Search

This paper aims to understand (a) what factors make academic knowledge‐intensive organizations (KIOs) susceptible to knowledge corruption and (b) when and how academic KIOs should introduce external governance of interdisciplinary academic knowledge production to ensure outcome quality. This study investigates molecular mutation research as an example of a body of research in which KIOs worked together with commercially motivated organizations and where this altered “ownership” claims made academic scientists less likely to focus on the truth. The paper presents propositions and hypotheses and conducts a retrospective study. The results contribute to governance frameworks of KIOs by providing evidence that questions into the prevailing arrangements for the academic science. Governance principles to be applied include the need for an overarching governance framework in which a field‐specific open approach with a methodological underpinning help to reduce corruptive forces. [ABSTRACT FROM AUTHOR]

The goal of this paper is to help leaders in all parts of knowledge‐intensive organizations (KIOs) rethink leadership and knowledge to enhance creative potential. KIO contexts are dynamic, and their work is steeped in social complexity. Global trends impact organizational norms; cross‐cultural interactions surface value dilemmas; and constant change elevates the value of agility over stability. Traditional ways of viewing leadership and knowledge can accentuate stability. By reframing leadership and knowledge generation and sharing as natural parts of knowledge‐intensive practices, leaders can enhance creativity and agility. Rather than associating leadership with powerful individuals, it can be seen as distributed or an emergent property of collaborative knowledge work. Embedded in this more dynamic and fluid view of knowledge‐intensive work is the assumption that governance needs to focus on networks, communication, and trust. This paper presents new ideas to guide leadership in complex, KIOs. Case studies illustrate how these new perspectives can lead to enhanced creative potential. [ABSTRACT FROM AUTHOR]

This theoretical paper uses a complete review of organizational control configuration (OCC) literature to illustrate the innovation, complexity and dynamics of control in knowledge‐intensive organizations (KIOs). On the basis of interdisciplinary analysis of the extant literature on OCC, the paper offers a comprehensive look at the “control pathway” taken by the various KIOs. By means of this integrative review of existing theory and research, the paper argues for greater attention to KIOs' control rationales in OCC theory and research. In doing so, it offers a comprehensive conceptual framework for the study of control in KIOs and suggests a number of propositions for future research. [ABSTRACT FROM AUTHOR]

• Given that knowledge and information are critical resources for acquiring access to the EU policy process, the question of this paper is how firms should manage the knowledge and information strategies surrounding their lobbying attempts. Developing an appropriate resource base is critical for firms trying to bring their interests to bear on European decision-making. The same holds for the ability to recognize potential points of entry to the EU policy process. Next to substantial knowledge and expertise, therefore, the ability to understand policy dynamics and the appropriate timing of lobbying attempts are critically important in corporate lobbying in Europe. The implication of this argument is that managing knowledge and information strategies become increasingly important for handlings firms' public affairs. [ABSTRACT FROM AUTHOR]

This study investigates the direct impact of knowledge management on organizational innovation and indirect impact through organizational learning and organizational culture, using diffusion of innovation theory. Moreover, these relationships were also empirically tested in the presence of social media technologies as potential moderator. Simple random sampling was used to select 380 respondents from small and medium‐sized enterprises (SMEs) operating in Pakistan. Structural equation modeling (SEM) was employed to measure the fitness of the proposed model via LISREL 8.8. Our results show that knowledge management positively influences organizational learning and organizational culture. Moreover, organizational culture and learning significantly influence organizational innovation. Similarly, knowledge management has a significant indirect impact on organizational innovation through organizational learning and culture. Furthermore, the moderating impact of social media technologies in the relationship between organizational learning and organizational innovation is also found significant. The present study offers novel and interesting insights by indicating that the management of SMEs realizing the importance of knowledge management and inspiring workers to practice organizational learning, organizational culture, and social media technologies can facilitate organizational innovation in SMEs. [ABSTRACT FROM AUTHOR]

There has been growing interest in the relationship between knowledge management (KM) and intellectual capital (IC) as well as KM and organizational performance, in addition to IC and organizational performance. Yet, the crucial challenge for an organization is to integrate a well‐designed performance measure based on KM, intellectual capital (IC), and organizational performance through balanced scorecard (BSC). In this research, the association among KM, IC, and BSC based performance is investigated. The results from knowledge‐intensive firms disclosed a positive relationship between both KM and IC and between KM and BSC. Moreover, empirical results revealed the presence of partial evidence to support the relationship between KM and BSC. Thus, a suitable application of IC indicates the necessity to implement KM leading to organizational performance based on BSC. [ABSTRACT FROM AUTHOR]

Drawing on the resource‐based and knowledge‐based view, this study attempts to empirically test the relationship between knowledge management practices (KMP) and organizational innovation (OI) in the context of a developing country. The study also investigates the moderating effect of management support (MS) in facilitating the way for KMP to lead OI. Six practices of KM including creation, capture storage, organization, dissemination and application of knowledge were identified from the literature and tested for their combined positive effect on OI which was measured through its three dimensions namely, product, process, and culture innovation. The contextual relevance of the study was assessed with the help of a focus‐group involving representatives from multiple industries while the instruments were validated with the help of face validity and reliability analysis. Regression analysis confirmed a positive relationship between KMP and OI. Moderation analysis also validated that to strengthen the above relationship MS role is significant. The study aids to the scarce body of literature on KM and OI in the context of emerging markets as well as provide practitioners a good starting point to initiate KM practices to boost innovations. [ABSTRACT FROM AUTHOR]

In the current context of globalization and technological spread, the role of knowledge as an organizational resource is phenomenal. Knowledge management can be seen as an add‐on to reform paradigms such as new public management, good governance, and smart government, which has generated significant interest for public sector reformists in recent years. The amount of literature on knowledge management in public the sector of the United Arab Emirates is relatively scanty. In the Government of Dubai (1 of 7 Emirates in the UAE), the journey towards knowledge management has started 2 decades or so ago and now has begun to take structural roots in many organizations. This study examines the relationship between organizational culture elements (i.e., trust, communication between employees, reward, leadership, and learning and development), organizational socialization, and knowledge transfer in the government organizations in Dubai. Based on a theoretical framework to measure the influence, this study conducted a questionnaire survey in the Government of Dubai entities. From 811 respondents representing these organizations, the survey results unfold positive relationship between knowledge transfer and the 4 selected organizational cultural elements (i.e., trust, communication between employees, reward, and leadership). Socialization is found to play a moderating role in all the hypothesized relationships except between reward and knowledge transfer. It also examines further research implications to support knowledge transfer processes and practices in the public sector of Dubai and the UAE. [ABSTRACT FROM AUTHOR]