Proceedings

ofthe
13thEuropeanConferenceon
KnowledgeManagement
UniversidadPolitcnica
deCartagena,Spain
67September2012

Editedby
DrJuanGabrielCegarra
UniversidadPolitcnicadeCartagena,
Cartagena,Spain

CopyrightTheAuthors,2012.AllRightsReserved.
Noreproduction,copyortransmissionmaybemadewithoutwrittenper
missionfromtheindividualauthors.
Papers have been doubleblind peer reviewed before final submission to
the conference. Initially, paper abstracts were read and selected by the
conferencepanelforsubmissionaspossiblepapersfortheconference.
Many thanks to the reviewers who helped ensure the quality of the full
papers.
These Conference Proceedings have been submitted to Thomson ISI for
indexing.
Further copies of this book and previous years proceedings can be pur
chasedfromhttp://academicbookshop.com
CDversionISBN:9781908272645
CDversionISSN:2048898X
BookversionISBN:9781908272638
BookVersionISSN:20488963

PublishedbyAcademicPublishingInternationalLimited
Reading
UK
441189724148
www.academicpublishing.org

Contents
PaperTitle

Author(s)

Guide Page
Page No.

Preface

xxiv

xxiv

Conferencecommittee

xxvi

xxvi

Biographies

xxx

xxx

TheImpactofthePerceived
ExpatriatesLeadershipStyleson
ThaiSubordinatesIntentionto
ShareKnowledge

PichamonAdulavidhaya 1
andVincentRibire

CreatingChangeAgentsNetwork
(CAN)forLeveragingKMChange

YashaAfsharJaliliand
DouglasWeidner

10

ExploitationandOrganizational
Performance:TheRoleofold
KnowledgeandAbsorptive
CapacityReviewed

HammadyAhmedDine
Rabeh,DanielJimenz
JimenzandMicaela
MartnezCosta

20

OrganisationalReadinessfor
KnowledgeManagement:
UniversityofBahrainCaseStudy

YousifAlBastakiand
AmaniShajera

28

KnowledgeSharinginNetworks
WithintheHealthcareSector:
MeasuringKnowledge
ManagementCapabilities

MarisaBarbeira,Mrio 5
FrancoandHeikoHaase

37

ChanceEncounters:Wheredo
TheyTakePlaceandWhatisthe
Benefit?

ClaudiaErniBaumann
andRomanBoutellier

48

AnalysisoftheBarriersof
KnowledgeSharing:AnInsightof
ThaiFirms

AurillaAurelieBechina
ArntzenandLugkana
Worasinchai

57

CriticalAssessmentoftheuseof
PublishedKnowledge
ManagementLiteratureandthe
RateofUptakeofKnowledge
ManagementResearch

DeniseBedford

54

MiddleManagersBehavioral
Exemplarity:ASinequanon
ConditionforKnowledgeTransfer

JulieBliveau

75

UsingVisualizationforStrategic
DecisionMaking:ACaseof
SlovenianEntrepreneurs

RobertoBiloslavo,Tina
BratkoviKregarand
KatjuaGorela

10

83

TheStrengthofTiesonSocial
Networks:AnExaminationof
DemographicDeterminants

PavelBogolyubov

11

93

KnowledgeMarketing:Issuesand
Prospects

EttoreBolisaniand
EnricoScarso

12

100

UsingtheSoftSystem
MethodologyforDesigningan
IntegratedandInterFirm
KnowledgeManagement
CapabilitiesMaturityModel

JeanPierreBooto
Ekionea,GrardFillion,
MichelPlaisentand
ProsperBernard

13

108

KnowledgeDynamicsin
Negotiations

ConstantinBratianu
andStefanIordache

13

118

KnowledgeStrategiesinUsing
SocialNetworks

ConstantinBratianu
andIvonaOrzea

15

127

KnowledgeManagement
ProcessesinthePortugueseLocal
GovernmentSector

ElisabethBritoand
LeonorCardoso

16

135

ThePersonalTouch:Exchanging
KnowledgeThroughManager
PlacementsinResearchTeams

AlisonBullock,ZoSlote 17
MorrisandChristine
Atwell

144

ii

OrganisationalInstructional
CommunicationasaCultural
BasedCompetitiveIntelligence
Tool

AlexandruCapatinaand 18
GianitaBleoju

152

CanFamilyFirmsInnovate?
SharingInternalKnowledgeUnder
aSocialCapitalPerspective

AntonioCarrasco
HernndezandDaniel
JimnezJimnez

20

161

TheRecognitionoftheIntangible
AssetsinBusinessCombinations:
ThePortugueseCase

CarlaCarvalho,Ana
MariaRodriguesand
CarlosFerreira

21

169

EnablingEmployeesKnowledge
SharingThroughOrganizational
andIndividualFactors:Evidence
FromItalianFirms

VincenzoFrancesco
CavaliereSara
LombardiandDaria
Sarti

22

179

ApplicationofBusinessModel
PrinciplestoWebsiteProject
Management

MichalCharvatandJan
Voracek

23

189

SynergyBetweenCompetitive
IntelligenceandKnowledge
Management:akeyfor
CompetitiveAdvantage

JiheneChebbiGhannay
andBenAmmar
MamloukZeineb

24

198

AGenericArchitectureforVirtual
EnterpriseMemories

ImaneChikhiand
HafidaBouarfa

24

208

SafeMedicationusein
Paediatrics:AChallengeRelated
toInformationCapture,
ManagementandControl

AnaCibotaruand
MoniqueLortie

25

217

KnowledgeSharingAmong
UniversityTeachers:TheRoleof
OrganizationalCommitment

VtorCostaandSamuel
Monteiro

26

226

KnowingSourceofCompetitive
AdvantageinPostcapitalist
EconomyArchitecture

ElizabethLorenaCroitor 27
(Tcaciuc)andAndrei
AlexandruMorosan

234

iii

AKnowledgeManagementand
OrganizationalIntelligenceModel

CristianodeTrindade
deAngelisandCharles
Despres

28

242

SocialCapabilitiesandInnovation
intheIndustrialCluster:ACase
StudyinSouthernItaly

AnnunziatadeFelice

29

256

TheRelationshipAnalysisBetween AlinaMihaelaDima,
KnowledgeandStudentLearning
RamonaCantaragiu
Outcomes
andDenisaGilmeanu

30

264

KnowledgeManagersforSmall
andMediumSizeService
Organizations

MihaelaDumitrana,
GabrielJinga,Gabriel
RaduandGeorgiana
Toader

31

272

ApplyingPositivePsychologyto
KnowledgeManagement

JamalElDen

32

280

BalancingKnowledge
ManagementandCompetitive
Intelligence,InitialInsights

ScottEricksonand
HelenRothberg

33

287

HowSharedLanguageandShared
VisionMotivateEffective
KnowledgeSharingBehavior

MaxEvans,Anthony
WensleyandChunWei
Choo

34

284

ANewFrameworkfor
OrganizationalKnowledgeThat
EnablesCriticalJustification

DoronFaran

35

303

ITCompetency,Internaland
ExternalLearningCompetency
andtheCommercialSuccessof
Innovation

AnabelFernndez
Mesa,JoseFerreras
Mndez,Joaqun
AlegreVidaland
RicardoChivaGmez

35

312

IntellectualCapitalStatementsin
BrazilianSME:LessonsLearned
FromtheFirstPilot
Implementations

EloiFernndezy
Fernandez,KaiMertins,
CamiloAugusto
SequeiraandMarkus
Will

37

321

iv

TheEffectsofaMultilevelweb
BasedDailyReportingSystemon
KnowledgeManagementofa
MultiProjectOrganization

HadiFotoohi

38

331

CommonBenefitsandGoal
CooperativenessasDrivingForces
forKnowledgeManagement

GabrieleFrankl

39

341

KnowledgeManagement
Practices:AFrameworkProposal

RicardoMotaFreitas,
PaulaMoraisand
FilomenaLopes

40

350

ChallengesFacingAirportBilling
Processes,KnowledgeHierarchies
andPerformingEmployeesat
Fraport

DieterFrauff,Karim
MenacereandYusra
Mouzughi

41

359

AreThereDifferencesintheway
MiddleManagersandTheir
SubordinatesareAvailablefor
EachOtherBasedontheMiddle
Managers'Individual
Characteristics?

ZoltnGal,Lajos
Szab,Nra
ObermayerKovcsand
AnikCsepregi

42

370

KnowledgeSharingin
CrowdsourcingitisMoreThan
Motivation

ChunmeiGan,Miia
KosoneandKirsimarja
Blomqvist

43

380

IdentificationandDocumentation
ofManagerialExperiences:A
ConceptualFramework

HosseinGhasemi,
MehdiShamiZanjani
andMohammad
Mousakhani

44

389

TheInfluenceofAffective
CommitmentandTruston
KnowledgeSharingInMalaysian
Universities:AComparison
BetweenPublicandPrivate
Universities

SeeKwongGohand
ManjitSinghSandhu

45

396

EnvironmentalKnowledge
ManagementProcessesand
SupplyChainManagement
EnvironmentalPerformanceof
MalaysianManufacturingFirms:
AnExploratoryStudy

GeraldGuanGanGoh,
UchennaCyrilEzeand
KianEnLim

46

406

IntellectualCapital
MicheleGrimaldi,Livio
CompetitivenessEvaluation(ICCE), CricelliandMusadaq
aConceptualModel
Hanandi

47

415

UsingCreativityTechniquesas
OperativeKnowledge
ManagementTools:ACaseStudy

NorbertGronau,Andr
Ullrich,EdzardWeber
andChristofThim

48

425

KnowledgeCreationin
CollaborativeResearchProjects:
ProjectManagementasEnabler,
HindranceorJustaSimpleTool?

LindaHald,Agnar
Johansenand
Anandasivakumar
Ekambaram

49

433

ADescriptiveAnalysisofKMS
SuccessinTurkishHealthcare
Organisations

MelihaHandzicand
KursadOzlen

50

441

FiftyPlusYearsonandthe
QuestionRemains:Whydowe
StillnotHaveaTheoryofTacit
Knowledge?

HaroldHarlow

50

450

FromNarrationtoaConclusionin
OnlineCompetenceNetwork
Meetings

IngeHermanrud

51

458

RequirementsModellingin
InternationalInformationSystems
DesignWhatCompetenciesare
NeededandhowtoManage
Them?

ToreHoelandPhilipp
Holtkamp

52

466

vi

ERPSystemsinKnowledge
IntensiveCompanies:An
IllustrativeCaseStudyofa
Publisher

EliHustadandDag
Olsen

53

476

ImprovingKnowledgeSharing:
LeadingPracticesAppliedtoa
DistributedProgramManagement
Community

ElenaVictoriaIancu,
RemkoHelms,Knut
GrahlmannandFrank
Harmsen

54

485

IgnoranceManagement:An
AlternativePerspectiveon
KnowledgeManagementin
MultinationalOrganisations

JohnIsrailidis,Russell
LockandLouiseCooke

55

493

ConsumerKnowledge:the
DifferencesBetweenthe
PerceptionsoftheConsumers
ownBehaviorandthatofan
Observer

NicolaeIstudorand
CorinaPelau

56

502

TheBarrierstoKnowledgeSharing ThomasJackson,Chris
57
WithinaThirdSectorSport
Hinde,PaulParboteeah,
Organisation
RebeccaTimmsand
RachelWashington

510

TheRoleofNationalCulturein
KnowledgeSharing:A
MultinationalCorporation
Perspective

ThomasJackson,Paul
Parboteeahand
VictoriaMorgan

58

520

OrganizationalLearningfor
Innovation:Challengesfor
DifferentOrganizations
Management

BrigitaJaniunaiteand
MonikaPetraite

59

530

LivingUncertaintyManagement
anApproachtoLearningand
ImprovementinProjectBased
Organizations

AgnarJohansen,
Anandasivakumar
Ekambaram,andLinda
Hald

60

540

vii

KnowledgeManagementWhat
doUncertaintyManagementand
theProjectOwnerPerspective
HavetodoWithit?

AgnarJohansen,Trygve
Steiroand
Anandasivakumar
Ekambaram

61

548

OrganizationalLearningof
TeachersinHigherEducation:
ChallengesandOpportunitiesof
KnowledgeManagement

PalmiraJucevicieneand
GintareEdintaite

62

557

ConceptofKnowledge
ManagementattheFrontEndof
Innovation:ResearchFrom
NetLine

MagdalenaJurczyk
Bunkowskaand
KrzysztofJungowski

63

567

RecommendationsforScientific
Collaboratories:ApplicationofKM
FindingstoaScientific
Collaboratory

MarcelaKatukov
andMartinKatuk

64

576

FactorsAffectingKnowledge
Sharing(KS)inJordanian
PharmaceuticalCompanies

RadwanKharabsheh,
IhabMagablehand
KahramanZuriqat

65

584

TheRoleofExternalKnowledgein
OpenInnovationASystematic
ReviewofLiterature

PaulKruse

66

592

67

602

KnowledgeManagementStrategy,
RelationalLearningandthe
EffectivenessofInnovation
Outcomes:AStudyinSpanish
Hospitals

AntonioLealRodrguez, 68
AntonioLealMilln,
JoseLuisRoldn
SalgueiroandJaime
OrtegaGutirrez

608

StrategicFactorsforDeveloping
SustainableKnowledgeBased
Organizations

RamonaDianaLeon

618

ApplicationofPreventivePractices ElenaLarocheand
byNurses:AnInnovative
SalihaZiam
PerspectiveofKnowledge
AbsorptiveCapacity

viii

68

AKnowledgeManagement
MethodologytoEnhanceLearning
ExperienceofUndergraduateand
PostgraduateCoursework
Students

NelsonLeung,Nicole
Tsang,Narumon
Sriratanaviriyakul,
MelinaSilvaand
HannarongShamsub

70

626

CompetivenessFrom
ContextualisationofSupplyChain
Knowledge

GabrielaLpez,Steve
EldridgeSalomn
MontejanoandPatricia
Silva

71

635

KnowledgeManagersandTransfer MoniqueLortie,Lise
Agents:TheirRoleandIntegration Desmaraisandlna
intheDevelopmentand
Laroche
ImplementationofKnowledge
TranslationTools

72

644

KnowledgeCreationandthe
EmployeeWellBeingAnalysisof
theRelationship

AgnesMaciocha,Brian
NiehoffandJukka
Surakka

73

652

TheRelationshipBetween
KnowledgeManagementand
InnovationLevelinMexicanSMEs:
EmpiricalEvidence

GonzaloMaldonado
Guzmn,Maradel
CarmenMartnezSerna
andDomingoGarca
PrezdeLema

74

659

TheRoleofKnowledgeDynamics
inDevelopingaMedical
CommunityofPractice

VirginiaMaracine,Iulia
Maries,EttoreBolisani,
EmilScarlat,and
AdrianaSarahNica

75

665

OrganizationalCapabilitiesand
CustomerValue:ADynamic
CapabilityView

SilviaMartelo,Carmen
BarrosoandGabriel
Cepeda

76

676

MethodologyforImplementinga
CollectiveIntelligenceCreation
ModelinBusinessNetworks

JennyMartnezCrespo
andJosAlfredo
VsquezPaniagua

77

684

ix

CodificationandReutilizationof
KnowledgeintheNavalIndustry

Eusebiongel
MartnezConesaand
AntonioJuanBriones
Pealver

78

692

KnowledgeExchangeBetween
IKEAandSuppliersThroughSocial
andEnvironmentalStrategy

IsabellaMartucci,
AnnunziatadeFelice
andDarioSchirone

79

699

KnowledgeManagementin
AlliancesBetweenMNCsand
SMEs:EvidenceFromthe
PharmaceuticalField

MaurizioMassaro,
FrancescaDalMas,
RolandBardyand
DismaMazzola

81

708

TestingtheIntellectualCapital
ModelUsingBiplots

FlorindaMatos,Albino
Lopes,NunoMatosand
ValterVairinhos

82

717

DevelopingEffectiveChange
LeadershiptoBuildthe
KnowledgeableOrganisation:A
ParadoxicalFoundation

JaneMcKenzie,
Christinevan
WinkelenandPaul
Aitken

83

726

ImpactofRelationalCapitalon
BusinessValue

JoseDomingoGarca
Merino,LidiaGarca
ZambranoandArturo
RodrguezCastellanos

84

735

AdoptionofKnowledge
ManagementSystemsin
TechnologicalInnovationContexts

ngelMerooCerdn
andCarolinaLpez
Nicols

85

742

DriversofKnowledge
ManagementInnovationsinthe
HealthcareSector

ngelMerooCerdn
andCarolinaLpez
Nicols

86

751

AResearchonKnowledgeLeader
inaPolishingIndustryCluster

TakuyaMiyamoto

87

760

ManagementofKnowledge
Workers

LudmilaMldkov

88

766

KnowledgeManagementinthe
UnitedKingdom:CasesinAction

SandraMoffett,Rodney 89
McAdamandPaul
Humphreys

774

HumanResourcesManagement
RoleinKnowledgeManagement
aStructuralModel

SamuelMonteiroand
LeonorCardoso

90

785

OrganizationalKnowledge
ManagementtoIncrease
Productivity

ArturoMoraSot,
MariaIsabelSanchez
Segura,AlejandroRuiz
RoblesandFuensanta
MedinaDominguez

91

792

TheConditions,Motivesand
MethodsofSharingKnowledge
WiththeParticipationofkey
PersonnelinEnterprises

MieczysawMorawski

91

802

VolumeTwo

AStructuralEquationModelfor
PerformanceinUniversitiesBased
onKnowledgeManagement

FattahNazem

92

809

AStructuralEquationModelof
KnowledgeManagementfor
EmpowermentinUniversities

FattahNazem

93

817

KnowledgeManagementand
CustomerRelationship
ManagementforAccounting
ServicesCompanies

MirelaElenaNichita,
MarcelVulpoiand
GeorgianaToader

94

825

FacilitatorsandBarriersinLocal
EmergencyKnowledge
Management:Communitiesof
PracticeinInterOrganizational
Partnerships

MartinNkosiNdlela

95

832

WhatorWhomdoKnowledge
ManagersManage?

HansErikNissen

95

839

xi

TheUnobtrusivewayof
OrganisationalKnowledge
Mapping

JosefNoika

96

848

TheNeedforaRobustKnowledge
AssessmentFramework

JamieOBrien

97

857

ExploringComplexityinthe
RelationshipBetween
EntrepreneurialKnowledge
ExplorationandExploitation:
IndividualAssignedPatentsin
Ireland,19762009

MarieOConnorand
NolaHewittDundas

98

865

KnowledgeManagementinthe
FashionIndustry

SabinaOlaru,Pyerina
CarmenGhituleasand
EmiliaFilipescu

99

873

CynefinforPractitioners:Avoiding
DiagnosticandIntervention
FeedbackErrors

GaryOliver

100

882

OrganizationalLearningand
CorporateReputation:Relations
andEffectsonFinancial
Performance

IsabelOlmedo
CifuentesandInocencia
MartnezLen

102

889

LessonsLearnedfromKnowledge
ManagementFailureFactors

AndrewOlogboand
KhalilNor

103

899

DecisionMakingMethodologyto
SupporttheProject
ImplementationofKnowledge
ManagementinBusiness

JosAlfredoVsquez
PaniaguaandJenny
MartnezCrespo

104

904

PuttingKnowledgeManagement
toWork:Modelingand
OperationalizingtheRelationship
BetweenKnowledgeTransferand
InternationalProjectSuccess

ArthurPantelides

105

913

xii

PsychologicalContractand
KnowledgeManagement
MediatedbyCulturalDynamics

VishalParikhandJohn
Walton

106

923

GlobalSocialKnowledge
Management:TheFutureof
KnowledgeManagementAcross
Borders?

