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This paper presents an overview of issues related to the role of the chosen aspects of knowledge management in tourism enterprises. The development of tourism and achieving positive effects from it is primarily supported by the possession of tourism assets and attractions. However, to fully absorb them, it is necessary to create innovations in tourism enterprises and regions. Undertaking this subject is justified by the need to transfer the current knowledge in the field of innovation to the tourism sector. The paper aims to demonstrate the determinants of tourism enterprises' innovation, with particular emphasis on the importance of knowledge and its transfer. The primary, quantitative research presented in the paper was conducted in Poland among tourism enterprises. 1200 tourism enterprises were tested, extracted from the population of over 12000 units placed in official databases. The main scientific goals of the study were: to recognise and empirically verify the conditions of innovation management in Polish tourism enterprises, to identify external and internal determinants affecting the formation of innovation in these enterprises and to assess the effects of introduced innovations. The study established a research hypothesis: Internal factors such as the involvement and creativity of employees in the creation and transfer of knowledge have a significant impact on the innovation of tourism enterprises. The presented results indicate that the main drivers of innovation are exogenous factors and come especially from customers' expectations, willingness to use external sources of financing and benchmarking focused primarily on foreign enterprises. The impact of human resources and knowledge management processes on these processes is varied, and in the case of these determinants of innovation, the relatively largest impact was noted in the case of: knowledge transfer within the enterprise, efficient human resources management, creativity of employees and the creation of new knowledge resources in the company. The paper points to the need to change the approach of managers of tourism enterprises, to include roles attributed to employees in finding innovative solutions and transfer of the new knowledge. For this purpose, companies should develop these resources in terms of their quantity and quality. [ABSTRACT FROM AUTHOR]

The paper presents some aspects of knowledge management theory. This underpins a research methodology designed to expose knowledge transfer in voluntary not-for-profit groups. The paper aims are to make recommendations which, supported by a knowledge management strategy and good practices, provide the basis for the development of a future model of knowledge management in crisis situations. A hypothesis has been established: During emergencies that arise suddenly, a variety of information and knowledge is dispersed, widely disseminated, and belongs to many different organizations. A coherent information system is needed for the dissemination and sharing of knowledge for effective assistance to people affected by the crisis. The main challenge in managing knowledge in such humanitarian emergencies, is the fact that a wide variety of information and knowledge is dispersed, disseminated, and originally belongs to many different organizations. These information resources may not be organized and used effectively during a crisis situation. Over time, preliminary and non-standardized rules are developed. The authors of this paper took part in a humanitarian action - both independently and in cooperation with non-governmental organizations. This allowed for the collection of extensive research material. During the research, the methodology of participatory observation and surveys was used. The aim of the study was to develop knowledge management standards, for use in the event of other humanitarian crises. The final research technique used is given, from participant selection to outcome analysis. It was found that processes of organizational learning and active knowledge management occurred in many forms. Knowledge was transferred in and out of the organizations. Expertise from earlier experiences was applied, and transferred, becoming explicit. Managerial skills and methods were applied in new organizational contexts. Many similarities and some differences were found, despite clear differences in the type of organisations and country of origin. The research allowed the authors to research extensively into people's motivations, priorities, and forms of information transfer. Knowledge acquisition, transfer and sharing were clearly identifiable, as was organizational learning and subsequent usage of it. Future implementation of standardized, coherent knowledge management rules, used in crisis situations will facilitate the sharing of knowledge and its reuse. The framework can also be applied to other situations of emergency decision making, such as crisis management and emergency medical assistance. [ABSTRACT FROM AUTHOR]

This paper is about a research project called "Practical uncertainty management in a project owner's perspective" (in short, the PUS-project). This paper describes efforts taken by the PUS-project to create better understanding and knowledge within the field of managing uncertainty in projects. Traditional way of managing uncertainty falls within the iron triangle of cost, time and quality that are associated with the project, and focuses mainly on threats rather than opportunities. The PUS-project proposed the perspective of project owner in order to deal with and manage uncertainty in projects effectively. This paper looks at how cooperation between the PUS-project and one of its main industrial partners (Norwegian Directorate of Public Construction and Property Management (Statsbygg)) took place. In this regard, this paper presents what was done and what was achieved through this cooperation. Statsbygg organises, plans and executes around 160 projects - large and small - at all times, and 20-30 large projects are completed every year. Managing uncertainty is an important part of project management. This paper describes how improving uncertainty management in Statsbygg's projects becomes a means to knowledge transfer, learning and organization development. Efforts related to learning and knowledge transfer played an important role in the process of organization development that Statsbygg experienced. These kinds of efforts have the potential to promote a culture that positively influences the way uncertainty is dealt with and managed in projects in Statsbygg. These efforts can contribute to create awareness and proper attitudes that are needed to obtain the desired results. Cooperation between the PUS-project and Statsbygg, which is presented in this paper, is an example that illustrates how knowledge and value can be created through collaboration between practitioners from the industries and researchers. [ABSTRACT FROM AUTHOR]

The underlying objective of the paper is to analyse the process of knowledge management in preparing the packages of eco-innovative services directed at Small and Medium-Sized Enterprises (SMEs) from the Baltic Sea Region (BSR) countries. The service packages have been developed within the confines of the ECOLABNET project - a network of partners from the BSR countries that promotes exchange and dissemination of knowledge on eco-innovative solutions and services. The knowledge on the needs of SMEs from the BSR countries was gathered based on the survey conducted in all the six partners countries participating in the project. The survey provided valuable data for further analyses pertaining to the stimulating factors and barriers to eco-innovative activity signalled by the SMEs participating in it. The results of the survey demonstrate that SMEs from the BSR region undertake eco-innovative initiatives primarily to satisfy the needs of customers in this respects, but also to strengthen their brand image, comply with the legal regulations in this scope and to differentiate themselves from their competitors. The survey has also demonstrated that an important incentive for eco-innovative activity of SMEs is effective utilisation of resources. In the case of barriers to eco-innovative initiatives the investigated SMEs indicate the lack of access to expert knowledge, lack of in-house expertise as well as lack of proven technologies and tools as the most significant factors that hinder their involvement into the area of eco-innovations. Thus, the identified barriers and stimulating factors to eco-innovative activity constituted the focus of the project partners in adjusting their offer to the indicated needs of the SMEs from the BSR region. The offer of the project consortium has been developed in the form of eight service packages that comprise the areas of partners' expertise with regard to the determined needs of SMEs. Each service package includes a number of service and product cards, which are detailed description of eco-innovative services and products that are offered by the project partners to the SMEs. In the next stage of knowledge management in the ECOLABNET project the service packages (including service and product cards) will become a part of the developed by the Polish partner - Czestochowa University of Technology - the Digital Communication Tool (DCT). The DCT is a platform that will allow all the entities interested in eco-innovations to gain access to the knowledge repository of the ECOLABNET project. In this way the service packages will become accessible to all the entities interested in developing eco-innovative activity. [ABSTRACT FROM AUTHOR]

Knowledge dynamics means variation of knowledge in time and space. Over time, knowledge levels can increase through accumulation, or decrease through loss. Also, knowledge may change its quality through transformation from one form into another. In space, knowledge can move from one place to another one, generating a flow (i.e., knowledge flow). The present paper aims at analyzing the knowledge dynamics associated to the process of expert knowledge translation, present in almost all life domains. Knowledge translation is based on communication and transformation of knowledge. Among many models used to explain knowledge translation, we present in this paper the expert knowledge translation that is used whenever an expert is sharing his expertise with one or several individuals interested in that knowledge. We analyze the whole process of expert knowledge translation from a conceptual perspective and then we present a case study describing expert knowledge translation. Knowledge translation is necessary because the source and the receiver of the messages have different semantic domains and levels of understanding based on their education, background and their analytical skills. The main barrier in knowledge translation is the absorptive capacity of the receiver. If the absorptive capacity is rather small, the translation efficiency is very small. This situation can be improved if the translation process is broken into several smaller knowledge translation processes like in a cascade. The paper presents the model of such a cascade for expert knowledge translation showing how to construct it. As an application, the paper presents a case study focused on a company manufacturing gas turbines (GTM). The company is a global supplier of gas turbines and we show how engineering expert knowledge is translated in a cascade from design to manufacturing, automation, testing, installing and commissioning turbines to end users. [ABSTRACT FROM AUTHOR]

This paper presents a case study on knowledge transfer within hybrid organizations, specifically focusing on a Smart Energy Community (SEC) located in the Italian internal areas. Hybrid organizations, characterized by their blend of for-profit and non-profit motives, play a crucial role in addressing societal challenges while maintaining economic viability. Knowledge transfer, an essential aspect of knowledge management, becomes particularly significant within such organizations, as they navigate the complex terrain of innovation, collaboration, and sustainability. By examining the knowledge transfer practices within the SEC, this study aims to uncover valuable insights into the challenges, strategies, and outcomes of knowledge transfer in hybrid organizations. The findings contribute to the understanding of knowledge management in hybrid contexts and provide practical implications for organizations seeking to facilitate effective knowledge transfer. These insights result in the attempt to build up a replicable and transferable knowledge transfer model. [ABSTRACT FROM AUTHOR]

