Journal of Knowledge Management

Rachelle Bosua; Krishna Venkitachalam

2013 Journal of Knowledge Management

doi: 10.1108/JKM-10-2012-0323

Purpose – Knowledge management (KM) has become a key driver of organisational performance. The existing literature suggests that many organisations fail in their attempts to align their KM strategies with knowledge processes within their organisation. Based on the management literature on alignment, there is a gap in the understanding of how an organisation's KM strategy and KM processes in workgroups can be aligned. The purpose of this paper is to illustrate that alignment in terms of KM is important and underpins the improvement of KM processes in organisations. Design/methodology/approach – A qualitative case study research approach was used to examine alignment between strategy and processes of knowledge in organisations. In total, three case organisations representing different industry sectors were chosen to examine how organisations align their KM strategies with workgroup knowledge processes. Findings – This study proposes a Strategic‐Workgroup Alignment Framework that explains the key alignment enablers and different alignment approaches required to align KM strategy with workgroup KM processes in organisations. Research limitations/implications – The authors acknowledge the limitations of this paper. Although the proposed framework provides valuable insights with respect to different alignment approaches, it does not specify how each alignment approach can be assessed in terms of effectiveness and efficiency. As part of the alignment approaches, this study's focus was between strategy and processes of knowledge: further research could bring to light new alignment options of knowledge and the associated implications. Originality/value – This study illustrates that organisations can improve the management of knowledge through alignment between KM strategies and KM processes. Such an improvement is also possible in the absence of a KM strategy emphasis, where alignment would require a deeper examination of workgroup knowledge processes. This study also identifies specific alignment enablers to align KM strategy and KM processes.

Ajay K. Jain; Hans Jeppe Jeppesen

2013 Journal of Knowledge Management

doi: 10.1108/JKM-11-2012-0358

Purpose – The purpose of this paper is to investigate the impact of the cognitive styles of leaders on knowledge management practices in a public sector organisation in India. Design/methodology/approach – The data were gathered from 210 middle and senior managers who were employed in different projects across the country. Self‐reported questionnaires were administered to collect the data on the cognitive styles of leaders and knowledge management practices. Findings – The results of exploratory factor analysis showed three significant factors of cognitive styles – i.e. radical, innovative‐collaborator, and adaptor. The knowledge management questionnaire had five dimensions – i.e. KM process, KM leadership, KM culture, KM technology, and KM measurement. The results of regression analysis showed a negative impact of the radical and innovative‐collaborator styles, while the adaptor style had a positive impact on knowledge management practices. Research limitations/implications – This study was conducted in a large thermal power generation organisation in India. Hence, its generalisability is limited to other similar contexts. Public sector work norms and organisational size may influence the interpretation of the results. Practical implications – The results show the relevance of the adaptor style of thinking in promoting knowledge management practices, which is consistent with the prevailing public sector work norms in India, which do not support any radical changes in their ways of working and solving problems. Originality/value – This is an empirical study about the relationship between cognitive styles of leaders and knowledge management practices in the Indian work context, and no such study exists in the literature.

Kulthida Tuamsuk; Thongchai Phabu; Chollabhat Vongprasert

2013 Journal of Knowledge Management

doi: 10.1108/JKM-10-2012-0321

Purpose – The purpose of this paper is to propose the knowledge management (KM) model of the Thai “One Tambon One Product” (OTOP) community business by investigating the KM practices of the selected five‐star OTOP businesses of Thailand and identifying the KM factors that affect the success of their businesses. Design/methodology/approach – A qualitative research method was used. The research units were three groups of Thai OTOP Champions with a score of five stars who have become successful in community income building, with national renown and ethnic representations. The research had three phases. Phase 1 was the study of KM practices of top OTOP businesses and factors affecting their successes of these businesses. Data were collected by in‐depth interviews, focus groups, and participatory observations. The informants were the OTOP businesses' administrators, operating staff, and members. Phase 2 involved data analysis and synthesis using content analysis. Phase 3 consisted of the development of a KM model for top OTOP businesses based on the results of Phase 1 and KM theories. The model was confirmed via a seminar technique and expert knowledge. Findings – The findings lead to proposal of a KM model for top successful Thai OTOP businesses, with the following components: KM processes propelling the process of OTOP business management, and KM success factors including leadership, organizational cultures, man, and knowledge/intellect. Originality/value – This research has developed a KM model for community business, which is based on the practices of successful national businesses. Therefore it can be applied for the management of any OTOP business in Thailand.