JanPawlowskiand
HenriPirkkalainen

107

933

ManifestoforaStandardon
KnowledgeExchangeinSocial
KnowledgeManagement
Environments

RenPeinl,Stefan
Thalmann,Lars
Hetmank,PaulKruse,
IsabellaSeeber,Jan
Pawlowski,Markus
Bick,RonaldMaierand
EricSchoop

108

943

UnderstandingtheRoleofTrustin
VirtualCommunitiesofPractice:
PerspectivesFromMembersand
Businesses

HangThuPho,Nina
SaustrupandTorben
Tambo

109

952

TheImpactofRelationship
MarketingontheDevelopmentof
theIntellectualCapitalofa
Company

NicolaeAl.Popand
CorinaPelau

110

961

DependenceofResearch
ProductivityonTransactionCosts

EvgenyPopovand
MaximVlasov

112

967

ActionLearningandKnowledge
Management

CtlinaRadu

112

975

StudentsKnowledge
ManagementandUsesofWeb2.0
TechnologiesinHigherEducation:
ComparativeStudyBetweenFour
DifferentCountries(Canada,
U.S.A,India,andSaudiArabia)

LilaRajabion,Samir
Shah,Kumarashvari
SubramaniamandReza
Ariaeinejad

113

984

xiii

IdentifyingBarriersofKnowledge
SharinginMalaysianSmalland
MediumSizedEnterprises(SMEs)

AshkanRangamiztousi
andNeoTseKian

114

992

LearningOrganizationsin
EmergentEconomies

RuxandraRauliucand
ConstantinBratianu

116

1001

TheRoleofKnowledgeinthe
ProcessofGrowthofItalianFirms

AnnaMariaCostanza
Rinaldi

117

1010

ManagingKnowledgeNetworks
forSportingEvents:Evidence
FromanItalianCase

AnnaRomitiandDaria
Sarti

118

1016

BenchmarkingCompetitive
IntelligenceActivity

HelenRothbergand
ScottErickson

119

1026

AnEmpiricalandTheoretical
StudyoftheRelevanceof
KnowledgeManagementin
EnergyPowerGenerator
Organisations

LourdesSiz,ngel
Manzanedo,Roberto
AlcaldeandMara
Alonso

120

1033

TheInfluenceofTechnologySlack
andTacitKnowledgeinthe
CapabilityofOrganizational
LearninginHospitalIntheHome
Units

PazSalmadorSnchez, 121
JuanGabrielCegarra
Navarro,Gabriel
CepedaCarrinandEva
MartnezCaro

1041

CompetitiveIntelligenceandCo
DavidSalvetat
OpetitiveInfluenceNetworks:The
CaseofHighTechnologyEuropean
SMEs

122

1046

IntellectualCapitalandKnowledge RamnSanguino
ManagementModelsWithin
Galvn,Ascensin
PublicHealthcareOrganizations
BarrosoMartnezand
DiegoGoenagaCastro

123

1056

IntellectualCapitalandFinancial
Results:ACaseStudy

124

1065

HelenaSantos
Rodrigues,Guiomar
PereiraRodriguesand
DesireCranfield
xiv

ServiceQualityThroughManaging
KnowledgeIntegrationin
HealthcareOrganziations:The
CaseofaRehabilitationCentrein
Italy

DariaSartiandAnna
Romiti

MultilayerStructureofKnowledge
Nodes

125

1071

ChristianAndreas
SchumannandClaudia
Tittmann

126

1079

TheFacilitatingRoleofKnowledge
ProcessorsonKnowledgeCosts:A
DifferentiatedPerspectiveon
KnowledgeIntegrationWithin
ActionTeams

EvangeliaSiachou

127

1086

IdentifyingKnowledge
ManagementCharacteristicsat
TeamLevelinKnowledge
IntensiveOrganizations

RamManoharSingh
andMeenakshiGupta

128

1093

KnowledgeManagementfor
CompetitiveAdvantage:ACase
StudyofaGlobalEnergy
ConsultingGroup

WalterSkok,Kevin
ClarkeandSandeep
Krishnappa

129

1100

TheRoleofeLoyaltyinOnline
HealthCareServicesSuccess

MarcelinaSolano
Lorente,EvaMartnez
CaroandJuanGabriel
CegarraNavarro

130

1110

AnApproachtotheQuality
AssessmentofHigherEducation
InstitutionsviaKnowledge
ManagementPrinciples

JanaStefankovaand
OliverMoravcik

130

1118

KnowledgeManagement
Creativity:CauseandSolutionto
theFinancialCrisis

MartaChristinaSuciu,
CosminImbricand
LucianaPicioru

132

1127

xv

AspectsofKnowledge
ManagementinSlovakIndustrial
Enterprises

JanaSujanova,Peter
Gabris,MiroslavLicko,
PavelPavlendaand
RenataStasiak
Betlejewska

133

1135

OnlineMarketinginHigher
Education

PetrSvoboda,Jan
VoracekandMichal
Novak

134

1145

IntegratedModelofKnowledge
RiskManagementandIntellectual
CapitalinaBank

AdrianDumitruTanu
andElizaLauraPaicu
(Cora)

135

1153

ManagementofTacitKnowledge
toOvercomeLearningBarriers
BetweenProfessions

ChristofThimand
NadjaWeber

137

1163

KnowledgeManagementinthe
SmartUniversity

NataliaTikhomirova,
VladimirTikhomirov,
ValentinaMaksimova
andYuryTelnov

138

1172

WhoaretheCustomersSharing
KnowledgeinTermsofInternet
Shopping?

KamilaTislerova

139

1179

BuildingtheIntangibleCube:
AssessmentoftheRelevant
OrganisationalDimensionsof
IntangibleAssets

EduardoTomand
MiguelGonzalez
Loureiro

140

1186

MakingSenseofPersonal
KnowledgeManagement:
RevitalisingKnowledge
ManagementSystems
Developmentthroughan
EmpiricalStudyWithinan
Organization

ManChieTseand
RavinderSinghKahlon

141

1194

xvi

ImportanceofKnowledgeServices ZuzanaTukov
intheCzechRepublicand

Germany:ACaseStudy

142

1202

IntellectualCapitalStatement
(ICS)asaMethodofa
MeasurementandManagement
ofKnowledgeAssets

AnnaUjwaryGil

143

1211

TheCreationandDeteriorationof
IntellectualCapitalinaMeta
Organisation

JosVale,Manuel
144
BrancoandJooRibeiro

1222

KnowledgeManagement:An
EmpiricalStudyoftheAbsorptive
CapacityofPortugueseSMEs

LusValentim,Joo
145
LisboaandMrioFranco

1230

AnExplorationofEpistemic
CultureasaBarriertoKnowledge
Flows

ChristinevanWinkelen
andJaneMcKenzie

146

1239

EncouragingInnovationand
EntrepreneurshipThrough
InternationalCooperation

VieraVancova,Milos
Cambal,RastislavBeno
andDagmarCaganova

147

1247

KnowledgeManagementand
OrganisationalStructure:Mutual
Influences

MihaiVrzaru,Anca
AntoanetaVrzaruand
CarmenCristinaAlbu

148

1255

KnowledgeTransferStrategiesin
MedicalEducation

SimonaVasilache

149

1262

AFrameworkforCreatingCreative ChristianWalter
Workspaces

150

1267

LinkingCongenitalLearningWith
OrganizationalPerformance
ThroughWorkLifeBalance
Culture

151

1275

AnthonyWensley,
DavidCegarraLeiva,
MariaEugenia
SanchezVidal,and
JuanGabrielCegarra
Navarro

xvii

KMinAction:ExperiencesFroman MerrylWhyteand
AustralianGovernmentTrialof
SuzanneZyngier
IntellectualCapitalStatements

151

1284

ACaseforRepositoriesin
KnowledgeManagementSystems

RyanZammitandMark
Woodman

153

1293

TracingEmergingMeaningsby
Computer:SemioticFramework

IgorZatsman

154

1302

HowKnowledgeBrokersPromote
ResearchFindings:Theoryand
EvidenceFromCanadianHealth
Services

SalihaZiam,Rjean
LandryandNabil
Amara

155

1312

NonAcademicPaper

157

1322

KnowledgeManagement
MonitoringandMeasurementin
Organizations:Ecopetrol
ExperienceandStory

OscarGuerraand
WilliamSnchez

159

1324

PhDpapers

161

1333

InnovationStrategyandnew
ProductSuccess:AnEmpirical
ReviewoftheRoleofExploitation
andExploration

HammadyAhmedDine
Rabeh,DanielJimenz
JimenzandMicaela
MartnezCosta

163

1335

TheImpactofOrganization
CultureonKnowledgeSharing
AmongEmployeesinCommercial
BankofEthiopia(CBE)

TemtimAssefa,Monica
GarfieldandMillion
Meshesha

163

1343

CulturalSideofTacitKnowledge
Management

AndreaBencsik,
ViktriaStifterand
AndreaSlyom

164

1352

TheoreticalComprehensionofthe
TermTrustanditsRoleinIntra
OrganisationalKnowledgeSharing

MadeleineBlock

165

1361

xviii

KnowledgeBasedManagement
AlinaCiocrlan
forSMESfromRomanisandSpain: ChituceaDanPopescu
ComparativeStudy
andCristinaState

166

1369

KnowledgeManagementand
EnterpriseRiskManagementIn
RomaniaAStudyCase

AdinaCristiana
ComanescuandIulian
Visoiu

167

1378

UnderstandingtheRoleofEgo
CenteredKnowledgeNetworksin
ProblemSolvingandIndividual
Performance

MahmoodGhaznavi,
MartinPerry,Keri
Logan,andPaul
Toulson

168

1386

ClientsVersusEmployees:A
StrategicProposaltoTransfer
EmotionalKnowledge

ClaudiaGrigore

169

1395

PerformanceAnalysis
MethodologyofEnvironmental
KnowledgeattheOrganizational
Level

IonutViorelHerghiligiu
andLuminitaMihaela
Lupu

170

1402

HowdoIndividualsAffectthe
ProcessofManagingTacit
Knowledge?

JenniferKennedy,Claire 171
GubbinsandFinian
Buckley

1411

CorporateTraininginNeedofnew SajidKhanandPhil
Lens
Ramsey

172

1418

BanksIntangiblesinDeveloping
RelationshipsWithYoung
Customers

MonikaKlimontowicz

173

1426

EnterpriseWikiApplication
ScenariosandTheirRelationto
UserMotivation

DadaLinandStefan
Ehrlich

174

1436

CollectiveIntelligenceModelfor
KnowledgeManagementin
TechnologyBasedClusters

CarlosMarulandaand
PatriciaLopesMarcelo
yLpez

175

1446

xix

AKMPerspectiveon
ImplementinganElectronic
PatientRecordWithinanNHS
Hospital

SaraMcCrackenand
JohnEdwards

176

1454

CompositionofICTProjectTeams
FromSocialNetworkAnalysis
PointofView

LiborMesicekandJiri
Svoboda

177

1462

WhatEffectDoesMulti
StakeholderRolesandInteractions
HaveonUniversityTechnology
Commercialisation?

KristelMiller,Sandra
Moffett,Rodney
McAdam,Michael
Brennan

178

1471

MeasuringCustomerSatisfaction:
AnInfusionofPracticalInsight
intoanoldParadigm

PushkalKumarPandey,
SandraMoffettand
RodneyMcAdam

179

1479

CriticalKnowledgeMonitor
TiagoPereiraand
SystemModel:HealthcareContext HenriqueSantos

180

1488

TheImpactofIndividualand
OrganizationalCharacteristicson
KnowledgeSharing

AlexandruIonu
PohonuandPaula
Fuioag(Bsu)

181

1496

OrganisationalKnowledge
Management:ThreeCaseStudies
intheHospitalityIndustry

BernardeteDias
Sequeira,Antnio
ManuelSerra2and
JooFilipeMarques

182

1505

TransformExplicitKnowledgeto
ImplicitStatusorProcess

AndreaSlyom,Andrea
BencsikandViktria
Stifter

183

1517

WillthenewManagement
StructuresOvercomethe
InstabilityoftheEconomic
Environment?

GeorgianaGabriela
Toader,Mihaela
AdrianaDumitrana,
MirelaNichitaand
MarcelVulpoi

184

1524

xx

SOPIM:SensitiveOrganizations
ProcessesIdentification
MethodologyforKnowledge
Localization

MohamedTurki,Ins
Saad,GillesKasseland
FaezGargouri

186

1534

WorkinProgressPapers

187

1543

KnowledgeManagement
Maturity:CriticalReflectionsand
IdentificationofGaps

GiovanaEscrivoand
SergioLuisdaSilva

189

1545

AutomatedKnowledgeAcquisition ManuellaKadarand
andDiscovery:ofSemantically
MariaMuntean
AnnotatedCorpusofAncient
Artefacts

190

1548

ThenewDynamicsofStrategy:
VisualDecisionMakingin
aComplexandComplicated
Organization

RavinderSinghKahlon
andManChieTse

190

1553

TransferofKnowledgeThrough
Patents

NelaPopescu

191

1557

MeasuringandManaging
IntellectualCapitalataUniversity
Hospitalinthe21stCentury

CamarenaFrederic
Sampedro,MariaPaz
SalmadorSnchez,
FredericSampedro
SantalandEduard
RuizCasta

192

1561

KnowledgeManagementand
EmpowermentataUniversity
Hospitalinthe21stCentury

CamarenaFrederic
Sampedro,MariaPaz
SalmadorSnchez,
FredericSampedro
SantalandEduard
RuizCasta

193

1565

KnowledgeSharinginCallCenters
UnderstandingtheSpecificities,
EffectivenessandConstraints

CristinaSouzadeCastro 194
andLeonorCardoso

1570

xxi

KnowledgeSharingand
KnowledgeAcquisitionBehaviour:
AnalysisBasedonExperimental
Economics

FedericoTorres
CarballoandBeatriz
RodrigoMoya

195

1573

IdentifyingCriticalFactorsin
KnowledgeCreation:A
ComparativeStudyinTechnology
BasedCompanies

ThaisElaineVickand
MarceloSeidoNagano

196

1577

CollaborativeMachineToolDesign MatthiasZapp,
EnvironmentBasedonSemantic
MandeepSingh,Jose
WikiTechnology
Zendoia,andIvan
Brencsics

197

1583

Abstractsonly

199

ReactingtoOrganizationalAlerts
forChangesinKnowledge
StrategiesandCreation

BobBarett

201

RelationalDynamicsbetween
HumanResourceManagement
andKnowledgeManagement

ElisaFigueiredoand
LeonorCardoso

202

DevelopmentofaSectorBased
CharlesGagneand
StrategyforSupportingthe
GeorgesToulouse
TransmissionoftheKnowledge
andSkillsInvolvedintheWork
Activitiesof911Emergency
TelecommunicationCentreAgents

203

CreatingNewKnowledgefor
ProductDevelopmentin
Organizations

PamelaIzunwanne

204

KnowledgeManagement,Intranet
andOrganizationalChange:IsThis
Possible?

UteKlotz

205

FrameworkfortheManagement
oftheUtilityofEnvironmental
Knowledge

AuroraMartnez

207

xxii

KnowledgeManagement
UsefulnessAssessmentof
KhorasanRazaviConstruction
Union:ViewpointofMiddle
Managements

FarnazRahimiand
ZahidZarei

208

TheEffectivenessofWikis
KnowledgeSharingonDecision
Quality,Productivity,and
Satisfaction

LinChiaSheng,Chuang
YuHaoandWesleyShu

209

NeuromarketingasaToolfor
KnowledgeManagement

JosTorrano

210

KnowledgeManagement
FundamentofDynamic
CapabilitiesforOrganizational
Change

OrlandoMarianVoica,
MarinBurceaandPaul
Marinescu

211

TheResearchofTacitKnowledge
ExtractiononDifferentDomains

MingShuYuan

212

KnowledgeCafe

215

Genderrelatedissuesin
knowledgemanagement:howto
promotefemalefeaturesand
qualitiesinKMinitiatives

Dr.EliHustadand
227
ProfessorAurillaAurelie
Bechina

xxiii

Preface
Theseproceedingsrepresenttheworkofresearcherspresentingatthe13thEuro
peanConferenceonKnowledgeManagement(ECKM2012).Wearedelightedtobe
hostingECKMattheUniversidadPolitcnicadeCartagena,Spain.Theconference
will be opened by Dr Helen Rothberg, School of Management at Marist College,
Poughkeepsie and Dr Scott Erickson, School of Business at Ithaca College, Ithaca,
NewYork,USAwhowilltalkaboutIntelligenceinAction.Theseconddaywillbe
openedbyDrAnthonyWensleyfromtheRotmanSchoolofManagement,Universi
tyofToronto,Canada.AnthonywilladdressTheArt(andScience)ofForgetting.
The now wellestablished purpose of this conference is for academics concerned
withcurrentresearchtopicsandforthosefromthewidercommunityinvolvedin
KnowledgeManagement,topresenttheirfindingsandideastopeersfromtheKM
and associated fields. ECKM also provides a platform for face to face interaction
with colleaguesfrom similar areas of interests. We hope that the conference will
helpattendeesadvancetheirunderstandingofhowpeople,organisations,regions
and even countries generate and exploit knowledge to achieve a competitive ad
vantage, and drive their innovations forward. The range of issues and mix of ap
proachesfollowedwillensureaninterestingtwodays.
336 abstracts were initially received for this conference. However, the academic
rigorofECKMmeansthat,afterthedoubleblindpeerreviewprocessthereare154
academicpapers,20PhDresearchpapers,13shortworkinprogresspapersand2
nonacademic papers published in these Conference Proceedings. These papers
reflectthecontinuinginterestanddiversityinthefieldofKnowledgeManagement,
andtheyrepresenttrulyglobalresearchfromsome45differentcountries,includ
ingAlgeriaAustralia,Austria,Bahrain,BozniaandHerzegovina,Brazil,Canada,Co
lombia, Costa Rica, Czech Republic, Denmark, Ethiopia, Finland, France, Germany,
Hungary,India,Iran,Ireland,Israel,Italy,Japan,Jordan,Lithuania,Malaysia,Mex
ico, New Zealand, Norway, Poland, Portugal, Romania, Russia, Slovakia, Slovenia,
SouthAfrica,Spain,Sweden,Switzerland,Taiwan,Thailand,TheNetherlands,Tuni
sia,UnitedKingdom,theUSAandVietnam.
Wehopethatyouhaveanenjoyableconference.
DrJuanGabrielCegarra
DrMaraEugeniaSnchez
DrEvaMartnezCaro
DrInocenciaMartnez
UniversidadPolitcnicadeCartagena,Cartagena,Spain.
September2012

xxiv

ConferenceExecutive
Dr.AntonioLealMilln,UniversidaddeSeville,Spain
Dr.AntonioJuanBriones,UniversidadPolitcnicadeCartagena,
Dr.CordobaPachon,RoyalHolloway,UK
Dr.DanielJimnez,UniversidaddeMurcia,Spain
Dr.EduardoTom,UniversidadeLusadadeFamalico,Portugal
Dr.GabrielCepedaCarrin,UniversidaddeSevilla,Spain
Dr.SteveEldridge,ManchesterBusinessSchool,UK
Dr.GabyNeumann,TechnicalUniversityofAppliedSciencesWildau,
DrDavidCegarra,UniversidadPolitcnicadeCartagena,Spain