The new Law of Education promulgated recently in Romania enforces professors retirement at the age of 65. The previous law had a provision for full professors to remain in the academic life up to the age of 70, if their universities needed them. The new legislation produces an earthquake in our universities due to the elimination from the academic life of a very important segment of knowledge and wisdom owners. This dramatic situation shows how important it is to develop strategies for increasing knowledge retention in universities. Since a university is by its own nature a multigenerational workforce, the best strategies should be based on the intergenerational knowledge transfer. The purpose of our paper is to investigate two main strategies for the intergenerational knowledge transfer: a) encouraging cooperation through teamwork, and b) encouraging individual competition. The first strategy is emphasizing the synchronic knowledge transfer, while the second one emphasizes the non-synchronic knowledge transfer. Each of these strategies can be implemented through different mechanisms specific for academic life. We have considered in our research three of them: 1) research grants; 2) writing books, and 3) writing papers for scientific journals. Our investigation is based on the Analytic Hierarchy Process (AHP) method, and on using questionnaires structured according to these strategies mentioned above. We distributed 500 questionnaires to all the faculties of economics and business from the state universities, and we have received 223 valid questionnaires. Based on them we computed using AHP the priority vectors for each strategy and activity considered. Numerical results show the importance of the cooperation strategy in the intergenerational knowledge transfer, for increasing the knowledge retention in the university. [ABSTRACT FROM AUTHOR]

This study reviews knowledge management as a construct for analysing strategy discourse; identifying key strategy artefacts; and how they may be interpreted by key stakeholders engaged in strategy discourse. The importance of storytelling and narrative in the development of strategy is recognised. In developing the notion of strategy as a people orientated construct, this study provides a theoretical foundation for the determination of how stakeholders in strategy may take a position on strategy. This study defines an organisational model of the social interactions affecting knowledge transfer within organisations arising from problems of knowledge location, retention, and transfer. This ontological enquiry captures the epistemological characteristics of strategy artefacts interpreted by stakeholders in a senior management team. This paper goes on to underpin the value of a semiotic view as a diagnostic tool to determine the position that stakeholders take in the context of existing strategy discourse. From an etymological perspective this study posits a typology based upon a semiotic framework to help diagnose how stakeholders take a position based on their interpretation of key strategy artefacts; and to understand the nature of interpretation as a means of intervention by which the strategy narrative may be reshaped. What is of interest is how storytelling and narrative empowers individuals as they seek to disseminate and transfer knowledge from the past to shape the future. This study reveals the inflection that individuals may exert on knowledge artefacts; and the motivation of those who trade in knowledge assets, through storytelling and narrative, as players in the game of strategy search for coping strategies to adapt to the new reality. Ultimately this study provides new insight into the power of semiotics in the early stage; and constructivism in the later stages of the knowledge management continuum; and describes how participants in strategy adopt a position on strategy. [ABSTRACT FROM AUTHOR]

Since the notion of engaged scholarship was articulated and debated (Van de Ven, 2007, McKelvey, 2006, Van De Ven and Johnson, 2006b, Van De Ven and Johnson, 2006a) it has received increased scholarly attention, informed debates questioning the role of the university in society, and how universities produce relevant knowledge for and with society. While questions are raised about how an engaged scholarship lens might meaningfully improve academic-industry relationships, less attention has focused on the characteristics of engagement that can illustrate why one form of relationship in practice is more “engaged” compared to another. The engaged scholarship lens distances itself from efforts to theorise a knowledge transfer solution to narrowing conceptualised divides between academic and industry. Using this distinction as a foundation for characterising how we might improve such relationships, this paper compares and contrasts different solutions to better explore how knowledge is disseminated within and across academic-industry boundaries. To do so we draw upon knowledge transfer literature and relationship marketing’s understanding of inter-organisational relationships. We further explore the implications this approach might have for the role of the university and its ability to produce knowledge for and with society (Gibbons et al 1994). We draw upon the activities of the newly formed Technological University of Dublin (TU Dublin) as it attempts to position itself as a truly “engaged university”. The challenges in restructuring and repositioning TU Dublin to achieve this status focuses on its support for engaged research, community engagement and widening participation activities within the context of its organisational redesign initiative (2019-2022). This paper concludes by providing insights into how we can improve meaningful engagement. The implications of a transfer solution to academic-industry relationships for redesign is compared to a solution based on engaged scholarship. How either solution draws on aspects of knowledge management is discussed. We advocate for a deeper understanding of knowledge management based on engaged scholarship principles and illustrate how it differs from a knowledge management perspective based on assumptions of transfer in a context of organisational redesign. [ABSTRACT FROM AUTHOR]

This paper demonstrates the persistence of omniscience in Knowledge Management (KM) research. Omniscience as a concept has two dimensions -- ubiquity and utility. This idea of ubiquity is more prevalent when the management goal focuses on processing or transferring pre-existing knowledge efficiently to those who can make use of it. Ubiquity assumes that knowledge is freely available within the firm i.e. is omnipresent, waiting for it to be processed or transferred. The idea of utility assumes that knowledge and its relevance is fully understood by the firm. The firms and its managers are assumed to know the value and quality of knowledge, who needs it, how it should be processed and where it should be transferred to. In short, the firm is assumed to be 'all knowing' or omniscient. This paper outlines how the persistence of omniscience underpins the hegemony of the information processing paradigm and transfer research agendas in KM research. We argue that it does so at the expense of considering alternative theories and perspectives. We illustrate how omniscience continues to underpin the dominant theory of knowledge creation i.e. the SECI Model. At face value the SECI model assumes that the firm is a site for the creation of new knowledge. However, on closer inspection, by cross-examining the assumptions of convertibility and amplification within the SECI Model, we outline how the assumption of omniscience hampers the application of this theory to meet its goal for the creation of new knowledge. We illustrate how a departure from the assumption of omniscience will allow for additional avenues of research and address calls for broader perspectives in KM. One such avenue, knowledge-as-process, which focuses on open innovation, creativity and the creating of knowledge overtime is proposed. The implications of departing from omniscience for scholars and practitioners in the field of KM are outlined and discussed. [ABSTRACT FROM AUTHOR]

The phenomenon of reinventing the wheel is a notable problem in project organisations. This paper looks at this phenomenon and the role of knowledge transfer in dealing with this phenomenon. In this regard, this paper considers four construction projects that are carried out by a public sector organisation in Norway. Primary focus of knowledge transfer that this paper considers is on the activities connected to dealing with and managing uncertainty in projects. The paper starts with presenting relevance and importance of studying the phenomenon of reinventing the wheel. After a brief discussion on methodological issues, this paper looks at how the organisation handles knowledge transfer in order to reduce or avoid reinvention of the wheel. Knowledge transfer in this regard is viewed both organisationally (for the whole organisation) and with respect to the four projects. This description points out current practices of the organisation with respect to knowledge transfer. Then, some possible causes for reinventing the wheel are described, followed by a presentation of two main areas in which occurrence of reinvention of the wheel was noticed. They are: Tools and processes connect to managing uncertainty in projects. Each project used tools and processes that they developed when it comes to managing uncertainty. But, there are similarities between the tools and between the processes. This paper points out that institutionalising knowledge is a major challenge in connection with knowledge transfer and reducing reinvention of the wheel. At individual and group levels, the extent of knowledge transfer seems to be good. Various arenas for transferring knowledge were used satisfactorily. But, when it comes to make the individual and group knowledge into organisational knowledge, and utilise the organisational knowledge at group and individual levels pose a challenge. This paper considers a theoretical model to address the issue of institutionalising knowledge. The theoretical model focuses on levels of learning (individual, group and organisational learning) and processes of learning (intuiting, attending, interpreting, experimenting, integrating and institutionalising). Following the theoretical discussion, suggestions for institutionalising knowledge are presented, first as a framework - an overall guideline - and then some concrete methods to support the framework are described. Though institutionalising knowledge can be seen as a positive effort, it can also hinder development of new knowledge. Hence, this paper points out the importance of considering the tension / balance between exploitation of existing knowledge and exploration of new knowledge. [ABSTRACT FROM AUTHOR]

Context: The knowledge domain of software engineering (SE) gradually expands due to fast emerging technologies and complex organisational processes. The software industry represents a special focus of interest from a Knowledge Management (KM) perspective, as it is characterized by high employee turnover, a high level of outsourced projects, and an accelerated pace of technology innovations. Knowledge management can substantially influence SE knowledge's life cycle, contributing to better structuring of organisational processes of knowledge creation, knowledge transfer, and knowledge sharing. Reflecting on the trends for SE automation with artificial intelligence tools, KM approaches can enable companies and professionals to reconsider the future of SE work. Purpose: The present research aims to identify and investigate how implementing knowledge management principles and processes within the software engineering domain can facilitate the future transformation of software-related jobs. Based on a conceptual model, built upon the literature review, the paper analyses the quantitative data, collected from 91 software experts. Evaluating the impact of both organizational and domain types of SE knowledge, the discussion evaluates the unique value-adding SE processes along with models of how to explore AI applications to automate the SE domain. Results: The outcomes of the analysis identify the models of structuring knowledge management processes in SE both within the technological domain and organisational layers. The discussion section establishes suitable KM methods and approaches for supporting SE job transformation. It identifies the main knowledge management integration practices, demonstrating how combining KM with AI-based innovations may change the SE knowledge flow, improving substantially SE activities like onboarding new team members, monitoring software documentation, version control, and error tracking. [ABSTRACT FROM AUTHOR]

