International Journal of Information Management, 8 (5), 2008 – interesting articles

[Deutscher Titel: International Journal of Information Management, 8 (5), 2008 – interessante Artikel (Text übersetzen: Deutsch)]

International Journal of Information Management
Volume 28, Issue 5, October 2008

Organisational innovation as part of knowledge management 403-412
Jon-Arild Johannessen
Abstract: The objective of this paper is to contribute to a perspective on economic performance, i.e. the interaction between norms specific to a company, the knowledge basis of the company and innovation.
The questions we will try to shed light on in this article are: what is the connection between norms specific to the company, the knowledge basis of the company and innovation?
We will argue that norms specific to the company, knowledge development and innovation strategies are closely linked, in order to promote competitive advantages at the company level. We will present and discuss a model in this connection. At the end of the article we will integrate this model and develop policy implications. We will see norms specific to the company in the light of social autopoiesis theory. It is this theory which will be used when evaluating the importance of knowledge development and innovation.
The main thesis in the article is that a company’s capabilities are primarily developed on the basis of social norms and values already existing in the social relations of the company. This in turn influences how the company develops and applies the knowledge basis, thus influencing innovation strategies.
Keywords: Innovation; Tacit knowledge; Hidden knowledge; Normative closed; Cognitive open
DOI (Link): http://dx.doi.org/10.1016/j.ijinfomgt.2008.04.007

Sources of knowledge acquisition and patterns of knowledge-sharing behaviors—An empirical study of Taiwanese high-tech firms 423-432
Min-Shi Liu, Nien-Chi Liu
Abstract: The new knowledge acquisition and sharing stage represents the start of the organization’s overall knowledge creation process. It is especially important for contributing to the critical foundation of organizational knowledge creation. This study explores the relationship between employees’ knowledge acquisition sources and the patterns of knowledge-sharing behaviors. We use structural equation modeling to test a sample of R&D professionals from high-tech companies in Taiwan. Data analysis suggests that most employees prefer to acquire knowledge from, and share knowledge with, their team members. This implies that greater familiarity between team members and strengthened cooperative relationships foster productivity. Furthermore, employees should be encouraged to participate in professional communities in order to acquire new knowledge. Knowledge acquired via these channels will facilitate the sharing of R&D knowledge within the organization.
Keywords: Knowledge innovation; Knowledge acquisition; Knowledge sharing; Structural equation modeling; Taiwan high-tech companies
DOI (Link): http://dx.doi.org/10.1016/j.ijinfomgt.2008.01.005

A business process-oriented method of KM solution design: A case study of Samsung Electronics 433-437
Peter Baloh, Katharina Uthicke, Gyewan Moon
Abstract: Improving how knowledge is leveraged in organizations for improved business performance is today considered as a major organizational change. Knowledge management (KM) projects are stigmatized as demanding, fuzzy and complex, with questionable outcomes—more than 70% of them do not deliver what they promised. A case of Samsung Electronics mobile branch we present shows how KM projects can be more successful if they are treated as business process-oriented organizational change projects. Both organizations and academia can stand on the shoulders of giants as previous experience and research in that area is rich. Adding the KM flavor to such organizational change is the goal of this case study; the learning outcomes include a six-step KM solution design method, a justification for the business process level of analysis and managerial action, and the need for modest and just-do-it approach when introducing KM-related organizational interventions.
Keywords: Knowledge management solution design; Organizational design; Business process change
DOI (Link): http://dx.doi.org/10.1016/j.ijinfomgt.2008.05.004

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