MiniTrackChairs
ProfAGHessami,VegasSystems,UK
ProfessorsDr.GabrielCepedaCarrion,UniversityofSeville,Spain
Dr.JuanGabrielCegarraNavarro,UniversidadPolitcnicadeCartagena,
DrSandraMoffett,UniversityofUlster,UK
Prof.Dr.Ing.NorbertGronau,UniversityofPotsdam,Germany
G.ScottEricksonIthacaCollege,Ithaca,NewYork,USA
HelenN.Rothberg,MaristCollege,Poughkeepsie,NewYork,USA
MartaChristinaSuciu,AcademyofEconomicStudies,Bucharest,Romania
Prof.dr.ConstantinBratianu,AcademyofEconomicStudies,Bucharest,

CommitteeMembers
Theconferenceprogrammecommitteeconsistsofkeyindividualsfromcountries
aroundtheworldworkingandresearchingintheKnowledgeManagementandIS
community.Thefollowinghaveconfirmedtheirparticipation:
MahmoudAbdelrahman(ManchesterBusinessSchool,UK);HabibAbubakar(Afri
can Development Bank Group, Tunisia); Ali Alawneh (Philadelphia University, Jor
dan); Abdallah AlShawabkeh (University of Greenwich, UK,); Eckhard Ammann
(Reutlingen University, Germany); Albena Antonova (Sofia University, Bulgaria,);
Nekane Aramburu (UNIVERSITY OF DEUSTO, SAN SEBASTIAN, Spain); Derek Asoh
(MinistryofGovernmentServices,Ontario,Canada);GabrielaAvram(Universityof
Limerick, Ireland); Joan Ballantine (University of Ulster, UK); Pierre Barbaroux
(French Air Force Academy / Research Center of the French Air Force, France);
Mary Basaasa Muhenda (Uganda Management Institute, Uganda); Aurelie Aurilla
BechinaArnzten(CollegeUniversityofBruskerud,Norway);DavidBenmahdi(Uni
versit Paris 8, France,); Maumita Bhattacharya (Charles Sturt University, Albery,
Australia); Markus Bick (ESCP Europe Wirtschaftshochschule Berlin, Germany);
HeatherBirchamConnolly(UniversityofWaikato,Hamilton,NewZealand);Claudia
Bitencourt(UniversidadedoValedoRiodosSinos,Brazil);PavelBogolyubov(Lan
caster University ManagementSchool, Dpt. of Management Learning and Leader

xxv

ship,UK,);KarstenBohm(UniversityofAppliedSciences,Kufstein,Austria);Ettore
Bolisani (University of Padua, Vicenza, Italy); Andreas Brandner (KMNet Austria,
Austria);ConstantinBratianu(AcademyofEconomicStudies,Bucharest,Romania,
Romania); Sheryl Buckley (University of Johannesburg, South Africa); Dagmar Ca
ganova(SlovakUniversityofTechnologyFacultyofMaterialsScienceandTechnol
ogy, Solvakia); Leonor Cardoso (University of Coimbra, Portugal); Sven Carlsson
(School of Economics and Management, Lund University, Sweden); JuanGabriel
CegarraNavarro (Universidad Politcnica de Cartagena, Spain); Daniele Chauvel
(SKEMABusinessSchool,France);SatyadhyanChickerur(M.S.RamaiahInstituteof
Technology, Bangalore, , India); Alfred Chinta (University of BOLTON, UK); Ana
MariaCorreia(UniversidadeNovadeLisboa,Portugal);BruceCronin(Universityof
GreenwichBusinessSchool,UK);ReetCronk(HardingUniversity,Searcy,Arkansas,
USA); Anik Csepregi (University of Pannonia, Department of Management, Hun
gary,); Roberta Cuel (University Of Trento Faculty Of Economics, Italy); Farhad
Daneshgar (University of New South Wales, Australia); Ben Daniel (University of
Saskatchewan, Saskatoon, Canada); Monica De Carolis (University of Calabria, It
aly);JohnDeary(IndependentConsultant);PauletteDeGard(TheBoeingCompany,
Seattle, USA); Charles Despres (Conservatoire des Arts et Metiers, Paris, France);
ZetaDooly(WaterfordInstituteofTechnology,Ireland);HeinzDreher(CurtinUni
versity, Perth, Australia); Yan Qing Duan (Luton Business School, University of Lu
ton,UK);JohnEdwards(AstonBusinessSchool,UK);JamalElDen(CharlesDarwin
University, Australia); Isaac Enakimio (University of Greenwich/Kent and Medway
HealthInformatics,Kent,);ScottErickson(IthicaUniversity,USA);MercyEscalante
(SaoPauloUniversity,Brazil);NimaFallah(UniversityofStrasbourg,France);Pter
Fehr (Corvinus University of Budapest, Hungary); Silvia Florea (Lucian Blaga Uni
versity,Romania,);PaulFuller(MouchelGroup,UK);AndrasGabor(BudapestUni
versity of Economic Sciences and Public Administration, Hungary); Brendan
Galbraith(UniversityofUlster,UK);ElliGeorgiadou(MiddlesexUniversity,UK);Lilia
Georgieva(HeriotWattUniversity,UK);Gerold(EBS,Austria,Austria);GeraldGuan
Gan Goh (Multimedia University, Melaka, Malaysia); Andrew Goh (International
ManagementJournals,Singapore);LoganathanNarayansamyGovender(University
ofKwazuluNatal,SouthAfrica);FrancescaGrippa(ScuolaSuperioreISUFI,Univer
sity of Salento, Italy); Norbert Gronau (University of Potsdam, Germany); David
Gurteen (Gurteen Associates, UK); Leila Halawi (Quinnipiac University, Hamden,
USA); Matthew Hall (Aston Business School, UK); Meliha Handzic (International
Burch University, Bosnia and Herzegovina); Deogratias Harorimana (Southampton
Solent University, , UK); Igor Hawryszkiewycz (University of Technology, Sydney,
Australia);CiaraHeavin(Universitycollegecork,ireland,);PeterHeisig(LeedsUni
versityBusinessSchool,UK);RemkoHelms(UniversiteitUtrecht,TheNetherlands);
Ali Hessami (Vega Systems Ltd., UK); Eli Hustad (University of Agder, Norway);
Fahmi Ibrahim (Glasgow Caledonian University, UK); Thomas Jackson (Loughbor
oughUniversity,UK);HarriJalonen(TurkuUniversityofAppliedSciences,Finland);
SelviKannan(VictoriaUniversity,Melbourne,Australia);SilvaKarkoulian(Lebanese

xxvi

American University Beirut Campus, Lebanon); Radwan Kharabsheh (Hashemite

University, Jordan); Aino Kiano (Lappeenranta University of Technology, Finland);
AndrewKok(UniversityofJohannesburg,SouthAfrica);BeeThengLau(Swinburne
UniversityofTechnology,Australia);Rongbin W.BLee(TheHongKongPolytechnic
University, Hong Kong); Franz Lehner (University of Passau, Germany); Jeanette
Lemmergaard(UniversityofSouthernDenmark,Denmark);IlidioLopes(Polythenic
Institute of Santarm, Portugal); Adnan Maalaoui (ESG Management School,
France); Maria de Lourdes MachadoTaylor (CIPES, Portugal); Avain Mannie (Dept
ofFinance,PortElizabeth,SouthAfrica);VirginiaMaracine(AcademyofEconomic
Studies, Bucharest, Romania); Farhi Marir (London Metropolitan University, UK);
MaurizioMassaro(UdineUniversity,Italy,);FionaMasterson(NationalUniversityof
Ireland, Galway, Ireland); Florinda Matos (ISCTEIUL, Lisbon, Portugal , Portugal);
Dalila Mekhaldi (University of Wolverhampton, UK); Robert Mellor (Kingston Uni
versity, UK); Kai Mertins (FraunhoferIPK, Germany); Anabela Mesquita (ISCAP
School of Accountancy and Administration of Porto / Politechnique Institute of
Porto,Portugal);KostasMetaxiotis(NationalTechnicalUniversityAthens,Greece);
SandraMoffett(UniversityofUlster,Londonderry,UK);MahmoudMoradi(Univer
sity of Guilan, Iran); Arturo MoraSoto (Carlos III University of Madrid, Madrid,);
Aboubakr Moteleb (Middlesex University, UK); Aroop Mukherjee (King Saud Uni
versity, Saudi Arabia); Birasnav Muthuraj (New York Institute of Technology, Bah
rain); arash najmaei (MGSM, Australia); Easa Nasser (University of Stirling, Scot
land,UK);ElenaIrinaNeaga(LoughboroughUniversity,UK);GabyNeumann(Tech
nicalUniversityofAppliedSciencesWildau,Germany);CristinaNiculescu(Research
Institute for Artificial Intelligence of the Romanian Academy, Romania); Volker
Nissen(TechnischeUniversittIlmenau,Austria);KlausNorth(FHWiesbaden,Aus
tria); David O'Donnell (Intellectual Capital Research Institute of Ireland, Ireland);
GaryOliver(UniversityofSydney,Australia);KaushikPandya(BirminghamCollege,
UK);HarisPapoutsakis(TEI(TechnologicalEducationalInstitute)ofCrete,Greece);
Paul Parboteeah (Loughborough University, UK); Jan Pawlowski (University of Jy
vskyl, Austria); Monika Petraite (Kaunas University of Technology, Lithuania);
RajivPhougat(IBM,USA);PauloPinheiro(UniversidadedaBeiraInterior,Portugal);
Mrio Pinto (Polytechnic Institute of Porto, Portugal,); Selwyn Piramuthu (Univer
sityofFlorida,Gainesville,USA);GeraldPolesky(IBM.11425N.BancroftDr,Phoe
nix, USA); John Politis (Neapolis University, Pafos, Cyprus); Nataa Pomazalov
(Faculty of Economics and Management University of Defence, Czech Republic);
Stavros Ponis (National Technical University Athens, Greece); Lila Rajabion (Penn
StateUniversity,MontAlto,USA);ThurasamyRamayah(UniversitiSainsMalaysia,
Malaysia); M S Rawat (DCAC, University of Delhi, India); Carlos Raymundo (UPC,
Peru); Ulrich Reimer (University of Applied Science St. Gallen, Switzerland); Ulrich
Remus(ACISDepartment,UniversityofCanterbury,NewZealand);AlexanderRich
ter (Bundeswehr University Munich, Germany); Eduardo Rodriguez (IQ Analytics,
Ottawa, Canada); Ins Saad (Amiens School of Management , France); Josune
Senz(UniversityofDeusto,SanSebastin,Spain);MustafaSagsan(NearEastUni

xxvii

versity,Nicosia,NorthernCyprus,CYPRUS);KalsomSalleh(FacultyofAccountancy,
University Technology MARA, Malaysia); MaraIsabel SanchezSegura (Carlos III
University of Madrid, Spain,); Dan Savescu (Transilvania University of Brasov, Ro
mania); Enrico Scarso (Universit Degli Studi Di Padova, Italy); ChristianAndreas
Schumann (Wirtschaftswissenschaften Institut fr Management und Information,
Germany);MariaTheresiaSemmelrockPicej(KlagenfurtUniversity,Austria);Mehdi
ShamiZanjani(UniversityofTehran,Iran);"PeterSharp(RegentsCollege,London,
UK);"MichaelShoukat(UMUC,USA);KerstinSiakas(AlexanderTechnologicalEdu
cationalInstituteofThessaloniki,Greece);UmeshKumarSingh(VikramUniversity,
Ujjain, India); Dave Snowden (Cognitive Edge, Singapore); Siva Sockalingam (Glas
gow School for Business and Society, UK, UK); Alexander Stocker (The Institute
DIGITAL,JOANNEUMRESEARCH,Austria);MartaChristinaSuciu(AcademyofEco
nomicStudiesBucharest,Romania);ChristineNyaLingTan(MultimediaUniversity,
Melaka,Malaysia);LlewellynTang(UniversityofReading,UK);SaraTedmori(Prin
cess Sumaya University for Technology, UK); Claudia ThurnerScheuerer (Commu
nityManagerofPlattformWissensmanagement,KnowCenter,Graz,Austria);Edu
ardoTom(UniversitduMansIUTdeLaval,Portugal);GeoffTurner(University
of Nicosia, Cyprus); Andras Vajkai (University of Pcs, Hungary); Changiz Valmo
hammadi (Islamic Azad UniversitySouth Tehran Branch, Iran); Jose Maria Viedma
(Polytechnic University of Catalonia, Spain); Christine Welch (University of Ports
mouth,UK);FlorianWelter(IMA/ZLW&IfURWTHAachenUniversity,Germany,);
RoyWilliams(UniversityofPortsmouth,UK);LugkanaWorasinchai(BangkokUni
versity, Thailand, Thailand); Les Worrall (University of Coventry, UK); Mohammad
Hossein Yarmohammadian (Health Management and economic research Center,
IsfahanUniversityofMedicalSciences,Iran)

xxviii

Bioggraphies
ConfferenceCoChairss
DrM
MaraEugeniaSnch
hezisassociateteacheroftheUniverssidadPoli
tcnicadeCartagena.Sheteachesindegreeand
p
postgraduatestudie
es.Herresearchtop
picsarehu
m
manresourcemana
gementandknowledgeman
agement.Shehaspu
ublicationsinhighq
qualityinter
n
nationaljournals.Sh
hehasalsoparticipaatedinvari
o
ousresearchproject
tsrelatedtoorganiizationalcul
tu
ure,innovationand
dinformationtechn
nologies.
DrIn
nocenciaMartneztteachesintheareaaofOrgani
zation Studies, Organizzational Learning, Knowledge
Manaagement, and Intaangibles Managemeent. She is
the Head
H
of the Busineess Management D
Department
at Un
niversidad Politcn
nica de Cartagena, Spain. Her
curre
ent research intereests are organizatio
onal learn
ing, organizational stru
ucture, corporate rreputation,
ngibles managemen
nt and gender stud
dies. Her papers haave been pub
intan
lished
d in prestigious Sp
panish and internattional journals. Shee has also par
ticipaatedinvariousreseearchprojectsrelatedtoorganization
nalculture,in
novationandinformatio
ontechnologies.
Dr Eva Martnez C
D
Caro is an assistant professor of
o
operations
manageement in the Business Manage
m
ment
Department, Universidad Politcnicade Cart
a
agena(Spain).She
receivedherdegreeeinindustrial
e
engineeringin2000
0andherPhDdegrreeinbusiness
m
managementin200
05.Sheservedasth
heHeadofthe
e
eLearningCentero
oftheUniversidad Politcnicade
C
Cartagena
for 5 years. She is actuallyy Vice Dean of
theSSchoolofIndustrial Engineering.Herccurrentresearchintterestsinclude
know
wledge management, technologybassed learning envirronments and
techn
nologymanagemen
nt.

xxix

ProggrammeChair
DrJu
uanGabrielCegarraaisassociateprofeessorofthe
Busin
nessAdministration
nDepartmentofth
heUniversi
dadP
PolitcnicadeCarttagena(Spain).He hasbeena
visiting professor at th
he University of M
Manchester
ofHullintheUK.H
Hisresearch
andaattheUniversityo
interests are on the use of knowledge maanagement
to help small and meedium businesses tto become
e competitive. Duriing the last few yeears he has
more
also beendedicatinghisstimetoseveralreesearchprojectson
ntheSMEsec
tor(aattheEuropeanLeevel)includingthe congenitallearninggproject.This
proje
ectwasformedbyM
Murcia(Spain)andtheHumberregion
n(UK)andwas
funde
edbytheBritishAccademyofManagement.

Keyn
noteSpeakers
Dr Scott Erickson iss Professor of Marketing in the
D
Scchool of Businesss at Ithaca Collegge, Ithaca, NY
w
where
he has also sserved as Departm
ment Chair and
In
nterimAssociateDeean.HeholdsaPh
hDfromLehigh
U
University
and Massters Degrees from
m Thunderbird
andSMU.HeserveedasFulbrightResearchChairat
The Monieson Centtre at Queens Business School,
Kingsston,ONin2010/2
2011.Hehaspublisshedwidelyoninteellectualprop
erty,intellectualcapital,andcompetitiveintelligence.
A
Wensley is an Associate Prrofessor of
Dr Anthony
Inforrmation Systems an
nd Accounting at tthe Univer
sity of
o Toronto Mississaauga and the Rotm
man School
of Management
M
at thee University of Torronto, Can
ada. He is also theDireectorof theComm
munications,
ure and Information Technology proggram at the
Cultu
Unive
ersity of Toronto Mississauga. He has degrees
from the University of Cambridge and the University of Surrrey in the UK
and McMaster University and the Univerrsity of Waterloo in Canada. His
ent research intereests include issues concerning the im
mplementation
curre
andu
useofenterprisew
widesystems,mostparticularly,Enterp
priseResource
Plann
ningsystems.
xxx

MiniiTrackChairs
Constantin Bratianu iss professor of Strattegic Manage
ntandKnowledge Managementatth
heAcademyof
men
Econ
nomic Studies of Bucharest, Romania. He is the
HeadofUNESCODepaartmentforBusinessAdministra
tion and Director of the Research Centeer for Intellec
n academic interessts are: know
tual Capital. His main
ledge
e dynamics, know
wledge managemen
nt, intellectual cap
pital, strategic
manaagementanduniveersitymanagement..
Dr.D
DavidCegarraisatteacherattheUnivversidadPo
litcn
nica de Cartagenaa. His research in
nterests are
know
wledgemanagemen
nt,worklifebalancceandinno
vatio
on. His thesis analyysed the role of th
he founders
congenital knowledge in implementing a work life
ncecultureinSMEss.BeforejoiningtheUniversity
balan
hew
wastheMarketingd
directorofaTechno
ologicalCen
ter.
Prof. Dr.Ing. Norbert G
Gronau studied en
ngineering and
businessadministration atBerlinUniversityyofTechnolo
gy.HeegainedhisPh.D.iin1994andcompleetedhishabili
tation
n thesis in industriial information sysstems. He cur
rentlyy holds the Chair o
of Business Information Systems
andEElectronicGovernmentattheUniversittyofPotsdam,
Germ
many.Hismainresearchactivitiesfocu
usontheareas
ofKn
nowledgeManagem
mentandBusinessR
ResourceManagem
ment.
Prof..AliHessamiiscurrentlytheDirector ofR&Dand
InnovvationatVegaSysttemsandDirectoro
ofSystemof
Syste
emsEngineeringCeentreatUEL,Londo
on.Heisan
expert in the systems assurance
a
and safeety, security,
nt, manage
sustaainability and knowledge assessmen
mentt methodologies. Ali is a Visiting P
Professor at
LondonCityUniversitysCentreforSystem
msandCon
i the School of Engineering & Math
hematics and at Beeijing Jiaotong
trol in
Unive
ersitySchoolofElectronics&InformattionEngineering.