This paper presents a knowledge management framework for designing, monitoring, and optimizing the business value of intelligent services using best practices from both management and machine learning engineering areas. The increasing interest in artificial intelligence has highlighted the difficulty of designing an appropriate business case and monitoring the real business value generated by such services due to the complexity of machine learning methods and techniques. Managers have proven frameworks for constructing key performance indicators, machine learning engineers have developed advanced methods and techniques for evaluating and monitoring Machine Learning (ML) models, and scientists have tested methods for empirically evaluating the added value of innovations. By leveraging the strengths of each discipline, the proposed framework enables managers, machine learning engineers, and scientists to efficiently work together and optimize the value of intelligent services during their lifecycle. We propose processes and procedures for creating, capturing, organizing, storing, sharing, and using knowledge in advanced machine learning projects. He also presents key machine learning methods and techniques for monitoring and optimizing the value of intelligent services over their lifecycle, including the adaptation of MLOps methodology for continuous monitoring, reinforcement learning for continuous improvement, and CausalML methods for identifying the root-causes of changes in the business value. These methods and techniques support knowledge management activities and help formulate a competency framework for team members and project stakeholders. We point out the potential of academic researchers and external advisors as catalyzers in such projects based on real-life implementation. He also proposes a method for designing the ML knowledge flywheel to ensure continuous knowledge transfer and improvement in the business-engineer-academy triangle. The approach is illustrated by a case study of the implementation of a marketing communication optimization system in a large, multinational financial company for more than 20 thousand customers in two European countries. Managers and machine learning engineers can implement the proposed knowledge management framework in various organizations for the efficient design, monitoring, and optimization of the business value of intelligent services. [ABSTRACT FROM AUTHOR]

Purpose: The COVID-19 pandemic outbreak resulted at the university level in a massive transition from traditional ways of teaching to remote forms. This sudden conversion has led to changes in the patterns of knowledge sharing (from teachers to students and among students). The aim of this paper is to investigate how universities may benefit from experiences of businesses that were also forced to use remote forms of business operations. Large companies, operating in the international context may be a valuable source of information on how to improve knowledge sharing processes among university students and between students and teachers. Methodology: The paper uses a qualitative research method (indepth interviews) to explore the possibilities of knowledge sharing improvements at the university-level teaching, based on the experiences elicited in the business sector. The theoretical sampling was used to find informants familiar with both transition to remote teaching and shift to online business operations forced by the COVID-19 pandemic. Findings: Interviews were conducted with experienced managers participating in an MBA programme. During the outburst of the COVID-19 pandemic the programme has been switched to a remote mode. At the same time, the interviewed managers had to cope with the transition to remote mode at work. Their work-related ordeals were contrasted and compared with their universityrelated experiences regarding knowledge sharing. Conclusions and recommendations have been formulated on the basis of evidence gathered during the interviews. Research limitations: This paper is of an exploratory character. The triangulation of findings presented here is limited. The sample consists of participants of one MBA programme only, hence the conclusions cannot be generalised. At this stage the paper may serve as a basis for further development. Practical implications: The paper presents possible improvements to be introduced by academia in the remote mode teaching. Business sector and especially large businesses may offer experience-based solutions that allow to boost knowledge sharing processes among students and increase the efficiency of knowledge sharing between teachers and students. Originality/value: The topic of the paper is very up-to-date and of considerable significance. Knowledge sharing processes at the university-level teaching have been significantly distorted by the COVID-19 pandemic outburst. Using experiences from the business sector can be very helpful in this regard. [ABSTRACT FROM AUTHOR]

This paper used current business theory to underpin an original research methodology modified by the authors, to expose knowledge, its acquisition, management and transfer, in voluntary not-for-profit groups operating with widely differing technical purposes. The aim was to show how the methodology identified common processes underlying knowledge management, and how it was acquired, managed and transferred, in disparate organisations. The methodology first used Interpretative Phenomenological Analysis (IPA henceforth) techniques. It was used to structure and analyse the responses after full transcription, then complemented by other analysis techniques. Transcripts were made from new interviews with disparate individuals from groups in Poland were compared with earlier published results. The underpinning acquisition process is addressed in depth. IPA was used to structure and analyse the responses after full transcription. The research question is: Are there common factors about motivational and knowledge transfer processes, in disparate groups? To identify these factors, meaning units were identified and noted, and analysis of these created emergent themes, which were then addressed using other, literature derived tools. The authors also propose to use this process for new avenues of research. Finding a methodology and answering this research question has proved a challenge, and this paper describes a methodological solution. The full research technique is presented, from participant selection to outcome analysis. The results demonstrated thatsimilar processes of organisational learning and active knowledge management occurred in all the groups. Knowledge was transferred in and out of the organisations. Expertise from earlier experiences was applied by the groups, and transferred, becoming explicit. Existing managerial skills and methods were applied in new organisational contexts. Many similarities were found, despite clear differences in technical purpose and types of organisations. Utilisation of this technique made outcomes clearly visible. Thus, this process, although very time consuming and inevitably subjective, has allowed the authors to research extensively people's motivations, priorities and beliefs. The outcome was a strong, defensible and auditable understanding of why people got involved in the organisations, their motivation and its consequences. Their knowledge acquisition, transfer and utilisation were clearly identifiable, as was their organisational learning and subsequent usage of it. [ABSTRACT FROM AUTHOR]

Knowledge hiding is one of the topics that has received attention from many scholars in the fields of knowledge management and human resource management. Knowledge hiding is an intentional attempt by a person to conceal or withhold knowledge requested by someone else. The spread of this negative human behavior can have harmful outcomes for organizations, such as diminished creativity, individual and team performance, and increased employee turnover. Therefore, the managers must be aware of the causing factors of knowledge hiding and its negative consequences. The purpose of this study is to offer a model of antecedents and negative consequences of knowledge hiding. To this end, we have analyzed all studies in knowledge hiding literature between 2012 and 2020 through a systematic literature review. Besides, this paper has categorized the extracted antecedents of knowledge hiding from the studies into a Delphi panel in 8 levels using experts' opinions: "organizational culture," "personal attitude," "personality traits and behavioral characteristics," "leadership," "supervision," "interpersonal relationships," "characteristics of knowledge," and "job" related factors. This study will help organizations face knowledge hiding behaviors to gain a correct understanding of the antecedents of knowledge hiding and its harmful consequences. Finally, this paper will be helpful for the academic community in the path of further exploration in this field. [ABSTRACT FROM AUTHOR]

A growing body of research has demonstrated the growing importance given to two areas of business management: internal marketing and knowledge management. Nevertheless, these seldom areas are considered together. This paper explores the importance of knowledge sharing as a mediating variable in the relationship between internal and external marketing. Thus, our research presents an investigation model where the influence of tacit knowledge sharing and explicit knowledge sharing are presented. The data of this research was collected from the employees of a company in the logistics sector, through a face-to-face questionnaire. The proposed research hypotheses were tested empirically through structural equation modeling (PLS-PM) with a bootstrapping procedure. The results demonstrate that internal marketing has a positive effect on knowledge sharing and, consequently, on customer orientation. In this sense, through this paper, managers can verify the importance of knowledge sharing (tacit and explicit) in leveraging the effects of internal marketing in customer orientation. [ABSTRACT FROM AUTHOR]

The underlying objective of the paper is to present the logical structure and functionality of the modules of the System for Management and Transfer of Knowledge on Eco-Innovative Services for SMEs - services dedicated in the network of partners of the project consortium ECOLABNET, co-created by the Research and Development Institutions (RDIs) and Intermediary Organisations (IOs). The present paper consists of two integral parts. In the first part the author justifies ecoinnovative needs of Small and Medium-Sized Enterprises (SMEs). Based on the empirical research conducted by the partners (RDIs) of the international Network of Service Providers for Eco-innovations in Manufacturing SMEs - ECOLABNET from six Baltic Sea Region countries, created within the Interreg Programme of the Baltic Sea Region 2014-2020, the author has identified the needs of SMEs in the scope of eco-innovations. In particular, the needs directed at structuring the knowledge of Baltic SMEs (research sample N=256) on heterogeneous eco-innovations, eco-innovations prototypes, eco-innovative services packages: product ones and business processes ones (including technological, organisational, marketing, logistic as well as informatic ones). In the second part of the paper, in the context of the formulated primary objective, the author has presented a dual-layer structure of the System for Management and Transfer of Knowledge on Eco-Innovative Services for SMEs, in the network of services ECOLABNET. The author has presented, justified and visualised the logical structure of the System for Management and Transfer of Knowledge on Eco-Innovative Services for SMEs. Eight functional modules of the system have been summarised, justified and described. The module for searching and matching eco-innovative products and services has been considered as well. This module includes, among others, implemented explaining and reasoning tools with embedded conditional instructions IF -THEN. [ABSTRACT FROM AUTHOR]