Sirous Panahi; Jason Watson; Helen Partridge

2013 Journal of Knowledge Management

doi: 10.1108/JKM-11-2012-0364

Purpose – Researchers debate whether tacit knowledge sharing through information technology (IT) is actually possible. However, with the advent of social web tools, it has been argued that most shortcomings of tacit knowledge sharing are likely to disappear. The purpose of this paper is two‐fold: first, to demonstrate the existing debates in the literature regarding tacit knowledge sharing using IT; and second, to identify key research gaps that lay the foundations for future research into tacit knowledge sharing using the social web. Design/methodology/approach – This paper reviews current literature on IT‐mediated tacit knowledge sharing and opens a discussion on tacit knowledge sharing through the use of the social web. Findings – First, the existing schools of thought in regards to IT ability for tacit knowledge sharing are introduced. Next, difficulties of sharing tacit knowledge through the use of IT are discussed. Then, potentials and pitfalls of social web tools are presented. Finally, the paper concludes that whilst there are significant theoretical arguments supporting the notion that the social web facilitates tacit knowledge sharing there is a lack of empirical evidence to support these arguments and further work is required. Research limitations/implications – The limitations of the review include: covering only papers that were published in English, issues of access to full texts of some resources, and the possibility of missing some resources due to search strings used or limited coverage of databases searched. Originality/value – The paper contributes to the fast growing literature on the intersection of KM and IT particularly by focusing on tacit knowledge sharing in social media space. The paper highlights the need for further studies in this area by discussing the current situation in the literature and disclosing the emerging questions and gaps for future studies.

He Peng

2013 Journal of Knowledge Management

doi: 10.1108/JKM-12-2012-0380

Purpose – The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership feelings over knowledge. Therefore, this research builds and tests a theoretical model linking knowledge‐based psychological ownership with knowledge hiding via territoriality. Design/methodology/approach – Data were collected from knowledge workers in China via a three‐wave web‐based survey. The final sample was 190 cases. Hierarchical regression models and a bootstrapping approach were used to test the hypotheses. Findings – The results show that knowledge‐based psychological ownership positively affects knowledge hiding. Territoriality fully mediates the link between knowledge‐based psychological ownership and knowledge hiding. Moreover, organization‐based psychological ownership moderates the positive link between territoriality and knowledge hiding. Specifically, territoriality will mediate the indirect effect of knowledge‐based psychological ownership on knowledge hiding when organization‐based psychological ownership is low, but not when it is high. Research limitations/implications – The research reflects that to reduce knowledge hiding, organizations should focus on practices that can decrease employees' self‐perception of possession of knowledge and territoriality and that can strengthen employees' psychological ownership for organizations. Originality/value – Although many actions have been adopted to foster knowledge management in companies, knowledge hiding is still prevalent in work settings. This paper highlights the predictive power of knowledge‐based psychological ownership on knowledge hiding, and the mediating role of territoriality in the link between knowledge‐based psychological ownership and knowledge hiding.

Rong‐ying Zhao; Bi‐kun Chen

2013 Journal of Knowledge Management

doi: 10.1108/JKM-12-2012-0375

Purpose – An enterprise social network (ESN) is part of the landscape of information reform by enterprises, using Web 2.0. In terms of the marketing targets of typical Web 2.0 techniques, enterprise knowledge sharing in Web 2.0 can be classified into different types (individual interaction type, group interaction type, social interaction type, real‐time interaction type and delay interaction type). The purpose of this paper is to summarize the features and modes of different enterprises' knowledge sharing and study enterprise knowledge sharing quantitatively from an ESN perspective by selecting real‐time interaction type as the case. Design/methodology/approach – Because of the area of research, the authors supplemented social network analysis (SNA) with a mathematical modeling method and additional in‐depth interviews. Findings – The Web 2.0 era provides the opportunity to quantify knowledge sharing. Also, SNA can quantitatively and visually diagnose the knowledge sharing status of the enterprise and guide the enterprise's knowledge‐sharing process. Research limitations/implications – Only a case study regarding real‐time interaction type is presented; other types of interaction are not studied empirically. Practical implications – SNA, combined with a mathematical modeling method and additional in‐depth interviews with team leaders or key managers in organizations, can diagnose quantitatively, visually and comprehensively the knowledge‐sharing status of the enterprise. Originality/value – This paper systematically summarizes the features and modes of Web 2.0 enterprise knowledge sharing, and the multiple‐method research design represents a sound approach to targeting enterprise knowledge sharing.

