating the important and consequential relationship between identity construction and knowledge. Originality/value – This is among the first studies to take a discursive approach to the study of language in the KM domain, and demonstrates the rich potential for future studies.

Gian Casimir; Yong Ngee Keith Ng; Chai Liou Paul Cheng

2012 Journal of Knowledge Management

doi: 10.1108/13673271211238779

Purpose – The major objective of this paper is to examine whether or not information technology (IT) usage to share knowledge is a mediator or moderator of the intention behaviour relationship proposed in the theory of reasoned action (TRA). Design/methodology/approach – A letter of invitation to participate in the study was sent to all of the public‐listed companies in Malaysia. A total of 483 full‐time employees from 23 organizations completed an anonymous, self‐administered survey in a cross‐sectional design. Partial least squares analysis was used to test the conceptual model. Findings – The major finding is that the relationship between the intention to share knowledge and knowledge sharing is partly mediated and not moderated by IT usage to share knowledge. Research limitations/implications – Knowledge sharing was considered only at the individual level. The data are self‐reported, cross‐sectional, from a single source and a single method. The relational and capability‐membership perspective leads to a positive attitude towards knowledge sharing whereas the instrumental perspective leads to a negative attitude. The findings augment the TRA by showing there is a mediator of the intention‐behaviour relationship in the context of knowledge sharing. Practical implications – The findings indicate that organizations need to ascertain employees' preferred methods for sharing knowledge, provide appropriate IT for knowledge sharing, establish online communities for knowledge sharing, publicly acknowledge members for sharing knowledge, and avoid relying on extrinsic tangible rewards to foster knowledge sharing. Originality/value – Previous research has shown that using IT to share knowledge does not moderate the intention‐behaviour relationship in the TRA. An alternative conceptualisation of the role of using IT to share knowledge in the intention‐behaviour relationship is provided.

Yong‐Mi Kim; Donna Newby‐Bennett; Hee‐Joon Song

2012 Journal of Knowledge Management

doi: 10.1108/13673271211238788

Purpose – Knowledge sharing is recognized as one of the most important ways to improve organizational performance. Organizations strive to facilitate knowledge sharing routines, yet these attempts often fail. Although the successful deployment of knowledge sharing practices has been a focus of knowledge management and organizational performance studies, little research has considered the impacts of institutional structures. As such, the purpose of this study is to investigate the extent to which institutional structures facilitate knowledge sharing practices and their impacts on organizational performance. Design/methodology/approach – Based on 220 usable survey responses, the authors applied structural equation modeling (SEM) to observe the extent to which institutional structures enhance organizational performance through knowledge sharing, and other important knowledge sharing‐related constructs (i.e. leadership and punitive behavior). The healthcare industry was used as the research context as it is a knowledge‐intensive industry. Findings – The study finds that knowledge sharing practices were strongly influenced by institutional structures, and together considerably enhanced patient safety. Furthermore, the institutional structures had a high impact on leadership roles and the abatement of punitive behaviors, which in turn collectively considerably enhanced patient safety. Originality/value – This paper recognizes the power of institutional structures that successfully facilitate knowledge sharing practices within an environment that is unfriendly to knowledge sharing behaviors.

Alexander Serenko; Nick Bontis; Madora Moshonsky

2012 Journal of Knowledge Management

doi: 10.1108/13673271211238797

Purpose – As a response to the claims that much of management academic research is irrelevant from the practitioner perspective, this study aims to empirically investigate whether books serve as effective knowledge distribution agents and whether peer‐reviewed publications are used in the development of book content. Design/methodology/approach – A citation analysis of 40 authored and nine edited books was done, followed by a survey of 35 book authors. Findings – This study refutes the previous claims that management academic research has made little impact on the state of practice. Peer‐reviewed sources, such as refereed journals, book chapters, and conference proceedings, are used to develop the content of knowledge management and intellectual capital (KM/IC) books. Even though most business professionals do not directly read academic articles, the knowledge existing in these articles is delivered to them by means of books and textbooks. Practical implications – Scholarly research has played a significant role in developing the KM/IC field. This study confirms the existence of the indirect knowledge dissemination channels where books serve as knowledge transmission agents. Therefore, academics should not change their research behavior. Instead, infrastructure should be developed to facilitate the transition of scholarly knowledge to practitioners. The question is not whether academic research is relevant, instead it is whether it reaches practitioners in the most efficient way. Originality/value – This is the most comprehensive empirical investigation of the role of books in academic knowledge transition ever conducted.