This conceptual paper discusses the inclusive knowledge philosophy fundamental for different modes of experiencing living enterprises. The American pragmatist philosopher John Dewey pointed to the importance of restoring the continuity between the refined and intensified experiences in our practices and everyday doings. He based this restoring on "the inclusive philosophic idea". By this idea he was acknowledging the possibilities of imagination and associations among the social, technological-physical, natural, and mental modes. Another philosopher, the Norwegian Arne Naess, also highlighted imaginative experience and the human/nature interconnectedness including its potential joy and perseverance for individuals as well as organizations. We combine these two related philosophical lenses to enable fundamental understanding of concerted practices and strategic accomplishments for knowledge management (KM) studies. We propose inclusive association and imagination are necessary for the arts of exhibiting and experiencing new or improved offerings. We provide examples drawing on our own studies in the businesses of art organizations as knowledge-based, complex practices. Given that rich knowledge endeavours are necessary to develop arts for society, how can valuable arts/business practices be accomplished in inclusive, resourceful ways? Specifically, we investigate how arts business exhibition strategies develop in art museum contexts as illuminating examples of this process. The necessity of art is giving a societal meaning to the process of knowing based upon the experience of art. The reflection and dialogue based on art-as-experience can contribute to knowledge management by the shared ingredients involved in creating and participating in more fulfilling experiencing in the business offering process. The paper introduces a philosophical framework for how this might work. Dynamic art, design, and innovation processes are imaginative practices where the past, the present, and the future melt together. The imaginative experiencing might be crucial not only for the creation, but also for the make-believe of sustainable businesses and societies. We conclude that understanding the inclusive dynamic knowledge processes might be mutually beneficial for art and innovative businesses. [ABSTRACT FROM AUTHOR]

Industrial PhD projects depart from problems identified by business organizations and are reframed by researchers from relevant research domains suitable for a PhD student. There are apparent benefits for such applied research projects and also challenges, e.g., differences in organizational cultures, stakeholders' values, or vested interests. Nevertheless, experiences from a Swedish university show that applying a tailored process steering instrument, the Thesis Steering Model (TSM), with structured communication support for stakeholders, can contribute to high-quality academic research, which is also interesting for industrial partners. This paper presents a case study of implementing TSM in Norway, and discusses its feasibility. The results illustrate the feasibility and critical success factors in organizing PhD projects, e.g. as the industrial PhD is organized much closer to the company in Norway than in Sweden. A practical consequence of this paper is information and knowledge transfer of the Swedish TSM to a Norwegian context and lessons learned for activities needed to support collaboration and co-creation in the different countries. [ABSTRACT FROM AUTHOR]

With the advancement of the knowledge economy, objectives of development cooperation have to be revised as well emphasising the importance of building not only absorptive, but also innovation capacities of human resources in partner countries. Both capacities can be improved in the process of transferring knowledge from experts to novices while implementing different activities such as conferences, seminars, workshops etc. The purpose of this paper is to identify factors that can enhance the efficiency of knowledge transfer within development cooperation projects in terms of the improvement of innovation capacities of novices after their interaction with experts. This is an empirical research carried out in the form of a case study. The data are collected from instructors and participants of the events organised in the frame of one development cooperation project by means of documentary analysis, content analysis, and structured interview. Various statistical and regression analyses are provided to find the impact of the interaction intensity, the event organisation and relevance, instructors' and participants' intellectual capital on the the improvement of innovation capacity of the target audience in partner countries. Both absorptive and innovation capacities are linked to Bloom's Taxonomy that is used as a framework for defining objectives of capacity building activities. It is expected that the positive impact of the interaction intensity and intellectual capital of instructors on the improvement of innovation capacities of participants will be confirmed. Based on these findings, features of the efficient design of capacity building activities can be defined. A longitudinal study covering more projects in different regions is necessary to draw conclusions concerning causality. The novelty of this study lies in providing a consistent and simple approach to enhancing the efficiency of development cooperation projects in terms of building individual innovation capacities. [ABSTRACT FROM AUTHOR]

In the digital age of everything connected, conventional managerial wisdom is challenged both in the business environment and in the public administration field. In some cases, business models are reshaped or replaced and public opinion's expectances change accordingly. The impact seems even more profound in urban areas, where technology and digitization tends to be associated with one of the most efficient solutions in terms of efficiency and environmental protection. Considering that technology gives specific solutions to practical problems, but they must be correlated strategically to develop genuine smart cities, our paper emphases how the best business management practices could be considered by civil servants when designing smart cities strategies, such as auditing the digital maturity of the involved players (both public and commercial), human resources' training or passing from paper strategy and random actions and projects to real program management. The focus of the paper is on presenting how specific knowledge is transferred from business to civil servants in the process of developing smart cities, based on content analysis and qualitative interviews with experts in the field. [ABSTRACT FROM AUTHOR]

The success of Sub-Saharan South Africa's public sector could be deemed dependent on context-relevant knowledge sharing and transfer (KST) frameworks to facilitate knowledge exchange. Knowledge sharing and transfer frameworks which facilitate knowledge management (KM) are still largely influenced by Western research studies, these contributions dominate the field. The extant knowledge sharing and transfer public management frameworks increasingly reflect a predominantly western oriented bias towards objectivist perspectives on knowledge, the alternate practice-based knowledge sharing and transfer frameworks, considered responsive to Sub-Saharan African knowledge exchange problems are under-investigated. This paper thus aims to understand 'what KST framework factors enhance public management in Sub-Saharan South Africa'. The research was designed as a qualitative study underpinned by interpretivist philosophy. Qualitative data were collected from 15 public sector practitioners, using the semi-structured interview technique. Thematic Analysis and Trans Positional Cognition Approach was used to analyse the data collected. The findings from this study yielded four themes namely, Unique antecedent performance factors; Human performance factors; Organisational performance factors and Continuous learning performance strategies. Rahman's knowledge sharing and transfer conceptual model was adopted as a theoretical framework and used to better understand the findings of this work. Applying the theoretical framework, we note elements within Rahman's model could be deemed more applicable in a Western context as it only confirmed two of the study's four findings. We therefore propose the output of this study as new knowledge within the Knowledge sharing and transfer frameworks' domain. Our contribution is compatible with the Sub-Saharan South African organisational context. The implication of this within context is that KST implementation in sub-Saharan South Africa could deemed bottom up oriented as against the western approach which is top-down. This study thus contributes to a better understanding of KST Framework implementation in Sub Saharan South Africa and provides opportunity for future research work in this field. [ABSTRACT FROM AUTHOR]

The focus of higher education in the developed economies of the Global North has steadily shifted since the 1970s from being dominantly rooted in academic knowledge and learning as an end in themselves towards a wider perspective. The needs of the professions, careers and employability were present then, but were generally a secondary concern for the HEIs. The expansion of HE across more diverse populations has produced successive changes in curriculum and more broadly in purposes, strategies, and philosophies of HE. Against the background of global, economic, societal, and technological changes, the need to maintain 'traditions' but with wider relevance to society, personal adaptability, and capability as well as support for lifelong careers and learning have come to impact, HE main agendas. Most undertakings in life require the ability to define requirements, shape responses and form processes which will lead to achieving desired goals. In short, this is the nature of 'project' as a concept and of project management as a means to undertake what is necessary. This paper reports on how the concepts and techniques of Project Management (PM) can be beneficially transferred in a process of soft skill development for life-long enhancement in the transitions from HE to employability and career. A project was set up at University of West London as part of their knowledge transfer activities. The researchers have established 'proof of concept' and are currently trialling pathways for providing learning opportunities with knowledge transfer and soft skill enhancement. The opportunity to adapt the root concepts of PM to any domain carries enormous potential for enhancing HE outcomes and for wider continuing education and skills development across communities. [ABSTRACT FROM AUTHOR]