Satyendra C. Pandey; Andrew Dutta

2013 Journal of Knowledge Management

doi: 10.1108/JKM-11-2012-0365

Purpose – In a progressively more knowledge‐dependent economy, businesses need to learn to harness the knowledge that resides within their organizations. However, organizations often find it challenging to manage this most important asset that people possess. Researchers have asserted that it is mostly organizational factors that pose a challenge to the management of knowledge. The purpose of this paper is to examine the role of knowledge infrastructure capability in knowledge management (KM) practices within an organization. Design/methodology/approach – This paper employs a single case study strategy to explore the objective. A medium‐sized, global Indian IT solutions company, headquartered in Bengaluru, India (MindTree Ltd) was chosen, as this company is admired globally for its KM initiatives and also featured in the Globally Most Admired Knowledge Enterprises (MAKE) list in 2010. Research methods included in‐depth, semi‐structured interviews with key informants, as well as non‐obtrusive participant observation. Findings – The study's findings show the relevance of knowledge infrastructure capability in KM excellence. The case highlights the role of a knowledge‐sharing culture throughout management systems and routines. The findings also suggest that organizational structure plays a facilitating and steering role in developing the culture of knowledge. Research limitations/implications – The issues identified are explored in a single case‐study setting. Future research could look at the relevance of the findings to other similar settings and in multi‐site settings, to bring about a wider theoretical generalization. Practical implications – This study will help managers to understand the role of knowledge infrastructure capabilities in KM success and will help them to devise further studies to realize the full potential of KM initiatives. Originality/value – This paper adds empirical insight from the Indian ITES industry on existing literature concerning KM.

Angela Titi Amayah

2013 Journal of Knowledge Management

doi: 10.1108/JKM-11-2012-0369

Purpose – The purpose of this paper is to investigate the factors that affect knowledge sharing in a public sector organization. Design/methodology/approach – The paper is based on quantitative research. The data were gathered through questionnaires and analyzed using multiple regression. Findings – Community‐related considerations, normative considerations and personal benefits were three motivators found to have a unique contribution to the variance in knowledge sharing. The following enablers had a significant main effect on knowledge sharing: social interaction, rewards, and organizational support. Two barriers, degree of courage and degree of empathy, which measured organizational climate, were found to have a significant main effect on knowledge sharing. The interaction of normative consideration with social interaction, personal benefit with organizational support, and normative considerations with degree of courage, had a moderating effect on the relationship between motivating factors and knowledge sharing. Research limitations/implications – The study was conducted in a single public sector organization, which limits the generalizability of the findings to other settings. Another limitation is that attitudes toward knowledge sharing, and knowledge‐sharing behaviors, vary across cultures. Finally, self‐reported data are subject to response bias. Practical implications – Identifying factors that influence knowledge sharing could help practitioners create a knowledge‐sharing culture that is needed to support knowledge sharing and knowledge management within public sector organizations. Originality/value – This empirical study will contribute to the theoretical knowledge on knowledge sharing in the public sector, which has been neglected in knowledge‐sharing research.

Sureena Matayong; Ahmad Kamil Mahmood

2013 Journal of Knowledge Management

doi: 10.1108/JKM-10-2012-0316

Purpose – This paper reviews the current literature of knowledge management systems (KMS) studies in organizations. The authors systematically review the literature according to the principle of innovation studies approach, i.e. variance and process approaches. The purpose of this paper is to identify the current state of KMS studies in organizations. By doing this, the way is paved for the authors to find the research gaps, which would facilatively suggest the direction for future research. The authors hope that this review will be regarded as a source for those who share mutual interests in KMS research and could stimulate further research being conducted in the area with different approaches in the future. Design/methodology/approach – Journal articles published within the period 2003‐2013 were collected. The articles were sourced mainly from Emerald, Science Direct, IEEE, MIS Quarterly , as well as some other academic databases. The search was conducted using such keywords as “knowledge management system” “knowledge repository” “knowledge management tools” “system for knowledge management” and “knowledge‐based system”. Findings – It was found that the majority of KMS studies primarily pertain to adoption, diffusion, usage, and implementation, which are fundamentally based on a variance approach. The studies based on a process approach, however, are found to be scarce and still lacking. The authors highlight the findings and provide a critical review of the current approach, as well as commenting on the traditional theories that have been applied, unified, and modified for the studies of KMS in organizations. The authors also suggest some appropriate approaches to studying KMS in organizations and future directions for further research in this field. Research limitations/implications – The paper has produced a certain result of review studies from the existing literature during the period 2003‐2013. However, the review mainly focused on different approaches that looked into the classification of study schemes and theories being applied for research, while not focusing on other aspects that may be relevant to the area of studies. Originality/value – The result of this review highlights some gaps in the literature in terms of findings and critical observation of the theoretical and methodological approaches to the research of KMS studies in organizations. Directions for future research are suggested.