xxxi

Drr Sandra Moffett iss a Lecturer within the School of

Co
omputingandIntellligentSystems,UniiversityofUls
terr. Sandra completted her PhD in Kno
owledge Man
agementin2000.Sh
heiscreatorofthe MeCTIPmod
ng KM assessmentt tool. Sandra
el and Benchmarkin
has conducted extensive funded reseearch with UK
M implementation and develop
orgganisations on KM
mentt,applyingquantitaativeandqualitativeeresearchmethods.
J an Pawlowskiworks asProfessorinDiggitalMedia
Global Information Syystems at the University of
Jyvsskyl,Finland.HehasaMasters'DegrreeandDoc
toratteinBusinessInforrmationSystems(U
Universityof
Duisb
burgEssen). Jan iss a Professor of Digital Media
with thespecialization "GlobalInformatio
onSystems".
n of several
This includes the reseearch coordination
onalandEuropean projects.Mainresearchinterestsand
dactivitiesare
natio
inthefieldofGlobalInformationSystemss,ELearning,ModeelingLearning
related Processes, Proccedural Models, Leearning Technologyy Standardiza
tion, Quality Management and Quality Asssurance for Educaation, and Mo
bile//AmbientLearning.
orandPhDsu
MaartaChristinaSuciuisafullprofesso
peervisorattheAcadeemyofEconomicSttudiesBuchar
estt, Romania.Hermaintopicsofintereestare:Know
led
dge&innovativebaasedsocietyandecconomy;Crea
tivve and innovative management; kno
owledge man
agement and Innovaation; change man
nagement, in
ngibleassetsandin
ntellectualcapital. Sheisactively
tan
involvedinsupportingtthesethistopicsas atrainer,asaPhD
DandpostPhD
ordinated the natiional research
supervisor and as a reesearcher. She coo
ect IDEI 1224 dediccated to the topic of Creative econ
nomy & know
proje
ledge
ebased society. Challenges
C
and opp
portunities for Rom
mania, 2007
2010
0.

xxxii

BiographiesofPresentingAuthors
PichamonAdulavidhayaisaninstructorattheSchoolofBusinessAdmini
stration, Bangkok University, Thailand. Her teaching courses are Interna
tional Business Management and International Financial Management.
PichamonobtainedherBachelorsDegreeinBusinessAdministrationwith
Honors from Chulalongkorn University, Thailand and obtained an MBA
fromOregonStateUniversity,USA.
YashaAfsharJaliliisaKMconsultantandinstructor.Heiscofounderand
managing director of the KM Institute in Iran, providing training courses
and consultancy services in Knowledge Management and Organizational
Change. He has consulted on KM in different industries including Power
distribution, automotive, construction and oil and gas. He holds a BSc. in
IndustrialEngineeringandanMBAinStrategicManagement.HeisaDBA
candidateatEdinburghBusinessSchoolintheUK.
Sr.HammadyAhmedDineRabehisaMAECAECIDscholarforaPhDatthe
University of Murcia (Spain) in the Department of Management and Fi
nance.HeholdsanMBAandaMasterinfirmsciencesfromtheUniversity
ofMurcia,andanMAinManagement,MAinEnglishLanguageandLitera
turefromtheUniversityofNouakchott(Mauritania).
RobertoAlcaldeisanindustrialengineerfromtheUniversityofValladolid
and organization engineer from the University of Burgos. He is associate
professor in Operations Management and Business Management at the
UniversityofBurgos.Healsoworksinamultinationalcompanyandhehas
a wide experience in managing projects (Strategy, KM, IT, Lean, Logistic,
etc).Hehaspublishedanumberofpapers.
Anandasivakumar (Siva) Ekambaram works as a research scientist at
SINTEF Technology and Society, Productivity and Project Management,
Trondheim, Norway. He obtained his doctoral degree, which focuses on
project management and knowledge transfer in organizations, from the
Norwegian University of Science and Technology (NTNU). Besides his re
searchwork,heisinvolvedinteachingactivitiesatNTNU.
Rouhollah Bagheri has a BSc in Computer software engineering and an
MBA in engineering from Amirkabir University of technology (Polytechnic
xxxiii

Tehran).ForthepasteightyearshehasbeenaKnowledgeManagement
SpecialistatAmirkabirUniversity.Healsoservesasanadjunctinstructorat
SharifUniversityofTechnologyandasaKnowledgeManagementConsult
antfortheRaymandconsultingfirm.
Dr.BobBarrettisaprofessorfortheSchoolofBusinessattheAmerican
Public University in Charles Town, West Virginia, USA. He lectures both
nationally and internationally on the topics of Intellectual Capital, Knowl
edgeManagementandeLearning.
Prof. Dr. Aurilla Aurelie Bechina Arntzen is Professor at the College Uni
versityofBuskerud,Norway.Shehasseveralyearscombinedteachingand
research IT experience from wellknown International institutions. Her
academicinterestsarebroadrangingfromrealtimesystemsdevelopment
totheconceptionofknowledgesystems.
DeniseBedfordisGoodyearProfessorofKnowledgeManagementatKent
State University in the US. She teaches courses in economics of informa
tion, intellectual capital management, semantic analysis methods, com
munities of practice, and other knowledge management topics. Current
researchinterestsincludecommunitiesofpractice,useofsemanticanaly
sis methods and technologies, multilingual architectures, business rules
engineering, search architectures and governance models, intellectual
capitalandknowledgeeconomies.
Julie Bliveau, MBA, DBA, is a Professor at the department of manage
ment at the Faculty of Administration of the University of Sherbrooke, in
Qubec,Canada.Sheteachescoursesinknowledgetransferandmanage
ment. Her research interests are knowledge transfer, the role of middle
managers in knowledge transfer, behavioural exemplarity and qualitative
researchmethodologies.
RobertoBiloslavoisprofessorintheFacultyofManagement,Universityof
Primorska.HegraduatedattheFacultyofmechanicalengineeringUniver
sityofLjubljanainthefieldofenergyandprocessengineeringin1992.In
2003,hewasawardedaDoctoraldegreeinthefieldofbusinessinforma
tionsciences.

xxxiv

MadeleineBlockisadoctoralstudentattheFacultyofSocialSciencesand
Business Studies at the University of Eastern Finland inKuopio. Her main
fieldofinterestisknowledgemanagement;hercurrentresearchisrelated
totheissuesofunderstanding,evaluatingandoptimisingknowledgeshar
ingwithinorganisations.
PavelBogolyubovisaManagementandBusinessDevelopmentFellowat
LancasterUniversityManagementSchool,UK.PavelGainedhisfirstdegree
inPhysicsatHerzenUniversityinSt.Petersburg,Russia,andaMBAfrom
BradfordSchoolofManagement,UK.Priortoreturningtoacademia,Pavel
spenttenyearsworkinginvariousContinuousImprovementrolesinFMCG
multinationals across Europe. Research interests centre around softer
aspectsofWeb2.0anditsroleinKM.
Dr.JeanPierreBootoEkioneaisMISProfessorattheUniversityofMonc
ton(NewBrunswick)Canada.HehasaPhDininformationsystemsanda
MSc.inComputerSciencefromtheUniversityofQuebecinMontreal,Can
ada.Hisresearchfocusesonorganizationalcapabilitiesandonthestrate
gicaspectsofinformationsystemsandknowledgemanagement.
AntonioJuanBrionesPealverisanAssistantProfessor,BusinessAdmini
strationDepartment,PolytechnicUniversityofCartagena(Spain).Overthe
last14yearshehastaughtStrategicManagement.Researchtopicsinclude
knowledgemanagement,entrepreneurship,businesscooperation,innova
tion firms and government defense industry. He has supervised a com
pletedPhDprojectandseveralinternationalprojectsinstrategicagribusi
ness,tourismdiversificationandsecuritysystemsbetweenCostaRicaand
theRegionofMurcia.
Elisabeth Brito has a PhD in Organizational Psychology. She is Associate
ProfessorinESTGA,UniversityofAveiro,Portugal,whereshecoordinates
the Quality Management degree. Her main research interests are Knowl
edge management, quality management and its relationships. She is au
thorofvariousscientificpapers.
AlisonBullockisprofessorofmedicalanddentaleducationbasedatCar
diffUniversitySchoolofSocialSciences,UK.Herresearchinterestsinclude
relationshipsbetweenresearch,continuingeducationandpractice.

xxxv

AlexandruCapatinaisaPhDlecturerattheDunareadeJosUniversityof
Galati,Romania.HeisaPostdoctoralfellowattheAl.I.CuzaUniversityof
Iasi, Romania. His interests are Customer Relationship Management, Cul
turalIntelligence,BusinessSimulationsandManagementInformationSys
tems.Heisauthorandcoauthorofsixbooks,over60articlespublishedin
journals and Proceedings of conferences. He has participated at interna
tional conferences focused on business management and marketing in
France,Scotland,Poland,Turkey,Croatia,Tunisia,Algeria,BrazilandMex
ico.
Antonio Carrasco Hernandez teaches Management and Human Resource
Management. He has recently published in Family Business Review. His
PhDisfocusedonthecompensationpracticesofFamilyFirms.
CristinaCastroMasterinWork,OrganizationalandPersonnelPsychology
at University of Coimbra and at University of Barcelona, granted with a
WOPP Master Scholarship for 20072009. People Development Manager
in a worldwide Financial Companydedicated to knowledge management,
training and performance enhancement. Knowledge management is her
mainresearchinterests.
Gabriel CepedaCarrin is an Assistant Professor of Business Administra
tion at the University of Seville. He received his PhD in Knowledge Man
agement from the University of Seville. His research interests include
knowledgemanagement,casestudies,andstructuralequationsmodels.
MichalCharvatreceivedbothBSc.andMSc.inmanagementandeconom
ics from University of Economics in Prague, Czech Republic, in 2009 and
2011.AtthesameUniversity,heiscurrentlyrunningforhisPh.D.degreein
management and economics. He is also working as a freelance website
usability analyst. His research interests include economics and website
management.
JiheneChebbiGhannayhasaBScdegreeintheManagementofSMEsand
an MSc degree in Organisation and Information Systems from Institut
SuprieurdeComptabilitetdAdminstrationdesEntreprises(ISCAE)Tu
nisia (2001) and (2008). Jihene is currently a PhD student at Ecole
SuprieuredeCommercedeTunis(ESCT).Since2010,shehasbeenaRe

xxxvi

searcheratResearchUnitETHICS,ESSECTunisia,researchingCompetitive
Intelligence,OrganizationalcultureandKnowledgeManagement.
ImaneChikhiisacomputerscienceEngineer,postgraduatestudentatthe
SaadDahlabUniversityofBlida(Algeria),ComputerScienceDepartment.
DrAnaCibotaruisaMoldavianpaediatriciannowlivinginMontreal.She
recently completed graduate studies in Ergonomics. Her field of interest
arethesafetyissuesinpaediatrics,inparticulardrugadverseevents.
Alina CiocrlanChitucea PhD, Assistant Professor works at The Academy
of Economic Studies in Bucharest. Academic activities include organizing
andcoordinatingseminarsandpracticalactivitiesforCommunicationand
Business Negotiation and Managerial Communication. Research and De
velopment activities include participation in national and international
researchteams(RomaniaandSpain),andanorganizerofnationalandin
ternationalconferencesandseminars.
AdinaCristiana Comanescu is an accountant at S.C. Aerostar S.A Bacau.
She is also a 2nd year PhD Student at the Academy of Economic Studies,
UniversityofAccounting,Bucharest.
ElizaLauraCorahassevenyearsexperienceinaretailbankwhereshehas
focusedonriskmanagement,especiallycreditrisk.Shecurrentlymanages
credit monitoring processes in the bank. Her areas of research interest
includerisksintheinnovationprocess.ShehasrecentlyenrolledinaPhD
programme.
VitorCostaisagraduateinPsychology(2003)andMasterdegreestudent
ofWorkandOrganizationalPsychologyatUniversityofBeiraInterior.
Elizabeth Lorena Croitor (Tcaciuc) is a second year doctoral student in
Economics. She has work for three years at the Millennium Bank in sales
and she is a collaborator in Marketing disciplines and Economics at the
UniversityStefancelMareSuceava.
Dr Anik Csepregi is Assistant Professor, Department of Management,
UniversityofPannonia,Veszprm,Hungary.ShedefendedherPhDThesis
in2011.HerInterestsincludeknowledgemanagement,knowledgesharing

xxxvii

and competence management. She has published numerous articles and

presentedworkatnationalandinternationalconferences.
Francesca Dal Mas, has a master degree in Business Administration from
Udine University and law degree from Bologna University, Italy. She runs
three small companies as CEO and CFO, and since 2011 she is marketing
manager and deputy project manager at Friulchem spa, a small interna
tional pharmaceutical company. She teaches finance, law, strategy and
accountingonpostgraduateandundergraduatecoursesorganizedbypub
licbodiesandprivatebusinessschools.
AnnunziataDeFeliceiscurrentlyaresearcherinEconomicsattheUniver
sityofBari,Italy.SheisaLecturerinEconomicsattheIIFacultyofLawin
Taranto,UniversityofBari.
Dima Mihaela Alina is associate professor at the Bucharest Academy of
Economic Studies, School of Business Administration and Director of
UNESCO Chair for Business Administration. She has a PhD. in Economics
specializing in International Business and Economics. Her main fields of
interest are InternationalBusiness, Competition Policy,European integra
tion,HigherEducation.
MihaelaAdrianaDumitranaPhDisaProfessorattheBucharestAcademy
ofEconomicStudies.Sheparticipatesintrainingorganisedbyuniversities
fromFranceandUK.SheisamemberoftheOrleansprofessorscouncil,
theFrenchCertifiedAccountants,theRomanianCertifiedAccountants,and
theRomanianCertifiedAuditors.
Dr. Thomas Jackson is Senior Lecturer in the Department of Information
Science at Loughborough University amd is nicknamed Dr. Email by the
media. His research team work in two main research areas, Electronic
CommunicationandInformationRetrieval,andAppliedandTheorybased
KnowledgeManagement.Hehaspublishedmorethan100papersinpeer
reviewedjournalsandconferences.
Gintare Edintaite is a PhD candidate in Social Sciences (Educational Sci
ence)andanAssistantTeacherintheDepartmentofEducationalSystems;
FacultyofSocialSciences,KaunasUniversityofTechnology,Lithuania.The
topicisUniversityTeachersLearningbyCreatingStudyRelevantOrganiza

xxxviii

tional Knowledge. Research interests include educational and learning

environments, organizational learning, knowledge management, higher
education.
Dr. Steve Eldridge completed an Engineering Doctorate with UMIST and
was subsequently appointed as a lecturer in the School of Management
andthenasthedirectoroftheManchesterEngineeringDoctorateCentre.
AsalecturerwithManchesterBusinessSchool,hehassupervisedtwoKTP
projects;fourcompletedPhDprojectsandisapastdirectoroftheMScin
Operations,ProjectandSupplyChainManagement
Claudia Erni Baumann is a Research Associate and PhD student at ETH
Swiss Federal Institute of Technology Zurich. She is Chair of Technology
andInnovationManagement.ShehasaMScinSportsandPhysicalEduca
tionandanMAinBusinessAdministrationspecialisinginInformation,Me
dia and Technology Management. Her research interests include chance
encounters,knowledgecreation,innovation,learningandsportseconom
ics.
Giovana Escrivo has aDoctorate in Industrial Engineering from the Fed
eralUniversityofSoCarlos,Brazil.HehasaMasterofIndustrialEngineer
ing from the University of the State of So Paulo (2010) and a Degree in
AdministrationfromtheStateUniversityofSoPaulo(2007).
Doron Faran is a lecturer in the Industrial Engineering and Management
department at ORT Braude College in Israel. His areas of interest include
managementphilosophy,managerialthinkingandorganizationallearning.
DoronearnedhisPhDfromtheUniversityofTwenteinTheNetherlands.
HealsohasaMAinLaborStudiesandBAinEconomics.
Eloi Fernndez y Fernndez is a Mechanical Engineer, and Professor of
MechanicalEngineeringatPUCRioandGeneralDirectorofONIP(National
Organization of the Petroleum Industry Brazil). He was Director of ANP
(National Petroleum Agency Brazil), State Secretary for Science and
Technology, and Manager Superintendent at FAPERJ (Foundation for Re
searchSupportRiodeJaneiro).
AnabelFernndezMesaisaLecturerattheUniversityofValencia(Spain)
where she teaches subjects related to strategy. She is also researcher in

xxxix

INGENIOinstitutefromSpanishCouncilforScientificResearch.Sheholdsa
PhD in Management from the University of Valencia. Her research inter
ests focus on organizational learning, knowledge management, ambidex
terityandinnovationfromastrategicperspective.
Elisa Figueiredo is an Assistant professor in the Department of Manage
ment and Economics in the School of Technology and Management of
Polytechnic Institute of Guarda, Portugal. He has a Masters in Manage
mentSciencesandisaPhDstudentintheFacultyofPsychologyandEdu
cationSciences,ofUniversityofCoimbra,Portugal.SheisalsoaConsultant
andtrainerinhumanresourcemanagement.
HadiFotoohihasaBSc.incomputersoftware.Hehasworkedforthepast
12yearsattheInformationandCommunicationTechnologyInstitute(ICTI
IUT)inseveralITprojectsasasoftwaredeveloper,designer,systemana
lyzer,tester,teamleaderandprojectmanager.HadiCompletedanMS.in
InformationtechnologymanagementintheDepartmentofComputerEn
gineeringandInformationTechnologyattheAmirkabirUniversityofTech
nologyinMay2011.
Dr.GabrieleFranklhasbeenheadoftheeLearningServicedepartmentat
the AlpenAdriaUniversitt Klagenfurt since 2008. Her main research in
terestsareeLearningandBlendedLearning,KnowledgeManagementand
winwinconstellationsaswellasselforganisationprocesses.Shehassuc
cessfullyimplementedeLearningandKnowledgeManagementsystemsin
theproductionindustry.
DieterH.FrueauffisaSeniorExecutiveManageratFraportAG,Frankfurt
Airport,Germany.Hehas30yearsexperienceinaccounting,ERPsystems,
process and project management in public utilities and airport industry.
Since2010hehasbeenundertakenaDBA(DoctorateinBusinessAdmini
stration) at Liverpool Business School with research in Knowledge Man
agement.
Charles Gagn is a Knowledge Transfer Advisor at IRSSTs Knowledge
TransferandPartnerRelationsDepartment.TheKTPRmandateconsistsof
ensuring the use of research results and their diffusion to partners and
stakeholdersinvolvedinthepreventionofoccupationalaccidents.