The analysis of the literature shows that cooperation, in particular the maintenance long-term, enhanced and stable relations between education and business is very difficult. Supported by scientific research, source literature presents a beneficial effect of the transfer of knowledge on the improvement of innovation, competitiveness and organizational conditions in enterprises, public institutions as well as other organizations. The activities developed in the educational-andeconomic network analyzed herein include e.g. engaging in particular medium-sized and big enterprises in the exchange and updating of knowledge about competencies on the labour market which are necessary on job positions at which graduates of technical schools are employed. The main objective of the paper is to develop a process of cooperation between education and business institutions, in particular with respect to strengthening relations in an education-and-business network in which the activity can improve knowledge sharing. An indirect objective in its development is the analysis of the effectiveness of the application of tools stimulating companies to cooperate and exchange knowledge within the network. The studied were based on data from 2017-2020 collected from a sample of 352 companies. The analysis was also carried out in the context of the frequency of e-mail and telephone contacts as well as direct contacts understood as individual meetings most often held at a given employer's facility. Kaiser-Mayer-Olkin criterion and Bartlett sphericity test were used for analysis of relationships between individual variables. Factor analysis (KMO and Cattell's criterion) and Pearson's correlation were used to study the effectiveness of the application of tools supporting the companies' activity in the network. The analyses show that the biggest impact on forming relations is linked to participation in discussion panels. It is worth pointing out that the activity is organized for the purposes of exchanging knowledge and experience of experts who usually represent mediumsized and big employers, especially in the area of HR. As a result of the studies, a process path was proposed for the purposes of establishing, developing and maintaining long-term relations with big and medium-sized enterprises in the network of entities cooperating in the field of education and business. [ABSTRACT FROM AUTHOR]

Firms mainly depend on innovation to remain competitive in business. New knowledge is a major resource for firms on the path of achieving innovation performance. This paper seeks to examine how intra-firm and inter-firm activities promote knowledge sharing toward innovation performance. We used the variables channels of information to represent inter-firm activities and workplace organization methods to represent intra-firm knowledge-sharing activities. The proxies for innovation performance were product innovation and business process innovation. Cross-sectional country-level data from CIS 2018 for 17 countries within the EU region was used for our study. The OLS regression method was used for the analysis. While existing studies concentrate on inter-firm knowledge transfer and single country-level studies, our study focuses on a blend of intra-firm and intra-firm cross-country studies. We also emphasized the value of knowledge sharing and cognition in the knowledge transfer process toward achieving firm innovation performance. Our model was built on the knowledge-based view (KBV) and social network theory (SNT). We found that cross-functional workgroups, conferences, trade fairs and exhibitions have a positive significant impact on both product and business process innovation. Published patent had a significant impact on product innovation but was not statistically significant for business process innovation. In conclusion, we found that intra-firm knowledge-sharing activities impact more on innovation performance of firms more than inter-firm knowledge-sharing activities of firms in the EU. Our study is limited to using cross-sectional data and the number of countries within the EU involved in the study. We believe longitudinal data and the involvement of more EU countries in future studies will yield robust findings for more reliable inferences. [ABSTRACT FROM AUTHOR]

In this study, the main objective is to understand how the international assignment is related to the acquisition and transfer of knowledge. As specific objectives, we intend to understand the international assignments motivations and to explore how the international assignment can impact the employee's career development. Through an exploratory case study approach, a qualitative research methodology was used to collect data, using a semi-structured interview with a group of stakeholders from an international company (five expatriates and two organisational representatives of expatriations process) in order to answer to the following research questions which factors contribute to the acquisition and transfer of knowledge of expatriates in companies? and how does the acquisition and transfer of knowledge of expatriates in companies take place? The interviews were verbatim transcript and data analysed according to thematic analysis procedures. Our findings show that expatriates are simultaneously agents of knowledge acquisition and knowledge transferring. In addition, expatriates have many high expectations about the useful of their knowledge transferring to home company, specifically in their organisational career evolution and for business innovation and competitiveness. Using the findings, on the one hand international companies can improve human resources system to fit their support practices to needs and expectations of their expatriates after return to home company. On the other hand, the knowledge brought from expatriation, helps organisations at the strategic level through market knowledge and enables the implementation of international innovation human resources policies and practices, contributing to the globalisation of the company. Some conclusions to the contributes to the knowledge management will be highlighted in the last part of the paper. [ABSTRACT FROM AUTHOR]

With globalization firmly entrenched into virtually every facet of our society, whether consumer, industrial, financial, or even social, there is an emerging need to understand the processes, systems, and organizational mechanisms that contribute to the success, or lack there of, of international projects managed by international teams. At the core of such international company systems and teams is the notion that correct global knowledge transfer needs to take place so that the probability of success of these projects and teams can be optimized; thus benefiting all stakeholders whether customers, supplier-companies, or employees of both customer and supplier companies. This is a fundamental relationship of delivering value thru the knowledge transfer structure of an international organization and, additionally, understanding to what level knowledge management and transfer is effective in that organization. This paper expands upon previous research by the author in the investigation, identification, and analysis of factors and attributes associated with success of international projects and the relationship of these factors to a international corporation's global knowledge transfer structure. A quantitative model of the Knowledge Transfer / Project Success Relationship was established using a comprehensive, multilingual (English, German, Italian, Japanese) survey targeting international industrial machinery companies in the U.S., Europe, and Japan. The data-gathering process successfully provided a response rate of 41% with data from 69 international companies. The practical benefit of the established model is its utilization of a specifically-defined set of attributes and relationships that can be used in simulations and ultimately for setting up optimized knowledge transfer channels within various operations of any international company within our scope covering industrial machinery in the U.S., Europe, and Japan. These channels can enable the operations of these companies to be better equipped in managing larger scale international projects which require optimal information flow critical to project and business success. Furthermore, our research can be used by international industrial machinery companies who are considering establishing operations in the U.S., Europe, Japan, and even the rest of Asia depending on the cultural proximity of certain attributes described in our work. In an attempt to establish a greater utility of the theory proposed, the paper will further present the practical operationalization of the quantitative model into a software-based decision tool program which can contribute to improved decision-making capabilities by various individuals in an organization from knowledge workers to project managers. This decision-tool software will be graphically-based and will provide a comprehensive framework from which key indicators such as probability of project success, knowledge transfer index, and others, can be utilized in global projects [ABSTRACT FROM AUTHOR]

The views expressed in this paper are those of the author and do not represent the official policy of Canada DND/CF, NATO or NATO School. "Demoralized by leadership failures and struggling to prioritize its workload, the Mounties [Royal Canadian Mounted Police - RCMP] have been waiting for months for the federal government to appoint a new commander. Under the status quo, a proliferation of fiefdoms within the RCMP leaves commanders raiding each other's budgets for resources, and starving some important programs to feed others." This review of the Auditor General's annual report to the Canadian parliament (Globe & Mail, 10 June 2011) is a good example of a public service organization that is struggling to effectively integrate the top-down achievement of organizational objectives with satisfying the bottom-up operational demands of the organization. While the RCMP may not have had a commander/CEO in place, there are many organizations that do and yet they still suffer the same 'workload-fiefdom' fate because they lack the institutional leadership to pull it all together. There does exist a 'private sector' organizational development discipline that can address this phenomenon - Knowledge Management (KM). KM is not so much a discipline unto itself as it is the namesake for all the multi-disciplined approaches that make up the institutional performance dichotomy of making sense of the world so that we can act more effectively in it. These two fundamentally different ways of "seeing the world" are part of the challenge of KM because right from the outset each paradigm takes the KM professional down a completely different path to defining what KM is all about. Like most organizations, the North Atlantic Treaty Organization (NATO) has also struggled to make sense of the complexities of the new Information Age at a time when the operational perspectives, perceptions and different organizational maturity models of 28 different nations, not to mention the different cultures and sub-cultures of their armies, navies and air forces often vary. NATO has recently coined a new term called Information and Knowledge Management (IKM) and produced an IKM Vision/Concept that envisions transforming into a truly 21st Century Knowledge Centric Organization (KCO). The title of this paper is intended to solicit interest in a holistic approach to knowledge transfer and information management that will bring together both the organizational and operational perspectives of KM. This paper introduces a holistic framework that integrates both KM perspectives in order to ensure better decision-making throughout all levels of the organization; ie, the simultaneous achievement of long-term 'organizational' objectives and short-term 'operational' requirements. This KM Institutional Effectiveness Framework forms the basis for the IKM Blueprint for Action that is intended to provide the institutional leader with a big picture 'tool' for implementing the tenets of KM. The 'organizational' component of the framework has a heavy top-down organizational strategic change focus to it, while the 'operational' component draws upon bottom-up business requirements necessary to maximize overall organizational and operational efficiency and effectiveness (MOOEE). For this integrated KM framework and accompanying blueprint to actually improve overall organizational performance in complex environments, leaders across the organization will have to face the fact that institutional leadership is an inconvenient but vital truth of the 21st Century! [ABSTRACT FROM AUTHOR]

Today's society is often described as a "knowledge society". Accordingly, knowledge transfer plays a pivotal role for innovation and economic development. In this light, universities have often been the focus of interest for research and practice in recent years. However, the perspective of the knowledge recipient in this process is very much neglected. Thus, this paper concentrates on the Not-Invented-Here syndrome in academia. We develop a robust measurement model and test this construct and 8 potential antecedents in a structural equation model. The sample consists of 477 German university professors from the natural sciences. We figure out that 4 of the hypotheses find support in the data. Especially, experience and a knowledge sharing-friendly environment help to decrease a potential NIH infection of academic scientists. At the end of the paper, practical implications for industrial managers and university policy-makers are derived. [ABSTRACT FROM AUTHOR]

