Knowledge Management & HRM

Right Questions to Capture Knowledge Download article Theresia Olsson Neve Electronic Journal of Knowledge Management | 2003 Submitted by nicolas Team Coordination, Communication and Knowledge Sharing in SMEs and Large Organisations Download article Brigitte Steinheider and Suliman Al-Hawamdeh Journal of Information & Knowledge Management, | 2004 Submitted by nicolas In this paper the impact of organisational size and team structure on team coordination, communication and knowledge sharing in German R&D departmentswe investigated, as well as the department heads’ satisfaction with team performance. Enhancing Organisational Creativity Through Socialisation Download article Meliha Handzic and Mark Chaimungkalanont The Electronic Journal of Knowledge Management | 2004 Submitted by nicolas The objective of this study was to empirically examine through an industry survey, the impact of socialisation on organisational creativity. The results of the study show a strong and significant positive relationship between informal as well as organised forms of socialisation and creativity. The results also indicate that informal socialisation had a stronger positive effect on creativity than organised socialisation. Personality, attitude, and leader influences on divergent thinking and creativity in organizations. Download article Scott David Williams European Journal of Innovation Management, Volume 7 - Number 3 - pp. 187-204 | 2004 Submitted by nikos This study presents and tests an interactionist, divergent-thinking based model of individual creativity in organizations. Openness to experience is a personality trait that relates to divergent thinking and, therefore, is hypothesized to be related to creative performance in organizations. The effects of openness to experience are likely to be partially mediated by an individual’sattitude toward divergent thinking (ATDT). Knowledge management effectiveness factors: the role of HRM Download article Victor Oltra Journal of knowledge management, Vol. 9 No. 4, | 2005 Submitted by nikos Within the search of the key factors that explain knowledge management (KM) effectiveness, this paper aims to advance a simultaneously conceptual and practical framework that links human resource management (HRM) and KM. KM-enhancing recommendations for practitioners are discussed. Special emphasis is placed on the great complexity that social and cultural issues pose on KM, and on senior managers’ key actions aimed at involving the HR function more in KM strategy development. This paper tackles KM-related social and cultural issues through a broad but practical HRM perspective. It helps to advance a better understanding of the causes of KM success or failure, useful both to academics seeking theory building and to practitioners interested in insightful advice. Knowledge management initiatives: learning from failure Download article John Storey and Elizabeth Barnett Journal of knowledge Management - Vol 4, No. 2 | 2000 Submitted by terry Large numbers of organizations are taking great interest in the idea of knowledge management and many are launching knowledge management initiatives programmes. A large portion of such initiatives will fail. The purpose of this article is to examine, in some unusual detail, a significant example of a failed knowledge management initiative in order to analyze what went wrong and to identify the key learning points. The role of borads of directors in small and and medium-sized firms Download article R.J. Bennett and P.J. Robson Journal of Small Business and Enterprise Development | 2004 Submitted by terry The characteristics and structure of boards of directors have been claimed to be very important in businesses and in influencing of large firms, which have not been as closely examined as small firms. For large firms, the role of boards acts more as a substitute for the development of internal staff and management skills. This indicates that for large firms directors chiefly support the control role of CEOs. A key finding in this paper is that there is little evidence of a strong association of board size, board qualifications, or board structure with firm performance, measured by profitability, employment growth or propensity to innovate. Organizational Culture and Knowledge Management Success: Assessing The Behavior–Performance Continuum Download article Pierre A. Balthazard and Robert A. Cooke Proceedings of the 37th Hawaii International Conference on System Sciences | 2004 Submitted by terry Traditionally, culture has been assessed by qualitative methods. However, quantitative approaches such as culture surveys offer important advantages for both cross-sectional organizational research and knowledge-based cultural change initiatives. The Organizational Culture Inventory© (OCI), an instrument designed for such uses, profiles the culture of organizations and their sub-units in terms of behavioral norms and expectations. Following a review of seminal concepts relevant to organizational culture, this paper presents a framework depicting the relationship between culture and outcomes that are consistent with successful KM environments. An examination of the data provided by approximately 60,000 OCI respondents indicates that the inventory is a powerful indicator of outcomes, which are related to both individual and organizational criteria. Knowledge strategies, firm types, and complementarity in human-resource practices Download article Keld Laursen and Volker Mahnke Copenhagen Business School, | 2000 Submitted by terry This paper argues that complementary human resource practices play an important role in the development of a knowledge-based theory of firm differences. This paper addresses this gap by investigating the impact of firm type, knowledge strategies pursued, and external linkages on the application of complementarity human resource practices in a multisectoral sample of 684 manufacturing and 1,216 non-manufacturing firms. Wedevelop hypotheses from the knowledge-based perspective, the theory of complementarity, and the strategic human resource literature. The results support prior findings about complementarity between human resource practices, but complementarity effects differ in strength. Barriers and Facilitators to Knowledge Capture and Transfer in Project-Based Firms Download article Dr. Jeremy Hall, Dr. Jonathan Sapsed, Kelly Williams University of Calgary, Unversity of Brighton, University of Calgary | 2004 Submitted by terry The objective of this paper is to increase people's understanding of knowledge management policies in project-based organisations from a human resource management perspective, a neglected dimension in the knowledge management discourse (Scarbrough & Swan, 1999). We hypothesise that incentive structures play a major role in the operational success or failure of knowledge capture and transfer policies. More specifically, conflicts and inconsistencies in incentives lead to variances in whether or not these policies are successful. The paper analyses three empirically grounded models of knowledge management in project-based firms, and works towards a framework drawn from three literatures; knowledge management, the resource-based view of the firm and agency theory. Knowledge Management and e-Human Resource Management Download article Ernst Biesalski Forschungszentrum Informatik (FZI) & Daimler Chrysler AG, Plant Worth | 2002 Submitted by terry