xl

Chunmei Gan is a visiting researcher in Lappeenranta University of Tech

nology(Finland)andadoctoralstudentinCentralChinaNormalUniversity
(China). Her research interests include knowledge management, social
mediaandinformationresourcemanagement.Shehascoauthoredabook
(inChinese),andseveralpapersintopjournalsinfieldofinformationsci
enceinChina.
DomingoGarcaPrezdeLemahasaPhDinEconomicsandBusiness.He
is a full Professor and Director in the Department of Financial Economics
and Accounting at the University of Cartagena (UPCT). He is Secretary of
theCommitteeonValuationandFinancingEnterprisesinAECA,Directorof
the Economic Observatory for SMEs in Murcia and Director of the Young
EntrepreneursofBancajaUPCT.
LidiaGarciaZambranisaresearcherinFinancialEconomicsatTheUniver
sity of the Basque Country. Her research activities are oriented towards
thefieldsoftheknowledgemanagement:assessmentandfinancialvalua
tionofintangibles.Sheiscoauthorofvariousarticlesininternationalsci
entificmagazines.Sheisworkingonherthesisaboutfinancialvaluationof
intangibles.
Ghasemi Hossein is project management office (PMO) manager in Jiring
Company.BeforethathewasmanagerofknowledgemanagementinRe
searchInstituteofPetroleumIndustrywithstrongacademicbackgroundin
managementandengineeringresultingfromamastersdegreeinITMan
agement from UT the first ranked university in humanitarian sciences in
Iran. He also has a bachelors degree in Industrial Engineering from IUST
oneofIranstoprankedEngineeringuniversities.
MahmoodGhaznavihas12yearsofprofessionalworkexperienceinindus
tryandacademics.HeiscurrentlydoingaPhDinknowledgemanagement.
His PhD research is about exploring the utility of knowledge networking
among professionals. The title of his thesis is Knowledge Sharing in Ego
centeredKnowledgeNetworksofProfessionals.
DiegoGoenagaCastroPhDExtremaduraUniversity.BeganOctober2009:
Middle Degree obtained: certificate of high studies: 2010. Actual status:
Developingthedoctoratethesis.MBA.UniversidadSouthernMississippi,
MS,EEUU.May2004.MasterinEconomics.PontificalUniversidadJaveri

xli

ana. Bogot, Colombia. May 2001. Undergraduate Degree. Pontifical Uni

versidadJaveriana,Bogot,Colombia.Mayo2000.
Gerald Guan Gan Goh is a Senior Lecturer in Knowledge Management in
the Faculty of Business and Law, Multimedia University, Malaysia. His re
searchinterestsincludeinvestigationsintosociotechnicalissuesofknowl
edge management, technology adoption, communication, environmental
sustainabilityissuesandinformationcommunicationtechnologies.
Miguel GonzalezLoureiro is a European PhD in Business Management
from the University of Vigo (Spain). His research interests are intangible
management, system of innovation, cluster organisations and entrepre
neurship. He has coauthored many books on Galician business systems
andacademicpapersonintangiblemanagementinSMEs.
MicheleGrimaldiisAssistantProfessorattheFacultyofEngineering,Uni
versity of Cassino, Italy. He received a firstclass honours degree (2002)
and Masters in Industrial Engineering (2003). He has a PhD in Industrial
andManagementEngineeringfromUniversityofRomeTorVergata,Italy
(2005). Hehas pPublished over 50papers in conferenceproceedings and
international journals. Research interests are knowledge management
strategiesandmetrics.
Oscar Guerra is a Chemical Engineer specialist in Strategic Thinking and
Foresight and also in Environmental Evaluation of Projects. He works at
the Knowledge and Technology Management Unit of ECOPETROL S.A.
NowadaysheistheLeaderofCorporateProgramofKnowledgeandTech
nologyManagement.
HeikoHaaseisaFullProfessorofEntrepreneurshipandInnovationMan
agementattheDepartmentofBusinessAdministration,UniversityofAp
plied Sciences Jena, Germany. He studied Industrial Engineering and re
ceivedhisPhDinEconomicSciencesfromtheIlmenauUniversityofTech
nologyin2003.HeisthedirectoroftheCenterforInnovationandEntre
preneurshipattheUniversityofAppliedSciencesJena.
LindaC.Hald,isaPh.D.CandidateattheNorwegianUniversityofScience
and Technology. She is a former researcher in Productivity and Project
Management at SINTEF. Currently she is pursuing a PhD in project man

xlii

agementofcollaborativeresearchprojects.Lindahasabachelordegreein
socialsciencestudiesandhasexperienceinworkingwithprojectmanage
ment.
Meliha Handzic is Professor of Information Systems at the International
Burch University, Sarajevo. Her PhD is from the University of New South
Wales, Sydney. Melihas main research interests includeknowledge man
agement and decision support systems. She has published extensively on
thesetopicsinleadingjournals.Currently,sheisregionaleditorforKnowl
edgeManagementResearch&Practice.
Dr.HaroldHarlow(nowaprofessor)hasbeenanexecutiveforworldclass
companiessuchasIBM,GEandQualcomminacareerthatspansalmost
25years.Hehasdevelopedover25newproductsbasedontechnologies
such as GIS, GPS GSM and CDMA (wireless). He has written over 30 KM
articlesinvariousinternationalbusinessjournals/conferences.
Ionut Viorel Herghiligiu is currently a PhD student at Gheorghe Asachi
Technical University, Iasi, Romania research into the environmental man
agementprocess.ThetitleofthethesisisResearchontheEnvironmental
ManagementSystemasaComplexProcessatOrganizationsLevel
Inge Hermanrud is a Ph.D. student at Bod Graduate School of Business,
Norway.HisresearchfocusesonICTuseinknowledgesharing.Hermanrud
alsoholdsanAssociateProfessorpositionatHedmarkUniversityCollege,
Norway,whereheteachescoursesinStrategy.HeholdsaM.philinSocial
SciencefromTromsUniversity,Norway.
Tore Hoel is a researcher at Oslo and Akershus University College of Ap
plied Sciences, Norway, working in European projects and international
standardisationprojectswithinlearningtechnologies.
EliHustadisanAssociateProfessorattheUniversityofAgderinKristian
sand,Norway.SheholdsaPh.D.fromtheUniversityofOslo.Herresearch
and teaching focus on enterprisewide information systems, knowledge
networking,KM2.0andutilizationofsocialmediainbusinesses.
ElenaVictoria Iancu works as a consultant at Ernst & Young IT Advisory.
SheisanalumniofUtrechtUniversity,holdingaMSc.inBusinessInformat

xliii

ics.Aspartofhermasterthesisresearchproject,Elenahelpedsettingup
and optimizing the EMEIA Program Management Community of Ernst &
Young.
Stefan Iordache is PHD Student at Faculty of Business Administration,
Academy of Economic Studies of Bucharest, Romania. He works in the
privatebusinesssectorasaDepartamentManagerinamultinational.His
mainacademicinterestsare:negotiation,knowledgedynamics,knowledge
management,strategicmanagementandleadership.
John Israilidis is a Doctoral researcher, Knowledge Management, Depart
ment of Information Science; member Knowledge ManagementResearch
Group,LoughboroughUniversity,UK.DegreeinInformaticsandTelecom
munications, University of Athens. Master' in Information Management
andBusinessTechnology,LoughboroughUniversity.Workedineducation,
performance improvement consulting and sales in Germany, Greece and
UK. Research focuses on knowledge sharing barriers in technology inten
sive organisations and cost effectiveness of information technology sys
temsandservices.
Pamela Izunwanne is a PhD Candidate at the faculty of Economics and
SocialSciencesintheUniversityofAgder.Sheholdsadoublemastersde
greeinInternationalManagementandInternationalBusinessfromRotter
damSchoolofManagementandtheNorwegianSchoolofEconomicsand
Business Administration respectively. Her doctoral research is focused on
OrganizationalKnowledgeCreationandNewProductDevelopment.
Dr. Thomas Jackson, Senior Lecturer in the Department of Information
ScienceatLoughboroughUniversity,isnicknamedDr.Emailbythemedia.
Hisresearchteamworkintwomainresearchareas,ElectronicCommuni
cation and Information Retrieval, and Applied and Theory based Knowl
edge Management. He has published more than 100 papers in peer re
viewedjournalsandconferences.
Brigita Janinait Full Professor and Head of Department of Educational
Systems, Faculty of Social Sciences, Kaunas University of Technology. Re
search is focused on issues of change management and social innovation
implementation. Among her publications is a monograph on Educational
InnovationImplementation(2004)andresearchstudiesCitizensInnova

xliv

tiveCulture(2007)andInnovativeCultureofOrganizations(2011,with
coauthors).
Gholamhossein Mehralian is PhD candidate in Pharma Management and
Pharmacoeconomics at the School of Pharmacy, Shahid Beheshti Univer
sity,Iran.Hehasseveralpapersinintellectualcapitalandsupplychainarea
publishedininternationaljournals.
Dr.DanielJimnezJimnezisaProfessorofmanagementattheUniversity
ofMurcia(Spain).Hiscurrentresearchfocusesontherelationshipsamong
innovation, human resource management and knowledge management.
HehasrecentlypublishedinPersonnelReview,IndustrialMarketingMan
agement,InternationalJournalofOperationsandProductionManagement
amongothers.
Agnar Johansen is a senior scientist at SINTEF Technology and Society,
Productivity and Project Management, Trondheim, Norway. He has wide
experienceasaconsultant,researcherandlecturerinthefieldofproject
management.Hehasledseveraldevelopmentprojects,startupprocesses
anduncertaintyanalyseswithinthefieldofprojectmanagementinpub
licandprivatesectors.
PalmiraJucevicieneisafullprofessoratKaunasUniversityofTechnology,
Lithuania, President of the Lithuanian Educational Research Association
and former expertmember of the Lithuanian Academy of Sciences. She
has published more than 200 publications. Her research interests include
organizationallearning,knowledgemanagement,learningregion/city,life
longlearning,learningnetworks,highereducation.
KrzysztofJungowskiasaVicePresidentofNetLineGroupandisresponsi
blefordeliveryandproductdevelopmentstrategy.Hisresponsibilitiesin
clude project management governance, competence development and
managementandcompanyproductsdevelopmentstrategy.Healsoworks
asanexpertforNIAGCommittee(NATOIndustryAdvisoryGroup).
Manuella Kadar, Ph.D., is Associate Professor within the Department of
ComputerScienceandEngineeringat1Decembrie1918UniversityofAlba
Iulia,Romania.Herareasofinterestincludeartificialintelligence,informa

xlv

tion systems and technology, multimedia technology, knowledge man

agementsystems.
RavinderSinghKahlonhasBScandMScdegreesfromMiddlesexUniver
sity, London, United Kingdom. He has published and presented research
findingsonSoftwareQuality,DigitalLibrariesandKnowledgeManagement
(KM).HisresearchfocusesonKMStrategiesandSystems,especiallysuc
cessfactorsimplementingKMwithinorganisations.HeworkswithITcon
sultancies specialising in topquality IT Solutions, enabling KM within or
ganisations.
MartinKatukisaPhD.studentattheUniversityofilina.HeisaMas
ters graduate of the Comenius University in Bratislava, where he special
ised in comprehensive processing of written cultural and scientific heri
tage.Heworkedfor7yearsintheSlovakNationalLibraryasadigitallibrar
ianparticipatinginEuropeanprojectsandasanationalexpertindigitisa
tionanddigitalpreservation.
MarcelaKatukovisaLecturerattheUniversityofilina.SheisaMas
ters and PhD. graduate of the Comenius University in Bratislava. She is
workinginresearchandeducation,specializingininformationandknowl
edge management, scientific collaboration and text mining. She has
workedinthefieldofknowledgemanagementimplementationinresearch
projectssuchastheMemoryofSlovakiaandKNIHASK.
Jennifer Kennedy is a graduate of Trinity College Dublin where she re
ceivedaB.A.(Hons)inBusinessandEconomics.In2010shebeganaMas
tersinHRMinDCUIreland.Shegraduatedwitha1stclasshonoursandan
awardforbestdissertation.Hercurrentresearchisinvestigatingindividual
levelfactorsinfluencingtacitknowledgemanagement.
Dr.RadwanA.Kharabshehisalecturerininternationalbusinessandthe
assistantdean,internationalaffairsattheHashemiteUniversityinJordan.
His research interests include organizational learning, knowledge man
agement and international joint ventures. He is member of ANZIBA and
ANZMACandtheSydneyUniversityCentreforPeaceStudiesandConflict
Resolution.

xlvi

Monika Klimontowicz is lecturer and a PhD student at the University of

EconomicsinKatowice.Herlatestresearchfocusesontheroleofintangi
bles in the process of achieving banks competitive advantage. Her inter
estsincludebusinessstrategy,innovation,knowledgeandintellectualcapi
tal. She has been working as a marketing manager and business consult
ant.
UteKlotzstudiedPoliticalEconomicsandInformationScienceattheUni
versity of Konstanz. She is a lecturer at the School of Business, Lucerne
UniversityofAppliedSciencesandArts.Hermaininterestsareunderstand
ing public or private organisations how they work and helping them to
solvetheirorganisationalproblems.
PaulKruseisworkingasresearchassistantatDresdenUniversityofTech
nology, Germany. His current research examines the role of external
knowledge in open innovation contexts. The focus of his dissertation lies
oninvestigatingthegeneralimpactofknowledgemanagementoninnova
tivenessinthecontextofEnterprise2.0.
DrSeeKwong,GohisaSeniorLecturerinTaylorsBusinessSchool,Taylors
University,Malaysia.HeholdsadoctoratefromTheUniversityofNewcas
tle, Australia, and a MCom from the University of Adelaide. His research
interests include knowledge management, knowledge sharing behaviour,
consumerbehaviourandelearning.
JeanSbastien Lacam is a PhD student in the Management Science
GroupeSupdeCoLaRochelleCEREGE(France).Hisresearchworksrelate
tostrategiesofcoopetitionandknowledgemanagementbetweenpublic
andprivatesectorhealthcare.
Sara Lombardi is a Ph.D. student in Management at LUISS Guido Carli in
Rome,Italy.Sheisinterestedinknowledgemanagement,knowledgeshar
ing activities within organizations and strategic human resource manage
ment.
Elena Laroche is a professor at the School of administrative sciences at
TLUQ.Sheisparticularlyinterestedinthetransferofknowledge,atheme
that she has applied to the field of occupational health and safety in her

xlvii

thesis. Her studies leading to the Ph.D. were funded by the SSHRC excel
lenceawardsprogram.
AntonioL.LealRodriguezisaPhDstudentintheBusinessAdministration
doctoral program (University of Seville, Spain). At present, his main re
search topics deal with relational learning, knowledge management Sys
tems,andOrganizationalculture.
CardosoLeonorhasaPhDinWorkandOrganizationalPsychology.Sheisa
Professor at the University of Coimbra where she teaches Pregraduate
and postgraduates in work and organizational psychology. She is Portu
gueseViceCoordinatoroftheEuropeanWOPPMasterssupportedbythe
European Commission through the Erasmus Mundus Programme. Knowl
edge management is her main research interest. She is author of various
bookchaptersandscientificpapers.
NelsonLeunghasaPhDfromUniversityofWollongongandisanAssistant
Professor at RMIT International University Vietnam. He is serving as the
FoundingPresidentoftheVietnamChapterofAssociationforInformation
Systems,andanAssociateEditorfortheInterdisciplinaryJournalofInfor
mation,KnowledgeandManagementandtheInternationalJournalofIn
terculturalInformationManagement.
Wi.Ing. Dada Lin is working on his doctoral thesis in the field of "enter
prise wikis" at the Technical University Dresden in cooperation with T
SystemsMultimediaSolutionsGmbH.Heconfineshisresearchnotonlyto
the usual methodology of the research field information systems, but
pragmatically combines several approaches including grounded theory
fromthesocialsciences.
Filomena Lopes has a PhD in Technology and Information Systems from
UniversityofMinho,Portugal,andMastersinSystemsAnalysisfromUni
versityofManchesterInstituteofScienceandTechnologyUMIST.Sheis
AssociateProfessorintheInnovation,ScienceandTechnologyDepartment
of Portucalense University where she teaches Information Systems Strat
egyandInformationandKnowledgeManagement.
Dr.GabrielaCitlalliLpezTorresobtainedherPhDinoperationsmanage
mentattheUniversityofManchesterinApril2010.ShestudiedIndustrial

xlviii

EngineeringattheInstituteofTechnologyofAguascalientes,Mxico.Her
principalindustryexperienceiswithTexasInstrumentsandYorozu(Nissan
supplier)inthequalityandproductioncontroldepartments.
Monique Lortie PhD is tenure professor at Universit du Qubec Mon
tralinergonomics.Herbackgroundisinindustrialengineering.Sheisin
chargeofagraduateprograminErgonomicsandoftheknowledgetransfer
strategicarmfortheRseaudeRecherchenSantetScuritauTravail
(RRSSTQ)
AgnesMaciocha,Msc,PhDisBusinesslecturerattheInstituteofArt,De
sign, and Technology, Dun Laoghaire. Her research interests are Intellec
tual Capital and the application of quantitative methods and data mining
techniquesfordecisionmakinginbusiness,emphasisingintangibleassets
andintellectualcapitalmeasurementinevaluatingeconomicperformance.
ShehaspresentedatnumerousconferencesandispublishedinEJKM,Lec
tureNotesonComputerScience,andIrishJournalofManagement.
MiguelA.ManzanedoisaProfessorinOperationsManagementandOp
erationsResearchattheSchoolofIndustrialEngineeringandHeadofthe
Research Group on Innovation Management at University of Burgos. He
receivedhisPhDinIndustrialEngineeringfromUniversityofValladolid.He
has worked as Head Researcher in several international projects about
KnowledgeManagementandInnovation.
VirginiaMaracineisProfessorofOperationalResearch,RiskManagement,
and Business Logistics in the Faculty of Economic Cybernetics, Statistics
andInformaticsattheBucharestUniversityofEconomicStudies.Shehas
published articles and papers and has presented at conferences and
monographs. Areas of interest include Operational Research, Managerial
Decisions,EconomicDynamicsandPortfolioManagement.
AuroraMartinezlecturesattheUniversidadPolitcnicadeCartagena.Her
researchinterestsareknowledgemanagement,environmentalknowledge,
organizationallearningandbusinessprocess.Shehaspublishedininterna
tionaljournalsincludingtheServiceIndustriesJournal,theSpanishJournal
ofPsychologyandJournalofEnvironmentalPsychology.