Today's society is often described as a "knowledge society". Accordingly, knowledge transfer plays a pivotal role for innovation and economic development. In this light, universities have often been the focus of interest for research and practice in recent years. However, the perspective of the knowledge recipient in this process is very much neglected. Thus, this paper concentrates on the Not-Invented-Here syndrome in academia. We develop a robust measurement model and test this construct and 8 potential antecedents in a structural equation model. The sample consists of 477 German university professors from the natural sciences. We figure out that 4 of the hypotheses find support in the data. Especially, experience and a knowledge sharing-friendly environment help to decrease a potential NIH infection of academic scientists. At the end of the paper, practical implications for industrial managers and university policy-makers are derived. [ABSTRACT FROM AUTHOR]

An organisation's competitive advantage depends on its ability to transfer knowledge effectively. Research suggests that knowledge transfer remains a problem for many organisations. More work needs to be done to contribute to the understanding of how organisational knowledge transfer can be improved. This paper aims to address this issue by using a formal modelling approach to represent the process of knowledge transfer within organisations. A process algebra named Communicating Sequential Processes (CSP) is used for this purpose (Hoare, 1986). This allows low-level details to be modelled meticulously and the efficacy of the process to be analysed using formal tools. Based on Tong and Ayres' (2009) work, the researchers use basic CSP building blocks to represent a set of people's behaviours in the process of knowledge transfer. An initial analysis of this formal transfer model is also conducted. The application of CSP in analysing knowledge transfer models is a novel idea. It is expected that this study explores a new direction of studying human knowledge related processes in this field. [ABSTRACT FROM AUTHOR]

Rapid developments in new technologies and the explosion in digital connectivity have led to a growing recognition of the importance of knowledge management as a critical resource for competitive advantage. These developments present both opportunities and challenges for governments, who are compelled to adopt new management tools and techniques. As such improved knowledge management has become essential for public sector organizations at national, regional and local levels. The creation and transfer of knowledge has become a critical factor in the public sector organizations' quest for high quality decision-making, and service delivery. Communicating professional knowledge is a key ingredient in KM processes. This paper examines the key issues and communication challenges faced by small municipalities in their endeavour to implement knowledge management programs. It draws its material from a survey data collected from a small municipality in Norway. The paper highlights the role of adequate and inadequate communication behaviour patterns for knowledge transfer at local government levels. [ABSTRACT FROM AUTHOR]

Globalization is largely driven by organizations' need to expand the sources for inputs to the respective value chains and/or by exploring new market opportunities. When engaging in global activities, organizations are attempting economies of scale or of scope. Research on the resulting strategies accordingly categorizes these along their level of intended cost savings and of standardization versus local customization. Regardless of the chosen strategy, the organization needs to engage in cross-border knowledge exchange, and only limited research has explored the differential requirements for such cross-border knowledge transfer, that is essential to the success of any strategic approach. This paper posits that different regional strategies require different designs and tools for managing knowledge exchange. The following dimensions drive the design of the needed knowledge exchange processes: knowledge type (explicit or tacit), which is prescribed by the chosen strategy. The other aspect is the level of local responsiveness or customization of the strategy, which then results in two cultural dimensions, namely the ability to translate the knowledge content (making the knowledge known) and the ability to create a culturally acceptable exchange process (enabling the dissipation of knowledge). Building on previous work, (Klingenberg and Rothberg, 2009), this paper refines and discusses a prescriptive framework that captures these dimensions, and allows placing the different strategies followed by globally active organizations. [ABSTRACT FROM AUTHOR]

The research on project learning has recognised the significance of knowledge transfer in project based organisations (PBOs). Effective knowledge transfer across projects avoids reinventions, enhances knowledge creation and saves lots of time that is crucial in project environment. In order to facilitate knowledge transfer, many PBOs have invested lots of financial and human resources to implement IT-based knowledge repository. However, some empirical studies found that employees would rather turn for knowledge to colleagues despite their ready access to IT-based knowledge repository. Therefore, it is apparent that social networks play a pivotal role in the knowledge transfer across projects. Some scholars attempt to explore the effect of network structure on knowledge transfer and performance, however, focused only on egocentric networks and the groups' internal social networks. It has been found that the project's external social network is also critical, in that the team members can not handle critical situations and accomplish the projects on time without the assistance and knowledge from external sources. To date, the influence of the structure of a project team's internal and external social networks on project performance, and the interrelation between both networks are barely known. In order to obtain such knowledge, this paper explores the interrelation between the structure of a project team's internal and external social networks, and their effect on the project team's performance. Data is gathered through survey questionnaire distributed online to respondents. Collected data is analysed applying social network analysis (SNA) tools and SPSS. The theoretical contribution of this paper is the knowledge of the interrelation between the structure of a project team's internal and external social networks and their influence on the project team's performance. The practical contribution lies in the guideline to be proposed for constructing the structure of project team's internal and external social networks. [ABSTRACT FROM AUTHOR]

Knowledge has been recognised as an important organisational asset that increases in value when shared; the opposite to other organisational assets which decrease in value during their exploitation. Effective knowledge transfer in organisations helps to achieve and maintain competitive advantage and ultimately organisational success. So far, the research on knowledge transfer has focused on traditional (functional) organisations. Only recently has attention been directed towards knowledge transfer in projects. Existing research on project learning has recognised the need for knowledge transfer within and across projects in project-based organisations (PBOs). Most projects can provide valuable new knowledge from unexpected actions, approaches or problems experienced during the project phases. The aim of this paper is to demonstrate the impact of unique projects characteristics on knowledge transfer in PBO. This is accomplished through review of the literature and a series of interviews with senior project practitioners. The interviews complement the findings from the literature. Knowledge transfer in projects occurs by social communication and transfer of lessons learned where project management offices (PMOs) and project managers play significant roles in enhancing knowledge transfer and communication within the PBO and across projects. They act as connectors between projects and the PBO 'hub'. Moreover, some project management processes naturally facilitate knowledge transfer across projects. On the other hand, PBOs face communication challenges due to unique and temporary characteristics of projects. The distance between projects and the lack or weakness of formal links across projects, create communication problems that impede knowledge transfer across projects. The main contribution of this paper is to demonstrate that both social communication and explicit informational channels play important role in inter-project knowledge transfer. Interviews also revealed the important role organisational culture play in knowledge transfer in PBOs. [ABSTRACT FROM AUTHOR]

Theorists and researchers in the field of Knowledge Management are frequently frustrated by issues with concept definition, as illustrated by the following comment "there remains disagreement on methodologies, definitions and processes" from the summary article "Issues Raised at ECKM, 2008". How can we clearly define constructs of interest? How can we further research and understanding in the field if we are speaking with different vocabularies? This paper illustrates some of these issues by describing the concept definition process involved in the development of an organizational memory scale. The example being used to illustrate these issues was a self-report scale of organizational memory developed to survey experienced workers' attitudes to mentoring others to pass on their knowledge. The current research sought to differentiate between the types of organizational knowledge that experienced workers have and the possible relationships these have with attitudes pertaining to knowledge transfer via mentoring. Defining the construct to be measured is the vital first ingredient in scale development. Many researchers lament that the concept of organizational memory is a "rather loosely defined and under-developed concept" (e.g. Johnson & Paper, 1998, p.504), and this hints at the challenges that concept definition can entail. Furthermore, in the early stages of this particular project it became clear that the organizational memory scale had similar aims, and was able to borrow from, an existing sale of organizational socialization (Chao, O'Leary-Kelly, Woolf, Klein & Gardner, 1994). This paper describes the concept definition process involved in the development of the scale along with results from the exploratory factor analysis. There is a discussion of the relative contribution that the organizational memory scale makes alongside the existing measure of socialization (Chao et al., 1994), along with goals for further development. [ABSTRACT FROM AUTHOR]

The selection of the most promising new product development projects is one of the most important decisions in a company. This decision affects the cost of failed projects, company’s profitability, and its survival. The selection of new product development projects with the greatest potential requires the evaluation criteria such as the projected sales volume, product price, and cost related to product design, prototype tests, production and promotion. The values for these criteria can be acquired from an expert or enterprise databases, in which the data related to past product development projects are stored. The paper aims to propose a framework for a knowledge management system for evaluating the potential of a new product. The proposed system enables knowledge acquisition from experts and information retrieval from enterprise databases (if a new product is similar to an existing product). This research develops the field of knowledge acquisition from experts towards selecting variables that are used to determine the similarity of a new and existing product, and values of criteria for evaluating a new product. Moreover, the paper presents a method for supporting project managers in predicting the sales and costs through using parametric models, in which variables are selected by an expert. The proposed knowledge management system combines expert knowledge with information retrieval from databases in project-oriented enterprises. As a result, this system enables more reliable evaluation of the potential of a new product. Furthermore, the proposed knowledge management system can be used for supporting decision makers in obtaining a range of evaluation criteria. In turn, these ranges are used in scenario and sensitivity analysis, expanding knowledge of possible variants for profitability of a new product. The proposed system helps companies capture the knowledge (e.g. from retiring employees) and use their own databases to improve accuracy evaluation of product attractiveness. [ABSTRACT FROM AUTHOR]