xlix

JennyMartnezCrespoisaPh.D.CandidateattheUniversidadEafitHec
Montreal, Canad. She is Business Administrator at the Universidad de
Nario (PastoColombia). She holds an MBA, MSc in Organizations from
theUniversidaddelValle(CaliColombia).SheisaFulltimeresearcherand
professorofBusinessAdministrationattheUniversidaddeMedellin.
MaurizioMassaro,PhDisaggregateprofessoratUdineUniversity.Hewas
previously a visiting scholar at Florida Gulf Coast University, USA, (2010).
His academic interests are primarily in the field of measurement of busi
nessperformance,intangibleassetsandentrepreneurship.Hehaswritten
severalpublicationsonthesetopics.
FlorindaMatosiscompletingherPhDintheareaofManagement,atISCTE
BusinessSchool,LisbonUniversityInstitute.Shelecturesonmanagement
master degree programs at ISCTE Lisbon University Institute and at the
School of Management and Technology, Polytechnic Institute of Leiria.
Currently,sheisleadingthedevelopmentofICAAIntellectualCapitalAc
creditationAssociation.
SaraMcCrackenisaPHDcandidateatAstonBusinessSchoolintheUK.She
holds an MBA and has over ten years of experience in the healthcare IT
field.Herresearchfocusinterestsareontheuseoftechnologyparticularly
intheNHScoupledwithKnowledgeManagement.
JaneMcKenzieisbasedatHenleyBusinessSchool,UniversityofReading.
She is Director of Henley KM Forum, having actively contributed to the
community since 2000. Her interests are summarised as: "How connec
tions and contradictions affect knowledge work and learning capacity in
organisations".Shehaswrittenthreebooksandmanypapersoftenjointly
withDrChristinevanWinkelen.
Gholamhossein Mehralian is PhD candidate of PharmaManagementand
Pharmacoeconomics at School of Pharmacy, Shahid Beheshti University,
Iran. He has several papers in intellectual capital and supply chain area
whichpublishedininternationaljournals.Thispaperis apartofhisPhD
dissertation.
AngelLMerooCerdnisAssociateProfessorofManagementattheUni
versityofMurciainSpain.HeisprincipalResearcherintheOrganizational

Technological Innovation Research Group. He is Director of the Chair of

Business Family at the University of Murcia and Polytechnic University of
Cartagena. His teaching and research are related to knowledge manage
ment,technologicalinnovationandfamilybusiness.
Libor Mesicek studied Information systems and technologies at the Uni
versityofEconomics,Prague,CzechRepublicandcontinueshisstudiesas
Ph.D.candidate.Since2008hehasfocusedonICTProjectPortfolioMan
agement,socialnetworksandprojectevaluation.
DrKristelMillerisaLecturerinManagementatQueensUniversity,Belfast,
Northern Ireland. She has just completed her PhD exploring the knowl
edge processes within University technology transfer through an absorp
tivecapacitylens.Herresearchinterestsliewithintheareasofknowledge
transfer and management, technology commercialisation and absorptive
capacitywithinknowledgeintensiveorganisations.
Isabel OlmedoCifuentes obtained her PhD in Business Administration at
Universidad Politcnica de Cartagena (Spain). Currently, she is assistant
professor at Business Administration Department at the same university.
Herresearchfocusesoncorporatereputationandtheinfluenceofthedif
ferentstakeholdersonitsconfigurationandevaluation.
ValentinaMaksimovaisaPhDinEconomics,Professor,theHeadofEco
nomics and Investment Department of the Moscow State University of
Economics, Statistics and Informatics. Her research field of interests are
Economics, Intellectual Capital, Knowledge Economy, Investments in Hu
man Capital. She leads courses in the topics of Microeconomics, Knowl
edge Management and Investments. She has published textbooks on Mi
croeconomicsandInvestment.
TakuyaMiyamotoisanassociateprofessoratKurumeUniversityinJapan.
HeearnedhisPhDfromKobeUniversityin2009.Hisresearchinterestsare
SME networks in Asia and international business in Japanese global com
panies..
LudmilaMldkovisanassociateprofessorattheUniversityofEconomics
Prague, Faculty of Business Administration, Department of Management.
She specializes in knowledge management, management of knowledge

li

workersandmanagerialleadership.Heractivitiesinvolvelecturing,writing
andworkwithPhDstudents.
SamuelMonteiroisAssistantProfessorattheUniversityofBeiraInterior,
Portugal. He holds a PhD in Organizational Psychology (2011) from the
University of Coimbra and a Master in Organizational Psychology (2007)
fromtheUniversityofPorto.
Salomn Montejano Garca is a research professor at the Universidad
Autnoma de Aguascalientes. He is a PhD candidate in Knowledge Man
agementattheCentreofEconomicandAdministrativeSciences.Heisan
industrial engineer and graduated from the Institute of Technology of
Aguascalientes.Currently,heistheleaderofaresearchgroupnamedOp
erationsManagementandHumanCapitalDevelopment.
PaulaMoraishasaPhDinTechnologyandInformationSystemsfromthe
UniversityofMinho,Portugal,andaMasterinSystemsAnalysisfromthe
UniversityofManchesterInstituteofScienceandTechnologyUMIST.He
is Associate Professor at the Innovation, Science and Technology Depart
ment of Portucalense University and a researcher in the areas of knowl
edgemanagementandinformationsystemsdevelopment.
Oliver Moravcik graduated from the Technische Hochschule Ilmenau,
GermanywithaDipl.Ing.inAutomation.HeholdsaDr.Ing.inComputer
SciencefromtheSlovakUniversityofTechnology.HeisanassociatePro
fessor in Applied Informatics and Automation, Visiting professor in
Koethen and Darmstadt, Germany, Professor in Applied Informatics and
AutomationatSlovakUniversityofTechnologyBratislavaandin2006Dean
ofFacultyofMaterialsScienceandTechnologyinTrnava,SlovakUniver
sityofTechnologyBratislava.
MieczysawMorawskiisaProfessorattheWroclawUniversityofEconom
icsinPoland.Heiswidelypublishedandhiscurrentresearchinterestsare
in the personal aspect of knowledge management, knowledgebased or
ganizations,talentmanagement.
Ricardo Mota Freitas has a degree in Computer Science applied to Man
agementfromPortucalenseUniversity.Hehasexperienceasprogrammer,

lii

IS analyst and ERP consultant and hes currently finishing his thesis on
KnowledgeManagementinthesameUniversitywherehegraduated.
FattahNazemisanAssociateProfessor.Hehasbeenvicepresidentofthe
research department for the last five years. His research interests are in
thefieldofHigherEducationManagement.Hehaswritten2booksand93
articles. He is Chief Executive of the Quarterly Journal of Educational Sci
ence.
MartinNkosiNdlelaPhD,isassociateprofessorandheadofdepartmentof
ManagementandOrganization Studies, Hedmark University College,Nor
way. His research interests include knowledge management in the public
sector,particularlyaspectsofknowledgesharing,communication,ICTand
communitiesofpractice.Currentresearchfocusesonknowledgesharingin
interorganizational relationships drawing on cases from crisis response
organizations.
MirelaElenaNichitagraduatedfromtheBucharestAcademyofEconomic
Studies, Accounting and Management Information Systems Faculty and
Audit and Accounting Management Masters programme. Since 2010, she
hasobtainedaPhDinaccountingandnow,sheisalecturerintheAccount
ingDepartmentofAES,teachingIntroductiontoaccounting,Financialac
countingandInternationalAccountingStandards.
HansErik Nissen is a Senior research fellow, Department of Informatics,
LundUniversitywithover20yearsteachingandresearchingininformation
systemsfield.HehasworkedinvariouspositionsintheSwedishPulp,Pa
perandTimberindustry,wherehestartedandledthefirstcomputercen
treoftheSwedishCelluloseCompany.
Josef Noika graduated at the University of Economics in Prague with
specializations in Information Technology and Psychology. He started his
doctoralstudiesatInstitutfuerInformatikungGesellschaftattheUniver
sity Freiburg, and is now completing them at the Department of Knowl
edgeEngineeringofUniversityofEconomicsinPraguewhereheworksasa
businessanalystinAquasoft.
Jamie OBrien emmigrated to the United States from Ireland in August
2011.HeiscurrentlyteachingatSt.NorbertCollegeintheMidwest.His

liii

researchinterestsincludeknowledgemanagement,knowledgeassessment
andknowledgestrategy.HealsohasafondnessforMacroeconomicsand
likestokeepabreastofcurrenttrends.
Marie O Connor is currently undertaking her PhD in Queens University
Belfast under the supervision of Professor Nola HewittDundas. She is
lookingattheareaofindividualpatentsinIreland.Sheisalecturerinthe
SchoolofEconomics,UniversityCollegeCork,Ireland.
SabinaOlaruworksattheNationalR&DInstituteforTextilesandLeather,
Bucharest, Romania where she is Research Design Department Head,
TrainerofTrainers,doctoralengineerinClothingandknittingTechnology.
SheisalsoaPostdoctoralstudentattheAcadamyofEconomicStudiesand
ESSECBusinessSchoolParis.Skills:virtualgarmentprototyping,personal
isedgarmentdesignprocess,masscustomisation,productcodesignproc
ess Scientific projects and research team member (20052011); na
tional/international scientific papers; articles in magazines,books and
chapters published by acknowledged publishing houses, PhD in Industrial
engineering
Ashkan Rangamiztousi is currently studying for a PhD at the Faculty of
Management and HRD in University Technology Malaysia. In 2011 he
graduatedas a master of knowledge management at the faculty of Crea
tive Multimedia in Multimedia University. His research activities are fo
cusedmostlyonknowledgesharingandopeninnovationparadigm.
Isabel OlmedoCifuentes obtained her PhD in Business Administration at
Universidad Politcnica de Cartagena (Spain). Currently, she is assistant
professor at Business Administration Department at the same university.
Herresearchfocusesoncorporatereputationandtheinfluenceofthedif
ferentstakeholdersonitsconfigurationandevaluation.
AndrewC.OlogboisadoctoralcandidateatFacultyofManagementand
HumanResourceDevelopmentoftheUniversitiTeknologiMalaysia(UTM).
He holds a masters degree in human resource development from the
same University. His area of research and academic interests include
knowledge management, employee engagement, learning organiza
tion/organizationallearning,peopleandlifelonglearninginorganizations.

liv

SvetlanaPanikarovaGraduatedfromKhakassStateUniversity,Instituteof
EconomicsandManagement,1999.PhDdegreeineconomicsawardedby
theSt.PetersburgStateUniversity,2004.Academicstatusofassistantpro
fessor awarded 2008. Since2005hasbeen assistant professor of chairof
management,InstituteofEconomicsandManagement,KhakassStateUni
versity.
ArthurPantelideshas20yearsexperienceininternationalmanufacturing.
HeiscurrentlyDirectorofEngineeringatSumitomoDriveTechnologies,a
subsidiary of Sumitomo Heavy Industries, Japan. He holds a BS in Aero
spaceandanMSinMechanicalEngineering,bothfromBostonUniversity
inadditiontoaPhDinEngineeringManagementfromTheGeorgeWash
ingtonUniversity.
DrPaulParboteeahisaResearchAssociateintheDepartmentofInforma
tionScienceatLoughboroughUniversity.Hisresearchspansseveralareas
including the application of autopoiesis to KM, data quality, information
management in local government and sport informatics. He is currently
researchingapproachestopredictingswimmingdemandintheUK.
VishalParikh(BEng,MBA)isanAssociateLecturerinSheffieldHallamUni
versity and holds over four years of experience as a practitioner in Cus
tomer Service environment. From his Master' dissertation onwards his
research focus has been into the information processing and knowledge
managementaspectsofinsourcedandoutsourcedapplications.
YaroslavPavlov(MrSinManagement)isaDoctoralstudentattheGradu
ate School of Management, St. Petersburg State University, Russia. His
research focuses on strategic management, knowledge management and
organizational learning. Current interests include strategy as practice and
practiceofknowledgemanagementandlearningfromrareevents.Hehas
coauthoredacademicarticlesandconferencepapersonknowledgeman
agement.HeisalsoexperienceinITconsultingandmanagementconsult
ing.
Ren Peinl is full professor for Architecture of Web Applications and
head of research group systems integration at the university of applied
sciences in Hof, Germany and its associated institute for information sys
tems. His research interests include knowledge management, especially

lv

enterpriseknowledgeinfrastructures,aswellasserviceorientedarchitec
tures,mobilecomputingandelearning.
Corina Pelau is university lecturer at the Academy of Economic Studies,
Bucharest Romania, at the Department for Business Administration
UNESCO. Her main reseach interests are marketingcontrolling, customer
relationshipmanagementandconsumerbehavior.SinceOctober2010,she
ispostdoctoralresearcherintheprogramPerformanceandexcellencein
postdoctoralresearchinRomanianeconomicssciencedomain.
TiagoR.PereirastudiedInformaticsofManagementandobtaineddegree
(1997). Worked for few years for Higher Institute of Maia as Senior Pro
grammerbeforegoing(2003)toUniversityofMinhowhereobtainedMas
tersDegreeinInformationSystems.In2ndyearofDoctoralProgrammein
InformationSystemsandTechnology.CollaboratorofResearchCentreAL
GORITMIofUniversityofMinho.
Dr.MonikaPetraiteisAssoc.ProfessorandDeputyDirectorforResearch
at the Institute of Business Strategy, Kaunas University of Technology,
Lithuania, and also consultant in high technology entrepreneurship and
knowedge based business development at the policy and single business
case level. Research interests: innovation management, open innovation,
innovationculture,knowledgetransfer,knowledgeandinnovationleader
ship.
HangThuPho,BSc,isagraduateofGeneticComputerSchoolHanoiUni
versity of Technology joint training programme in Vietnam (2006). She is
currentlypursuingstudiesasMScinTechnologyBasedBusinessDevelop
mentatAUHerning,Denmark.Formerlyworkedinwebsitedevelopment
andprojectmanagement,sheispassionateaboutonlinecommunitiesand
creatingbusinessvaluethroughKM.
AlexandruIonutPohontu.CurrentlyIamaPhDstudentwithinGheorghe
Asachi Technical University from Iasi, Romania and I am working in
knowledgesharing,competencetransferandlearningprocess.Thetitleof
myPhDthesisisPromotingofsynergisticprocessestoknowledgesharing
withinorganizations..

lvi

NicolaeAl.PopisprofessorattheMarketingChairattheAcademyofEco
nomic Studies, Bucharest Romania. His fields of interest are marketing,
strategic marketing, relationship marketing, international marketing, re
search of international markets and customer relationship management.
HeisinternationalexpertatFIBAAandcoeditoroftheJournalManage
ment&Marketing.
NelaPopescuAssociatedprofessortoAcademyofEconomicStudiesfrom
Bucharest; Alma Mater from Transilvania University, and Bucharest Uni
versity;doctoraldegreefromAcademyofEconomicStudies;trainingstage
at Harvard University Harvard Business School; associate researcher to
Institute for Economic Forecasting from Romanian Academy; awarded
prizeVictorSlavescu,ascoauthors,fromRomanianAcademy,in2009
Ctlina Radu PhD is a Lecturer in the Department ofManagement,Bu
charestAcademyofEconomicStudies,Romania.Sheisatrainerandcon
sultantinaseriesofprojectsandDeputyChiefEditorattheReviewofIn
ternational Comparative Management. In 2006 she graduated the Roma
nianCanadianMBAProgram(SummacumLaude).Hermaininterestareas
areorganizationscompetitiveness,educationandbusinessstrategy.
Dr.LilaRajabionteachesInformationSystemsTechnologycoursesatPenn
StateMontAlto.PrimaryresearchinterestsincludeITprojectmanagement
approaches, human computer interaction and usability, ebusiness in de
velopingcountries,egovernmentandemunicipalities,elearningandvir
tuallearning,ebanking,activelearningandcurriculumdesign,andservice
learning embedded in course curriculums. Loves teaching , researching ,
consultingandtravellingandlearningaboutdifferentculturescountries.
RuxandraRauliucisTeachingAssistantatStefancelMareUniversityof
Suceava, Romania and teaches Management, Strategic Management, In
ternational Management. She is a PhD Student at Academy of Economic
Studies in Bucharest. Her main research interest areas are: knowledge
management,knowledgedynamics,thelearningorganization.
Dr.AnnaMariaCostanzaRinaldiisAssistantProfessorofEconomicsatthe
UniversityofBari(IT).SheteachesMicroeconomicsandInternationalEco
nomics.AnnaobtainedadegreeinLawandaPh.D.inLawandEconomics

lvii

at the University of Bologna. Central themes in her work are knowledge

management,organizationofproductionandbusinessgroups.
AnnaRomitiLivinginPistoia.DegreeinEconomics&Business,University
ofFlorence,2000.AssistantProfessorofDepartmentofPublicHealth,Fac
ultyofMedicine,UniversityofFlorence.Researchareas:Smallfirmdevel
opment, Governance of small firms, Entrepreneurial network, Strategic
Management, Sport tourism management, Management of Healthcare
organisations.
PawelRumniak,AdjunctintheDepartamentofCorporateAccountingand
Controlling Doctor of Economic Sciences. Coauthor of books on accoun
tancy, cost accounting, managerial and controlling accounting. Numerous
research papers on corporate management related subjects (accounting
andcontrolling),.ResearchworkInfinanceandaccountancy,
Dr.M.PazSalmadorAssociateprofessor,BusinessOrganizationandStra
tegicManagementatUniversidadAutnomadeMadrid(Spain).WasVis
iting Researcher at Texas A&M University with a Fulbright Award (Euro
pean Union Affairs Research Program), and Visiting Scholar at Japan Ad
vancedInstituteofScienceandTechnology(Japan),alsoNationalNorth
Western University (Argentina). Research interests include knowledge
management,andstrategyformationprocess.
Dr.DavidSalvetatisfullprofessor(Frenchhabilitationforsupervisingdoc
toral research in Management Sciences HDR') of strategy at La Rochelle
BusinessSchoolCEREGE(France).Hisresearchfocusesonstrategyofco
opetition, competitive intelligence, knowledge management and social
networks. His work relates to high technology industry, aeronautical and
aerospacefirms.
FredericSampedroCamarenaDoctorinMedicine,DoctorinBiochemistry
and Molecular Biology and Chemical Engineer. Earned different MSc in
HealthEconomy,PublicHealth,HealthCareManagementandDirectionof
HealthServices.Working,bothinknowledgemanagementandempow
ermentandIntellectualcapitalinuniversityhospital.ChiefofOncological
ResearchUnitatUniversityHospitaldeSanPablo(Barcelona).

lviii

Isabel SanchezSegura Faculty member, Computer Science Department,

CarlosIIIUniversity,Madridsince1998.Researchinterestsincludeusability
of interactive systems, software engineering focussing on processes,
methodologies, reuse, management and software configuration manage
ment, and recently on intelligent organizations. BS in Computing (1997),
MSinSoftwareEngineering(1999),PhDinComputing(2001)fromUniver
sidadPolitecnicaofMadrid.
Helena SantosRodrigues is the 2011 Winner of the Extraordinary PhD
Award,andthe2010,winneroftheinvestigationaward"CatedradaUni
versidade de Vigo". She is, nowadays, developing her Postdoctoral re
search and is also enrolled in many research projects and has published
several papers about Intellectual Capital, Knowledge Management and
innovation.
DariaSartiisAssistantProfessorofOrganizationalBehaviorattheUniver
sityofFlorence(Italy)where,in2005,shereceivedherPh.D.inEconomics
andManagementofFirms.Herprimaryinterestisinknowledgemanage
ment and innovation of SMEs. Her current research include also human
resourcemanagementandemployeesengagementinthewelfaresector.
Nina Saustrup, MSc in Quality Management and Certification from Baltic
State Technical University in SaintPetersburg, Russia (2002). She is cur
rentlypursuingstudiesasMScinTechnologyBasedBusinessDevelopment
atAUHerning,Denmark.FormerlyNinaworkedwithqualitymanagement
systems,businessconsultingandtrainingofpersonnel.
Enrico Scarso is Associate Professor of Engineering Management at the
University of Padua. His current research interests focus on knowledge
intensivebusinessservices.Hehaspublishedinhighlyratedjournals.Heis
memberofIAMOT(InternationalAssociationforManagementofTechnol
ogy)andIEEE.
BernardeteSequeiraisanassistantattheFacultyofEconomyUniversity
ofAlgarve.SheholdsadegreeinSociologyfromtheUniversityofvora,an
equivalenttoamastersdegreeinmanagementandinformationsystems.
SheisaPhDcandidateinsociologyattheFacultyofEconomyUniversity
ofAlgarve

lix

AmaniShajeraMScTotalQualityandPerformanceManagement,Univer
sityofBradford,UK,BAMultimediaComputingfromUniversityofSunder
land,UK.GreenandblacksixsigmacertifiedandEFQMinternalassessor
trainer. Currently she works as a senior quality and organizational excel
lencespecialistinUniversityofBahrain.HerresearchinterestsareKnowl
edge management, quality management, performance management and
excellence.
WesleyShuisanAssociateProfessoratSchoolofManagement,National
Central University. His researchhas appeared on journals such as Journal
ofAssociationforInformationSystems,Information&Management,Elec
tronic Commerce Research and Applications, Online Information Review,
InternetResearchetc.HeisalsothedirectoroftheNCU/SanDiegoState
UniversityconcurrentMBAprogram.
Evangelia Siachou PhD in field of Knowledge Management from Athens
UniversityofEconomicsandBusinessandMScinIndustrialRelationsand
PersonnelManagementfromLondonSchoolofEconomics(LSE).Assistant
Professor in Management at Hellenic American University. Her current
research interests include Knowledge Transfer and Acquisition, Business
ModelInnovationandStrategicHumanResourceManagement.
RamManoharSinghisadoctoralstudentattheDepartmentofHumani
tiesandSocialSciences,IndianInstituteofTechnologyBombay,Mumbai,
India. His research interests include knowledge management, Intellectual
stylesandInterpersonalrelationsinteams.
WalterSkokisaVisitingFellowattheBusinessSchool,KingstonUniversity
London,havingbeenPrincipalLecturerinBusinessComputinguntil2012.
Previously,hewasaprojectmanagementconsultant,haspublishedinin
ternational academic journals and is a Chartered Fellow of the British
Computer Society and Member of the UK Academy of Information Sys
tems.
Jana Stefankova, 1968, 19861990 Slovak University of Technology Brati
slava, Slovakia, Faculty of Materials Science and Technology (MTF) in
Trnava. Head of Division of Academic Activities of MTF. Member of FP7
teamacronymDIVERSITY,andotherprojectsrelatedtouniversityeduca
tion,diversity,qualityofuniversityprocesses,qualityofeducation.Shehas

lx

obtainedthecertificate"QualityCAFmodelEvaluator"withvalidityinSlo
vakRepublik.
TygveJakobsenSteiroholdsamasterdegreeinorganizationalpsychology
fromtheNorwegianUniversityofScienceandTechnologyin1997.Heisa
PhDstudentatInstituteforProductionandQualityEngineeringatNTNU.
ThethemeofthePhDstudyissteeringofdynamicbusinessprocessesand
linkedtolearning.
ViktriaStifter.SzchenyiIstvnUniversityRegionalandeconomicstudies
PhDschool(2011).SzchenyiIstvnUniversityManagementandOrganiza
tion MA (20092011).Szchenyi Istvn University International Studies BA
(22062009). Fields of research are knowledge management, tacit knowl
edgemanagement,humanresearchmanagement,emotionalintelligence.
Training and teaching experience: Corporate Economy, Human Resource
Management,ManagementScience,StrategicalManagement.
JanaujanovaGraduatedSlovakUniversityofTechnology,Bratislava,Me
chanical Engineering Technologies Casting. Experienced program
mer/universityteacher,MechanicalEngineeringFaculty,Bratislava(1991
1997).(19972005)workedforRBECUNDP,BratislavaandSlovakOfficeof
GovernmentasInformationandKMspecialist.Currentlyfirstdeputydirec
torforscienceandresearchatInstituteofIndustrialEngineering,Facultyof
MaterialsScienceandTechnology,Trnava.
Dr.LajosSzabAssociateProfessor,DepartmentofManagement,Univer
sity of Pannonia, Veszprm, Hungary. Associate Professor and Head of
Department of Management, University of Pannonia, and Vice Dean for
Strategy and Development, Faculty of Business and Economics. He was a
foundermemberofHungarianProjectManagementAssociation.Published
numerous articles and presented work at national and international con
ferences. Interests include intercultural, project and knowledge manage
ment.
ChristofThim(M.A.)isworkingattheUniversityofPotsdamasaresearch
assistent. His research foci are knowledge management, organisational
learning and diffusion research. He studied business information systems
and sociology. He received his master's degree in 2010. The topic of his
masterthesiswasorganisationallearninginhospitals.

lxi

Natalia Tikhomirova Doctor in Economics, Professor, Rector of Moscow

University of Economics, Statistics and Informatics. Russian Member of
European Organisation for Quality, head of working group on elearning,
distance education and new educational technologies at Committee of
StateDuma.Researchisinfieldofknowledgeandqualitymanagement,
elearning.InRussiaisaneditorofjournalsEconomics,StatisticsandIn
formatics.
Vladimir Tikhomirov, Doctor in Economics, Professor, President of Mos
cowStateUniversityofEconomics,StatisticsandInformatics(MESI),Rus
sia. Chairman of Council on questions of eeducation at Committee on
educationandscienceofStateDuma,presidentofRussianAssociationof
Universitiesspecializingineconomics,presidentofEuroAsianAssociation
ofDistanceEducation,PresidentofInternationalAcademyofOpenEdu
cation.
Kamila Tislerova, lecturer of Marketing, Faculty of Economics, Technical
UniversityofLiberec,CzechRepublic.Fieldofresearch:CustomerRelation
ship Management; Value of/for customer; ecommerce; all topics also in
international dimension. Visiting lecturer in Universities in Scotland and
China.Experienceof15yearsinthecorporatesector.Interestinestablish
ingcooperationofbusinessandacademicspheres.
GeorgianaGabrielaToaderAlongwithmyPhDstudiesattheAcademyof
Economic Studies, Accounting Discipline I am also CFO in an accounting
company.Iamcertifiedaccountantandauditor,memberoftheRomanian
professional bodies Certified Accountants and Certified Auditors and I
have participated as lecturer in various seminars on financial accounting
subjects.
Eduardo Tom PhD in Economics by Technical University of Lisbon and
teachesinUniversidadeLusiadainFamalico(Portugal).Hastaughtinsev
eralPortugueseuniversities,presentedandpublishedextensivelyininter
national conferences and referred journals on Human Resource, Intellec
tualCapital,KnowledgeManagementandSocialPolicies.HeadofObser
vatoryforSustainabilityandGrowthatLusadaFamalico.
Cristiano Trindade De Angelis is a Lecture of Economics and a Planning
AnalystinthePlanningMinistryinBrazil.Cristianoisunderlicensefordo

lxii

ing a PhD on knowledge Management and Organizational Intelligence at

Skema Business School, France. His most important article is entitled
"KnowledgeManagementAssessmentthroughOKAmethod".
Marcelo Lpez Trujillo, System Engineer, MA in education, PhD informa
tionandknowledgesociety.ProfessorCaldasUniversity,knowledgebased
development expert and knowledge management. Academy pair of Na
tionalEducationMinistryinColombia.
ManChieTsecompletedhermastersdegreeinBusinessInformationSys
temsManagementatMiddlesexUniversity.Herresearchfocussurrounds
engineeringmethodsforanalysisofintangiblemodellingpropertiesinper
sonal KM, strategic organisational design, KM development and system
engineering methodologies. Besides her research work, she is involved
withinnovationandchangemanagement
Zuzana Tukov Graduate of PhD. doctoral studies programme, in The
Economics and Management of Industrial Enterprises at Tomas Bata Uni
versity(TBU)inZln.Practicalexperiencewithprojectmanagementdealing
with services. Solver of POSTDOC grant project no. 402/09/P406 named
Knowledge Intensive Services their meaning and characterization and
coauthorgrantprojectnoNT122353/2011Applicationofmoderncalcu
lationmethodsforoptimizationofcostsinhealthcareregisteredatInter
nalgrantagencyofMinistryofHealthCzechRepublic(IGAMZR).
MohamedTurkiisanassistantprofessorinthedepartmentofComputer
scienceattheHigherInstituteofTechnologicalstudiesofSfax,Tunisia.He
is a researcher at: the MIRACL Laboratory at the Sfax University and the
MISLaboratoryattheUPJV.Hisinterestedresearchtopicsare:knowledge
management,InformationSystemandDecisionSupportSystem.
SalihaZiamisaprofessorattheTLUQUniversityinQubecCity.Hisre
search interests focus knowledge transfer in health sector, health assess
menttoolsfordecisionsupportandknowledgeabsorptivecapacitystrate
gies. His recent works on knowledge transfer have been published in Re
viewofBusinessResearchPapers,Allergy,Asthma&ClinicalImmunology
JournalandEvidence&Policy.

lxiii

Dr. Anna UjwaryGil PhD from Warsaw School of Economics, College of

ManagementandFinance.FellowofFoundationScholarshipandTraining
(Norwegian Funds). Currently EditorinChief of Journal of Entrepreneur
ship, Management and Innovation. In 2010, book entitled "Intellectual
Capital and Market Value of a Company" (Ch&Beck, Warsaw 2009) re
ceivedaprestigiousawardgrantedbyPolishAcademyofSciences.
JosValelivesinPorto,Portugal,andheisaninvitedlectureratPortoUni
versity, Aveiro University and at the Porto polytechnic in the areas of
management, strategy and accounting. Presently is doing a PhD in Ac
counting and Management Control at the faculty of economics in Porto
University,studyingIntellectualCapitalinaseaportcontext.
Lus Valentim PhD Candidate, Strategy and Organizational Behaviour,
SchoolofEconomics,UniversityofCoimbra,Portugal.MSc,NovaSchoolof
Business and Economics, Lisbon, Portugal. MBA, HEC School of Manage
ment, Paris, France. Assistant Professor, IPAM Portuguese Institute of
Administration in Marketing, Lisbon, Portugal. Former Managing Director
ofMakroPortugalMetroGroup
VieraVanovactsasaHeadofProjectManagementSectionoftheCityof
Trnava and manages the activities of the public sector to promote entre
preneurship and innovation development in the region. Was coordinator
of the establishment of the first Slovak cluster, which focuses on the
automotiveindustry.Hasextensiveexperienceineconomicdevelopment,
projectmanagementandcrossbordercooperationactivities.
ChristinevanWinkelenhasworkedwiththeHenleyKnowledgeManage
mentForumsinceitsinceptionin2000,projectmanagingandleadingcol
laborativeresearchprojects.ShewastheDirectorforfiveyears.Shehas
published extensively in academic and practitioner journals, coauthoring
UnderstandingtheKnowledgeableOrganizationandKnowledgeWorks
withProfessorJaneMcKenziefromHenley.
MihaiVrzaruProfessor,PhD,UniversityofCraiova,FacultyofEconomics
and Business Administration. Current research concerns the structural
problemsrelatingtotheeffectivenessoforganizations,theirsocialpolicy,
humanresourcemotivation.Themainareasofspecializationare"Economy
andbusinessmanagement","Managementandhumanresourcemanage

lxiv

ment", "Organizational behavior" and "Complex decisionmaking simula

tions."
Simona Vasilache is lecturer of Crosscultural management and Interna
tional Business at the UNESCO Department for Business Administration.
SheholdsaPhDinManagementandaPhDinLetters.Shehascoauthored
10monographsandtexbooks,andover50articles,bookchaptersandcon
ference papers, in crosscultural management, strategic management,
knowledgemanagement,businesscommunication.
JosAlfredoVsquezPaniagua.Ph.DCandidate,UniversidadEafitHec
Montreal, Canad. Civil Engineer, and MSc Studies in Water Resources
Planning, Universidad Nacional de Colombia. MSc in Economics, Universi
dad de Antioquia, Colombia. Master in Environmental Management,
Espaa. MSc Studies in Administration,UnivesidadEafit, Colombia.Full
time researcher and professor Business Administration, Universidad de
Medellin.Consultantonriskanalysis.
Thais Elaine Vick is studying for a Ph.D. in Production Engineering at the
UniversityofSoPaulo,Brazil.SheisaFellowoftheNationalCouncilfor
Scientific and Technological Development CNPq, Master in Production
Engineering Engineering School of So Carlos University of Sao Paulo
and Bachelor in Information Science, University of So Paulo, Faculty of
Philosophy,SciencesandLetters.
OrlandoMarianVoicaisaPhDstudentattheBucharestUniversityofEco
nomic Studies (ASE), Bucharest, Romania. His research interests are
spawnedbyhispracticalbackgroundinmanagement,tutoringandtraining
andincludeorganizationalknowledgemanagementanddynamiccapabili
ties,aswellasthechangemodeling.Contact:orlandovoica@yahoo.com.
ChristianWalterisaPh.D.StudentandResearcheratBangkokUniversity,
The Institute for Knowledge and Innovation SouthEast Asia. His research
interestsareinthefieldsofcommunitiesofpractice,innovativecommuni
ties and creativity. He has been working as a consultant with several or
ganizationsinThailandandEurope.
SieglindeWeyringer,Mag.Dr.isaPostdocresearcherandlectureratthe
University of Salzburg, Department of Education. She is the head of the

lxv

CurricularCommission.Herresearchinterestsfocustheeducationofgifted
learners,valuesandcitizenshipeducation,nonformalandinformallearn
ing and relevant evaluation concepts, human resource and knowledge
managementineconomicorganisations.
MarkusWillistheheadofCompetenceCenterKnowledgeManagementat
FraunhoferIPK.Hewasprojectmanagerofvariousresearchandconsulting
projects for SMEs and international corporations. In 2011, Markus Will
successfullycompletedhisdoctoralthesisonStrategicBusinessDevelop
mentBasedonIntangiblesinSmallandMediumSizedEnterprises.
MingShu Yuan is Associate Professor in the Department of Information
andCommunications,ShihHsinUniversity,Taipei,Taiwan(R.O.C.).Hehas
aPhDfromtheDepartmentofHorticulturescience,NationalTaiwanUni
versity. His research interests are subject analysis, information organiza
tion,informationserviceandmanagementofagriculture,knowledgeman
agement,classificationschemedesign.
Ryan Zammit is a PhD student at Middlesex University in London. After
spending two years in the industry working as a software developer his
interestinITandBusinesshasledhimtopursuefurthereducationstarting
withaM.ScinBusinessInformationSystemsManagement.Herehedevel
opedaninterestinKnowledgeManagement.
MatthiasZappisaprojectmanageratFraunhoferIPA(InstituteManufac
turingEngineeringandAutomation).PriortojoiningFraunhoferhestudied
business informatics and worked for IT consultancy in the area of enter
priseresourceplanning.Hisfieldsofexpertiseareknowledgemanagement
in production, modelling of production processes and semantic technolo
gies.
IgorZatsmanisaDoctorinComputerandInformationScience.Currently,
he is a head of the research department at the Institute of Informatics
ProblemsoftheRussianAcademyofSciences.Hismainresearchinterests
are in the field of Cognitive Informatics, Modeling Goaloriented Knowl
edgeCreationProcessesandTracingEmergingMeaningsbyComputer.

lxvi

lxvii

TheImpactofthePerceivedExpatriatesLeadershipStyleson
ThaiSubordinatesIntentiontoShareKnowledge
PichamonAdulavidhayaandVincentRibire
BangkokUniversity,Bangkok,Thailand
Abstract: Many studies have examined the managerial factors, organiza
tional factors and cultural factors that affect knowledge sharing behavior
aswellasintrinsicandextrinsicmotivationfactorsrelatedtotheintention
to share knowledge. Few researches have examined how managers lea
dershipstylesaffecttheintentiontoshareknowledgeofsubordinates.The
objectives of this study were to investigate the impact of the perceived
expatriates leadership styles on Thai subordinates intention to share
knowledge,basedontheManagerialGridtheory.Datawascollectedfrom
Thai subordinates who directly reported to expatriate managers in Thai
subsidiariesofMultinationalCorporations.TheresultsindicatedthatThai
subordinates under expatriates with a high concern for people had a
strongintentiontoshareknowledge.Theintentiontoshareknowledgeof
Thai subordinates under expatriates with a low concern for people was
lower than those under expatriates with a high concern for people. Fur
thermore, the expatriates concern for results did not significantly affect
thesubordinatesintentiontoshareknowledge.Consequently,teamman
agement style and countryclub management style are recommendedfor
expatriatestopromoteknowledgesharingintheorganizations.
Keywords: intention to share knowledge, leadership styles, expatriate
managers, multinational corporations, knowledge sharing, knowledge
management

CreatingChangeAgentsNetwork(CAN)forLeveragingKM
Change
YashaAfsharJalili1andDouglasWeidner2
1
KMdevelopmentdepartment,MAPNAGroup,Tehran,Iran
2
InternationalKMInstitute,USA
Abstract: In the modern age, organizations encounter with some pheno
menonmakingenvironmentmorecomplexthanbefore,suchasglobaliza

tion, technological discrete change, complex multinational organizations

and global scarcity of resources. For coping with these complexities, the
knowledge age paradigm comes up. In this new environment knowledge
economy proliferates and knowledge has been considered as the most
importantstrategicrecourse.Byincreasingtheimportanceofknowledge,
themanagementoftheknowledgeprocessbecomesoneofthemostim
portantcompetitiveadvantagesfororganizations.Buttheproblemisthat
alltheknowledgemanagement(KM)experiencesinorganizationsarenot
alwayssuccessful.Managingchangetomakeaknowledgedrivencultureis
themostimportantchallengefortheKMersinthesedays.Inthisarticlewe
seekasolutiontoincreasechangereceptivityinKMinitiationsbycreating
the"OrganizationalEpidemic".Theconceptoforganizationalepidemichas
derivedfromasociologicalconceptknownas"SocialEpidemic".Basedon
thisconcept,thesameasbiologicalepidemic,newideascaninfectorgani
zational members and change their beliefs and behaviours. Based on the
literaturereviewthisisthefirsttimethatthissociologicalconceptisused
intheorganizationalcontext.Forcreatingorganizationalepidemic,thefew
gifted people should be recognized and arranged in a way to shape a
changeagentsnetwork.Trustedmavens,connectorsandsalespersonwith
astickymassagecanshapethisnetwork.Thisresearchisanempiricalre
search.Alongitudinalcasestudybasedonthephenomenologicalparadigm
is the main part of the research methodology containing qualitative ap
proach.Thefindingsofthequalitativeapproachhavebeentriangulatedby
using a quantitative surveybased study based on the positivist approach
for more validation. 36 KM practitioners are recognized and asked to fill
the survey which 24 filled questionnaires are returned. Results of the re
searchshowthatbyusinganorganizationalepidemicapproachinchange
processofKMinitiation,thechangereceptivityincreases.Alsotheresults
ofthesurveyshowthatthenewapproachismorepeoplefocusedandcan
improvecommunication,involvepeopleefficientlyinchangeprocessand
increase the chance of successful change in KM initiations. Detail metho
dology described in this article for shaping an organizational epidemic
helpsorganizationstocreatechangenetworkandimprovetheirchanceto
experiencemoresuccessfulchangeeffortsinKMinitiations.Italsocanbe
usedforcommunicatingmassagesinanorganization.
Keywords: knowledge management, change management, change agent
network,organizationalepidemic,culture