The main purpose of this research paper is to understand how artificial intelligence and machine learning applied to human behaviour has been treated, both theoretically and empirically, over the last twenty years, regarding predictive analytics and human profiling within organizational contexts. In order to achieve this goal, the authors performed a systematic literature review, as proposed by Tranfield, Denyer and Smart (2003), on selected databases and followed the PRISMA framework (Preferred Reporting Items for Systematic reviews and Meta-Analyses). The method is particularly suited for assessing emerging trends within multiple disciplines and therefore deemed the most suitable method for the purposes of this paper, which intents to survey and select papers according to their contribute towards theory building. By mapping what is known, this review will lay the groundwork, providing a timely insight into the current state of research on human behaviour profiling and its applications within organizational contexts. A total of 17795 papers resulted from the application of the research equations. The papers’ abstracts were screened according to the inclusion / exclusion criterions which resulted in 199 papers for analysis. This review showed that 60% of the research undertaken in the field has been done in the last three and a half years and there is no prominent author or academic journal, showing the emergence and the novelty of this research. [ABSTRACT FROM AUTHOR]

This paper aims to contribute to a new understanding of Knowledge Transfer (KT) through qualitative (ethnographic) research on the implementation of Knowledge Management System (KMS), as well as to a new body of theory around Knowledge Management in the field of Healthcare. By revisiting system thinking literature key philosophical concepts were used to explore the ways by which a hospital achieves and implements a KMS practically. Within this framework, a case study was conducted with a qualitative approach, and empirical data was collected by a series of in-depth, semi-structured interviews with a number of stakeholders, including strategic management, technicians and end users, in addition to participant observation and reviewing of documents related to implementation. Template analysis was also used as a data analysis method. This case study evidences that system thinking provides beneficial understandings alongside the decision making for KMS implementation stages. The findings illustrate that KT contributes to the integration of complex processes in everyday healthcare service activities. In addition, implementing KMS requires not only a particular intellectual conceptualization, but rather learning through practice. Learning by doing allows for an implementation process to become more responsive and adaptive along with workaday contingencies. In brief, this study outlines important aspects to be considered, such as flexibility, distributed leadership and end-user involvement. In this line, communication technologies and strategies, such Electronic Patient Record, among others, need additional enhancing processes that lead to more transparency in KT, including communications tools and methods. [ABSTRACT FROM AUTHOR]

The importance of knowledge as a company's resource has been a topic that has interested researchers for already a number of years (e.g. Mahr, Lievens and Blazevic 2013; Nonaka and Takeuchi 1995; Teece, Pisano and Shuen 1997). As companies realize the relevancy of knowledge as their main source of competitive advantage (Nonaka 1991, 96; Vargo and Lusch 2004, 9) and as we move towards a knowledge-based economy (e.g. Drucker 1990; Foray 2004), we see a shift towards knowledge-intensive activities (Foray 2004, 18). In this context, codification of knowledge becomes an essential part of economic action (Steinmueller 2000, 362) and codified knowledge is seen as a key characteristic of the development of modern economies (Ancori, Bureth and Cohendet 2000, 256). In this modern economies, we find evidence of the importance of the knowledge-intensive field of cultural and creative industries (CCIs), both in public administration (e.g. EC 2010) and in academic research (e.g. Potts and Cunningham 2008). Moreover, although industries operating in this sector have higher human capital than the aggregate economy (Potts and Cunningham 2008, 176), this field is mainly formed by freelancers (Europa Innova 2011, 9) who have been systematically neglected by academic literature (Leighton 2015). Due to the importance of knowledge, there is a need to focus on the routines and processes organizations use to acquire, assimilate, transform, and exploit it (Zahra and George 2002, 199), but also to keep in mind that the practices followed by freelancers are likely to differ because of their need to compensate their lack of internal processes by relaying on external ones (Lichtenthaler 2011, 82). Taking this context into account, this article has the objective to look at knowledge conversion in development processes by freelancers in the field of CCIs. The aim of this article is twofold. Firstly, it aims at providing a plausible explanation on how knowledge conversion occurs between clients and freelancers in development processes. Secondly, due to the special characteristics of CCIs (Potts et al, 2008, 168) and the heterogeneity of freelancers (Rapelli 2012, 7), this article aims at analysing how this knowledge conversion process has differences or similarities with models applicable to larger organizations and/or different fields. In order to address these two aims, this paper relies on a dataset comprising twelve development projects. More specifically, primary data were collected in Spain through semi-structured interviews conducted with seven freelancers in January and February 2016. Alongside, secondary data were used with the aim of triangulation. The analysis of these data exposed a general knowledge transfer process in which freelancers engage with the aim of understanding and codifying client's knowledge. The process starts with the creation of an abstract, general, concept which is then turned into stories, keywords and more concrete concepts that are used as the raw material for the final design. The analysis of the interviews revealed certain patterns related to knowledge conversion with a focus on dialogue between client and designer, and the use of metaphors and boundary objects as means to assure the achievement of shared understanding. [ABSTRACT FROM AUTHOR]

The success of a modern public sector depends on knowledge sharing and transfer (KST). This study was motivated by the lack of qualitative studies in the public sector to gain in-depth knowledge of the factors which facilitate KST. While KST is acknowledged to be a critical success factor (CSF) for organisational survival, these factors are under-explored in South Africa (SA). This paper reports on an exploratory study undertaken in the SA public sector to identify the formal and informal practice-based factors which facilitate effective KST. The aim of the study is to investigate two research questions, identify antecedent KST factors in the SA and to investigate the enabling factors which facilitate effective KST amongst employees in the public sector. Qualitative data was collected by semi-structured interviews, guided by the antecedent and enabling research objectives. Data was collected from a purposeful sample of managers in the transport sector. The qualitative interviews were analysed by means of thematic analysis, to interpret the data to identify the CSF which facilitate effective KST in the South African public sector. The study identified two categories of CSF, essential antecedent and complementary enabling practices which combine to facilitate effective KST. Knowledge governance factors, knowledge strategy and change management factors were classified as essential antecedent practices. KST motivation factors and KST enablers, trust, culture, rewards, social networks, and adult learning methods were identified and classified as complementary practices. To solve KST problems, the study elaborates on past research and the blend of complementary and essential practices to facilitate KST in the public sector. The study modifies the literature on KST drivers suggesting how essential and complementary enabling factors facilitates KST. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to analyse knowledge exchange between KIBS firms and their clients, and their potential determinants (e.g. client's education, type of the service offered, channel of the knowledge exchange, and willingness of the customer to accept the knowledge). The paper is based on a literature analysis and a case study research, examining 5 KIBS firms located in the Pomeranian region in Poland. Methodology: On the basis of a literature analysis on KM and KIBS companies, the following research question was formulated: What are the determinants of a knowledge exchange between a KIBS firm and its client? To answer this question, five case studies from KIBS companies of various sizes and offering various services have been examined. Findings: The results of the study show that there are different determinants of knowledge exchange between a KIBS firm and its customer. First of all, the type of service delivered is one of these factors. For example, if a KIBS firm delivers a standard solution, not tailored to the needs of the customer, there is no need for an intensive knowledge exchange. Conversely, if the KIBS service is adjusted for fitting the needs of a customer and is customized, then an intensive knowledge exchange takes place. Second, the openness of the customer is the next determinant. If the customer wants to learn and absorb knowledge, the knowledge exchange process is easier. Third, the channel of knowledge exchange is also determinant. If there are good conditions for free flows of ideas and discussions, knowledge exchange is more abundant. Another determinant appeared to be the education background of the customer. Research limitations: Research results are limited to five companies only, all located in Poland. As such, they cannot illustrate the whole picture of existing small companies, nor they cover the companies of other countries. Practical implications: The findings of both literature review and case study analysis indicate that there are several factors that KIBS firms should focus on, if they want to improve knowledge exchanges with their customers. Originality/value: The paper contributes to a better understanding of knowledge exchange processes occurring in a trade relationship between KIBS firms and their customers. It shows why and when this kind of exchange is crucial and what factors can influence it. [ABSTRACT FROM AUTHOR]

This paper describes the tensions within the university and industry relationship. Tensions arise due to the distinct types of knowledge, diverse interests and agendas held by different parties within this unique relationship. Many of these tensions are captured in established debates such as the relative importance of rigour or relevance in research; theory versus practice; nature of knowledge versus knowledge application; exploitation versus exploration; questions around the benefits of supporting pure or applied research; and/or the expectations surrounding the activities of academics to support industry i.e. the academic-practitioner relationship. As a result, the dual demands are challenging to meet which creates a gap between the two. These tensions have been mostly presented and discussed as dualisms, often resulting in contradictions and paradoxes that need to be resolved. We argue that these tensions are indeed complementary or can be expressed as dualities. As such, contradictions and paradoxes should be accepted and analysed as being inherent in university-industry relationship. Thus, we address the seminal questions on how to bridge the theory-practice divide and produce knowledge in society. By moving away from dualism and employing duality we discuss the nuances inherent in academic-practitioner engagement. The paper integrates relevant literature to propose a framework for understanding the tensions in the gap. It explores the strain inherent in engaging diverse views rather than ways to eliminate the gap. Thus, it employs arbitrage by espousing duality whilst using multi-method approach to examine the academic-practitioner engagement. Our contribution to knowledge management is that the dynamics inherent in contradictions and paradoxes aid rather than hinder knowledge transfer. This paper concludes by arguing that strategies for literal knowledge transfer as means to bridge the theory-practice divide are failed strategies. The strategies should be replaced with approaches around collaboration through arbitrage -- espousing duality without diminishing the place or importance of dualism. [ABSTRACT FROM AUTHOR]

There is interest in various forms of knowledge management, including communities of practice. However, there are no confirmed results on the conditions for success, while organizations expect substantial gains from knowledge development. Communities of practice are seen as a source of knowledge management, and in the end of competitiveness and innovation. The interest arises from this objective of knowledge management and innovation, but it is a specific form of knowledge management, in principle more centred on the individuals and their exchanges than on "management" by the firm, although the firm has a role to play in fostering such initiatives. Thus, the use of communities of practice has emerged as a way to develop collective skills and organizational knowledge, in order to foster innovation and success for organizations. The main contribution of this paper is that it identifies the conditions for success of communities of practice as a mode of knowledge management and knowledge sharing, as these conditions have not been confirmed in previous work. The paper first defines this form of knowledge sharing through communities of practice. It then presents some of the results concerning success, specifically satisfaction and attainment of objectives, as success is defined in this way. This is done on the basis of various case studies of communities of practice which were studied over a period of one year. The empirical results are based on a questionnaire survey administered to the participants of these communities of practice, but also on qualitative interviews and regular work and exchanges with some of the animators/managers and participants in these communities of practice. Some interesting differences are observed according to age and gender, as well as some challenges that were observed in the knowledge-sharing process, and which are often underestimated. The paper identifies some conditions which explain success, defined as attainment of objectives, and these are: commitment and motivation of participants for the attainment of objectives, as well as the presence of a leader, animator or steward. These preconditions for success confirm and extend what is documented in the literature, especially in the seminal work of Wenger and Lave (1991). [ABSTRACT FROM AUTHOR]

This paper explores aspects of knowledge sharing; the creation and alteration of knowledge within the complex and turbulent systems of four major functional uses as well as within their fused versions identified amid students of one mid-size British University, on both micro and macro levels. The uses that have been examined are Cognitive Enhancement, Physical Performance Enhancement, Physical Transformation and Health - Treatment and Prevention. This qualitative study applied combined methodological approaches of phenomenology and ethnography, adopting concepts of domestication and boundary-work as a main theoretical framework. Various qualitative data originating from physical and online environments (three social media platforms) were collected from 36 subjects. Drawing onto Bronfenbrenner's bioecological model, this paper utilises its simplified version. This depicts links found at subjects within micro (family, friends, colleagues) and macro level (social media platforms) as well as amid these levels themselves, where an array of complex knowledge; posing a significant importance to specific functional (fused) uses; were shared, created and/or modified and further disseminated. In view of gathered data communicating a frequent occurrence of advertising products and practices for multiple purposes, manifesting at the macro level, the research proposes and adopts a novel 5th dimension of the domestication concept and four new instances of boundary-work. These represent substantial conceptual developments which together with presented empirical data exploring various links and interdependencies serve as a solid base to a future research that could investigate such relationships on larger - quantitative scale. Various combinations of the 5th dimension and novel instances of boundarywork were found in 69% of participants. This represents a significant involvement originating directly out of the macro level where variety of social media influencers operate, fuelling participants' functional (fused) uses particularly by sharing of knowledge and promotion of related products and practices. [ABSTRACT FROM AUTHOR]

Purpose Academic industry collaborations (AIC) are increasingly seen as a key part of national innovation policies as an approach to creating and exploiting knowledge. They, however, present a complex challenge in terms of knowledge management. This is partly due to the wide range of stakeholders, the input of government policy, and also the different cultures, practices and expectations of those involved. The research questions are as follows: RQ1: How do participants perceive and experience knowledge creation and transfer in academic industry collaborations? RQ2: How can the intersection between knowledge management literature and AIC inform and improve both disciplines and practices? Methods (1) An analysis of KM literature in terms of AIC. (2) Exploratory in-depth interviews with participant stakeholders of AIC projects. (3) Findings are then analysed in terms of existing concepts in KM literature. Findings Initial findings suggest that a more in-depth acknowledgement of the role of power, tensions and differences between stakeholders is important in understanding and improving the innovation potential of AIC projects. A more nuanced understanding of knowledge transfer is also needed with tailored approaches for particular project stages and organisations. Practical Implications The role of academic industry collaborations in fostering innovation by facilitating knowledge creation and transfer is seen as increasingly important as a social and political priority but KM has so far not yet engaged fully with this. This paper suggests that extending KM from a primarily organisation level focus to a broader societal focus would be a useful development. [ABSTRACT FROM AUTHOR]

Management challenges do not come any bigger for the Kingdom of Saudi Arabia (KSA) public and private sector organizations than the current one. The Kingdom is currently facing unprecedented challenges, both fiscally and in its demographics, with heightened competition in the energy market and a big increase in the number of Saudis reaching working age. After a decade of sustained oil-based growth, KSA is at a transition towards knowledge-based economy. Today, achieving that goal has become essential. To address change challenges, knowledge is increasingly accessed and shared across different functional departments and professionals. This knowledge interdependence creates new management challenges resulting from the risks and difficulties of knowledge transactions across boundaries. Providing access to key tacit and explicit knowledge to decision makers during potential changes seems to be critical for effective decision-making. Recent technological developments have made a significant and positive impact on the ability and desire to manage knowledge. Therefore, the aim of this paper is to critically appraise and document the main challenges associated with managing knowledge in the KSA public sector organizations. A web based, online questionnaire survey method was employed to collect data. Descriptive analysis was used to analyse the data obtained from the 107 completed and usable questionnaire for inference and conclusion. The results show that all challenges for managing knowledge, apart from lack of knowledge management framework and lack of business case for knowledge management, are not significant (>0.05), and therefore, there are no significant statistical variations between the responses of the 'directors' and 'managers'. The paper concludes that to gain competitive advantage, it is necessary for KSA public sector decision makers to recognise the ultimate key to organisations successfully embracing KM initiatives into daily operation is leadership. Effective leadership requires a particular set of attributes that enables to extract ideas and knowledge from stakeholders and transfer this knowledge into organisational assets. [ABSTRACT FROM AUTHOR]

For a number of different reasons the cooperation between Digital Innovation Labs (e.g. FabLabs) and Small and Medium Enterprises (SMEs) is currently not being used to its full extent. This paper reports on the results of an applied research project in Italy and Austria that aims at supervising, stimulating and assisting the cooperation between Labs and SMEs with a number of pilot projects that have been executed on different locations in two countries. It sheds light on the challenges and direct as well as indirect benefits of such a cooperation for all involved partners. The findings of the specific projects are used to derive a generalized Cooperation Model for FabLabs and SME ("CoMod"). This model can be used to provide guidance to other Labs and SMEs to realize the benefits of a collaborative Innovation project. For the Knowledge Management community, the project demonstrates, that the collaboration between Labs and SMEs involves significant amounts of tacit knowledge, which can be made more visible using our model. [ABSTRACT FROM AUTHOR]

Employee departure, promotion, transfer, or retirement puts organizations at risk of losing critical knowledge. This loss can be mitigated through activities that identify critical knowledge and construct a plan for its transfer from incumbent employees to their successors. Consequently, organizations need to develop and implement a comprehensive knowledge continuity management (KCM) strategy.Although KCM frameworks exist, they are highly domain and context specific, being developed for a certain work environment. This makes them difficult to generalize to other environments. Moreover, they have divergent terminology, stages, and activities, making it challenging to establish practical guidelines and organizational strategies using more than one approach. The purpose of this study is to methodologically construct a comprehensive KCM framework built with stages and associated activities of well-established frameworks. This paper presents a summarized review of twelve theoretical frameworks from three related areas of research: human capital management, succession planning, and knowledge management (KCM, knowledge loss, knowledge retention). Commonalities in stages and activities are discussed, based on content, narrative, and thematic analyses. The findings point to five thematic similarities: 1) conducting a knowledge audit; 2) establishing the KCM objectives and scope, and assigning responsibilities; 3) planning the KCM implementation and conducting a pilot; 4) performing the knowledge transfer; and 5) integrating the KCM into the organizational culture and establishing support programs. These themes constitute the basis of sequencing stages and assigning corresponding activities in a proposed KCM framework. [ABSTRACT FROM AUTHOR]