ExploitationandOrganizationalPerformance:TheRoleofold
KnowledgeandAbsorptiveCapacityReviewed
HammadyAhmedDineRabeh,DanielJimenzJimenzandMicaela
MartnezCosta
DepartmentofManagementandFinance,UniversityofMurcia,Spain
Abstract: The dynamism of todays markets is motivating companies to
focus on exploitation of their current resources and capabilities through
dynamic processes and practices or dynamic capabilities, without neg
lectingtheaccessibleexternalones.Thisassessestheimportanceofboth
absorptivecapacityandorganizationalmemoryintheprocessofexploita
tionofinternalresourcesandcapabilitiesforahigherorganizationalper
formance.Thisstudypresentsanempiricalmodelexplainingtheeffectsof
firms memory and its absorptive capacity on exploitation of internal re
sourcesandcapabilitiestogenerateincrementalinnovationsandthenper
formance.Structuralequationmodelingwasusedtocheckthehypotheses
withasampleof249industrialcompanies.Resultsshowthatorganization
al absorptive capacity positively affects exploitation of existing certain
ties. Firms old knowledge has a considerable effect upon exploitation.
Regardingtherelationshipbetweenexploitationcapacityandfirmperfor
mance, results shows a positive effect. Finally, we found also support to
thehypothesisclaimingtheexistenceofamediatoreffectofincremental
innovation upon the relationship between exploitation of internal re
sourcesandcapabilitiesandorganizationalperformance.
Keywords: absorptive capacity, organizational memory, exploitation, in
crementalinnovation,performance

OrganisationalReadinessforKnowledgeManagement:
UniversityofBahrainCaseStudy
YousifAlBastakiandAmaniShajera
UniversityofBahrain,Bahrain
Abstract:Purpose:Thisstudyaimstoexplorethefactorsthataffectorga
nisationalreadinessforknowledgemanagement(KM).Thispaperwillas
sess the organisational readiness for KM at the University of Bahrain

(UOB);furthermore,itwillutilisethesefindingstodevelopaguidelineto
enablethesuccessfuladoptionandimplementationofKM.Thisstudyuti
lisedadeductiveapproachandthenecessaryliteraturereviewwasunder
taken.Anonprobabilitysamplingprocedurewasselectedandacasestudy
approach was used. A questionnaire survey was conducted at the UOB;
thiswasbasedonaconveniencesamplingtechnique.Thedatawerethen
analysed in order to obtain the research findings.The research findings
indicatethatculture(collaboration,trustandlearning),structure(centrali
sation, formalisation and rewards systems) and IT infrastructure (IT sup
port),allprovideasoundbasisfororganisationstoassesstheirreadiness
forKM.TheresultsshowthattheUOBvariesintermsofitsreadinessle
velsagainstthedifferentvariables.Thefindingswerediscussedandrele
vant recommendations were made with regards to KM adoption at the
UOB.Thisstudyonlyfocusedonorganisationalfactorsanditwould,there
fore, be interesting if future studies included other factors, including hu
manfactors.Furthermore,thismodelcouldbetestedempiricallyindiffer
entcontextsthroughtheuseofvarioussamplesandresearchmethodolo
gies. The findings imply a need for intensified organisational and mana
gerial commitment in order to promotecollaboration,trust, learning,de
centralisation,lessformalisation,rewardsystemsandenhancedITsupport
attheUOB.Implementationoftheserequiredchangesintheuniversitys
cultureandstructurewillhelpinpreparingtheuniversityandtheiraware
nessandreadinesstoimplementKM.Thisstudyisamongthefirstempiri
cal work assessing organisational readiness for adopting KM. Moreover,
thispaperhasextendedknowledgeinKM,especiallyconcerningtheneed
for the consideration of organisational readiness before embracing KM.
Themostsignificantcontributionofthisstudyisthatitprovidesaninstru
ment for assessing organisational readiness. It serves as a guideline for
leaders and helps them to ensure that essential preliminary factors and
variablesarepromotedandcoveredwhentheystartKMimplementation
withintheirorganisations.
Keywords: knowledge management, organisational readiness, University
ofBahrain,structure,culture,ITinfrastructure

KnowledgeSharinginNetworksWithintheHealthcareSector:
MeasuringKnowledgeManagementCapabilities
MarisaBarbeira1,MrioFranco2andHeikoHaase3
DepartmentofClinicAnalysisandPublicHealth,PolytechnicInstituteof
CasteloBranco,Portugal
2
DepartmentofManagementandEconomics,NECEResearchCenterin
BusinessSciences,UniversityofBeiraInterior,Covilh,Portugal
3
DepartmentofBusinessAdministration,CenterforInnovationandEn
trepreneurship,UniversityofAppliedSciencesJena,Jena,Germany
1

Abstract: In todays business environment, building networks can

represent a suitable strategy in order to enhance the competitiveness of
thepartnersinvolved.Knowledgesharinginnetworksallowsthecreation
and development of knowledge, having become the most valuable re
sourceforanytypeoforganisation.However,theremustbeeffectiveand
efficientmanagementtoencouragethisphenomenon.Thisholdsinpartic
ularinthehealthcaresector,whichatpresentismarkedbyincreasingcost
pressureswhilebeingchallengedtomaintainitslevelofsocialresponsibili
ty. Consequently, here a more thorough understanding of networks as a
facilitatorforthesharingofknowledgebecomesnecessary.Despiteconsi
derableresearchinnetworks,onlyafewstudieshavedealtwiththeirim
pactonknowledgesharingprocessesinthehealthcaresector.Inparticu
lar,littleefforthasbeenputintodevelopingavalidandreliablemeasure
of knowledge sharing in the healthcare context. Hence, the objective of
ourpaperistoproposeandevaluateaninstrumentformeasuringknow
ledgesharinginnetworksasfacilitatorsofKnowledgeManagementCapa
bilities(KMC).Indoingso,weusedthefollowingprocedures:(a)identify
ingindividualitems,(b)developingconstructsand(c)empiricallyvalidating
the scale. For the latter, a quantitative survey design was chosen. The
questionnairewasansweredbyafinalsampleof202professionalsinclini
calanalysesandpublichealth,allworkingindifferenthealthcareorganisa
tions in Portugal. The results reveal high factor loadings and acceptable
Cronbachs alpha coefficients, indicating validity of the twofactor struc
ture (Knowledge Acquisition and Knowledge Transfer) we detected. In
theoreticalaspects,ourresearchservestoinducefurtherinvestigationson
networksasknowledgetransfermechanismsinothercontextsbyapplying
thepsychometricinstrument.Fromapracticalviewpoint,byusingthetwo
factorstructureasananalyticaltool,managerscandiagnoseshortcomings
5

intheirinterorganisationalnetworksandinthiswayoptimisetheirknow
ledgemanagementstrategiesandpractices.
Keywords: networks, knowledge management, healthcare sector, health
careorganisations,measuringinstrument,Portugal

ChanceEncounters:WheredoTheyTakePlaceandWhatisthe
Benefit?
ClaudiaErniBaumannandRomanBoutellier
TechnologyandInnovationManagement,ETHZurich,Zurich,Switzerland
Abstract:Buildingsfacilitateorinhibitphysicalmovementandalsofoster
orhindercommunication.Thedesignofabuildinginfluencestheinterac
tions between the employees and thus supports or hinders the flow of
information. Therefore it enhances the trust between the employees,
promotesthecoordinationofwork,facilitatesprojectswithinanorganiza
tionandsupportsknowledgetransferandknowledgecreation.Allofthese
factors are particularly essential for innovationdriven research oriented
companies. Places where chance encounters and discussions can take
placearecrucialforcommunicationbetweenemployees.Bycreatingsuch
placesinathoughtoutmanner,creativityandinnovationactivitiescanbe
increased.Basedonasinglecasestudyresearch,weexaminedthebeha
vior of the members of a research team (n=20) before and after moving
fromatraditionalcellspaceresearchandworkenvironmentintoamodern
multispace research environment. On the one hand, we tried to deter
minewherecreativeideascomefromandontheotherhand,weexplored
the events and places where chance encounters occur. In this context,
chanceencountersweredefinedascoincidentalmeetingsbetweenpeople
whodonotworkinthesameresearchgroup.Theresultsshowthatnew
ideas in a research environment emerge from an iterative process: both
discussionsbetweenresearchersanddeepindividualreflectionareimpor
tant for innovative ideas. Chance encounters mostly occur during coffee
breaksorlunch.Thenewmultispaceworkenvironmenthasledtomore
chanceencounters,becausefirst,theemployeesusethesameinfrastruc
ture and second, the walking paths of the employees intersect more and
lastbutnotleast,theemployeesareoftenforcedtopassbytheinfrastruc
ture used by the employeesof other research groups. The findings imply
that a stimulating work environment provides both an area for the em
6

ployeestobesocialandspontaneouslyengageinunplannedmeetingsand
an area where theycan retreat,be aloneandconcentrate. Thedesign of
research buildings and workplaces is a significant factor in increasing
chance encounters. But architecture alone is not enough. The proposed
frameworkisausefultoolforbusinessprofessionalslikeknowledgeman
agers, innovation managers or architects when designing a creativity and
innovationpromotingenvironment.
Keywords:chanceencounters,creativeideas,knowledgecreation,inspira
tionalbuildings,workplacedesign,innovationmanagement

AnalysisoftheBarriersofKnowledgeSharing:AnInsightof
ThaiFirms
AurillaAurelieBechinaArntzen1andLugkanaWorasinchai2
1
FacultyofTechnology,BuskerudCollegeUniversity,Norway
2
BangkokUniversity,Thailand
Abstract: It is well recognized that knowledge is an important asset for
organizations.Knowledgemanagementisanimportantstrategythatcould
enhance the firms competiveness. The last decade, several organisations
have started to implement strategies to acquire, store, search and dis
seminatethecorporate.Oneofthemostchallengingprocessesisrelated
tofostertheknowledgesharingamongsttheemployees.Inthispaper,we
report an empirical study investigating how important the barriers pre
venting knowledge sharing is perceived by people. To this end, we have
collecteddatafrommorethan400companiesbasedinThailand.
Keywords: knowledge management issues, empirical knowledge sharing
investigation,knowledgemanagementtechnologies

CriticalAssessmentoftheuseofPublishedKnowledge
ManagementLiteratureandtheRateofUptakeofKnowledge
ManagementResearch
DeniseBedford
KentStateUniversity,USA
Abstract:Uptakeofresearchprovidesacriticalconnectionbetweentheory
andpracticeinmostdisciplines.Traditionalchallengesandimpedimentsto
researchuptakereportedinthepublishedliteratureincludelackofaware
ness of or access to research, lack of relevant research, challenges inun
derstanding and interpretation theoretical language, practitioners time
constraints, inadequate skills to interpret, and lack of support to imple
mentresearch.Inthedisciplineofknowledgemanagementanecdotalevi
dencesuggeststhat(1)knowledgeprofessionalsdonotmakeuseofpub
lishedliterature;and(2)thereislittlepublishedresearchthathasvalueto
knowledge practitioners. The goal of this research is to verify or dismiss
thisanecdotalevidence.Threeresearchquestionsareconsidered:(1)what
kindsofresearchandinformationdoknowledgemanagementprofession
alsuseandvaluefortheirwork?And(2)whatisthenatureofthestockof
knowledgemanagementresearch?Theresultssuggestthatinfactthereis
arichstockofknowledgemanagementresearchavailable.Theresultssug
gest that awareness of and access to research is a significant problem
amongknowledgemanagementprofessionals.Moreimmediateanddirect
distribution channels of social media and conferences are preferred
sources of information. The interdisciplinary nature of knowledge man
agement facilitates research scatter. Finally, there are discrepancies be
tweentheresearchneedsofpractitionersandtheresearchproduced.The
findings point to actions which may address some of the challenges and
impediments.
Keywords: research uptake, knowledge management, knowledge man
agement research, scholarly publications, information use behaviors,
knowledgeprofessionalsinformationuse

MiddleManagersBehavioralExemplarity:ASinequanon
ConditionforKnowledgeTransfer
JulieBliveau
Departmentofmanagement,FacultyofAdministration,Universityof
Sherbrooke,Sherbrooke,Qubec,Canada
Abstract: In response to challenges, many healthcare organizations have
adopted new approaches to management, care and services. This paper
presentsastudyoftheroleofmiddlemanagersinthetransferofaperson
centeredmanagementandcareapproachattheEasternTownshipsPhysi
calRehabilitationCentreinQubec,Canada.Itshouldinterestresearchers
anddecisionmakerswhoarepayingattentiontothecrucialroleofmiddle
managers in transferring knowledge within healthcare organizations. This
qualitative, exploratory and constructivist research comprises six cases,
representing the six middle managers of the organization studied. Data
productionandanalysisaredonebasedongroundedtheorymethods.The
main findings generated by this research indicate that despite top man
agementseffortstodisseminateapersoncenteredapproachtomanage
ment and care throughout the organization, the knowledge transfer
processmainlydependsontheabsorptivecapacityofthemiddlemanager
in the unit. When the middle managers have the capacity to absorb the
personcentered approach, often because it is compatible with their pro
found convictions, this capacity is expressed mainly through their beha
vioral exemplarity. Employees assert that middle managers embody the
personcenteredapproachthroughtheirbehavior.Overall,middlemanag
ersbehavioralexemplaritycanenhancecoherencebetweenwhatisasked
of employees in the unit in terms of new personcentered care practices
andthewayemployeesaretreatedbytheirsupervisor.Incontrast,middle
managers that lack behavioral exemplarity instill a climate of mistrust in
theunit:employeesdetectinconsistencybetweentheirmanagerswords
and deeds. The behavioral exemplarity of the middle manager is thus a
sinequanonconditionforcoconstructingnewpersoncenteredcareprac
ticesofferedtopatientsoftheunit.Second,theresultsbringtothefore
fronttheimportanceofmacroandmicrocontextsasdeterminingvariables
inthetransferofapersoncenteredmanagementandcareapproach.The
paperconcludeswithlessonslearnedfromthestudyandimplicationsfor
practice
and
future
theorizing.
Keywords:middlemanagement,knowledgetransfer,behavioralexemplar
ity,absorptivecapacity,patientcenteredcare
9

UsingVisualizationforStrategicDecisionMaking:ACaseof
SlovenianEntrepreneurs
RobertoBiloslavo,TinaBratkoviKregarandKatjuaGorela
UniversityofPrimorska,FacultyofManagementKoper,Koper,Slovenia
Abstract: The main thesis on which knowledge management is based af
firms that companies by accurately managing their organizational know
ledgecantransformitintoasourceofsustainablecompetitiveadvantage.
In fact, organizational knowledge was found to impact strategic decision
making and to enable companies to successfully overcome identified ob
staclesorexploitmarketopportunities.Sinceknowledgecanbesuccessful
ly transferred only if individuals understand it, most managers are faced
with the challenge how to present their ideas in a simple and logic way.
Themainpurposeofmappingstrategicknowledgeistomakeknowledge
moreexplicitandtoidentifypossiblegapsincurrentknowledge.Forthese
reasons,theinterestinmappingknowledgeamongacademicsandpracti
tionershassignificantlyincreasedinthelastfewdecades.Inparticular,the
developmentoftheinformationandcommunicationtechnology(ICT)has
further contributed to the development of various tools for knowledge
visualization (e.g. computerbased maps). The main focus of this study is
on the representation of various visualization tools, which are used by
managers and entrepreneurs during their decision making process. In or
dertogetaninsightintothecurrentuseofvisualizationtoolsinstrategic
management,weconductedanonlinesurveyonaconveniencesampleof
105micro,smallandmediumentrepreneurs.Acentralissueinthisstudy
wastofindouthowthevisualizationofknowledgeisusedintheprocess
ofstrategicdecisionmaking.Thisquestionrelatestothecontent,purpose,
graphicmethodandformatofthevisualizationtoolaswellastothesitua
tionandtargetgroup.Basedontheresearchfindingswewereabletodis
cusstheimplicationsforpractitionersanddelineatefutureresearchdirec
tions in the area of visualization tools for strategic decisionmaking. The
presentstudycontributestoabetterunderstandingoftheimportanceof
visualization for strategic decision making. The findings of this research
are, therefore, helpful for both singleowners and for members of the
managementteamwhoareprincipallyinvolvedintheprocessofstrategy
formulation.
Keywords: visualization, knowledge management, strategic management,
cognitivemaps,decisionmaking

10

TheStrengthofTiesonSocialNetworks:AnExaminationof
DemographicDeterminants
PavelBogolyubov,LancasterUniversitySchoolofManagement,UK
Abstract: The paper is dedicated to assessing the factors influencing the
numberofstrong,weakandpotentialtiesanindividualhasonsocialnet
workingsites,suchasgender,ageandthecountryoforigin,thelatterre
latedtoHofstedesviewthatcollectivismshouldmanifestitselfasaprefe
renceforstrongerties.Giventhatnointernalnumbersforthesocialnet
working sites are easily accessible, the data was gathered via an online
questionnairedistributedthroughanumberofmajorsocialnetworks,re
turning a sample of ca. 100 responses. They were analysed using SPSS,
predominantly with an independent samples ttest. The total number of
friends wasjust over 200 fairly close to Dunbars offline 150, which
questionsthevalidityofMcAfeesassertionaboutthesignificantlybetter
pronounceduseofweaktiesinWeb2.0:itappearsthatthereislittledif
ferencebetweenonlinesocialnetworksandthosefromthephysicalworld.
Asfarasdemographicdeterminantsareconcerned,therewasastatistical
ly significant negative correlation between the total number of connec
tionsandage.Asforthegender,therewasahighdegreeofuniformity.In
ordertocheckiftherewasanyobservableinfluencebythelevelofcollec
tivism, the means of high (predominantly AngloSaxon) and low (mostly
Russia) individualism countries were calculated and compared. Same as
above,thestatisticalsignificancewasnothighenoughfortheresultstobe
deemedconclusive.Overall,althoughmostofthetrendsshownwerenot
pronounced well enoughfor a definitive conclusion tobe drawn, I would
believethisstudyisafirststepintherightdirection.Withsamplenumbers
increasedandtheinstrumentalerrorimproved,somefurtherinsightsinto
thedeterminantsofthestrengthoftiesonsocialnetworkingsitescanbe
gained,whichwouldhavepracticalconsequencesforKM2.0.
Keywords:socialnetworks,strongties,weakties,numberofconnections

11

KnowledgeMarketing:IssuesandProspects
EttoreBolisaniandEnricoScarso
DepartmentofManagementandEngineering,UniversityofPadua,Italy
Abstract: The paper investigates the issue of knowledge marketing,
whichisincreasinglyimportantinthecurrenteconomywhereknowledge
hasbecomethedirectorindirectobjectofeconomicexchange.Inspiteof
this, theoretical and empirical studies that directly address the topic of
knowledgemarketingarestilllacking.Someusefulsuggestionscanbede
rivedfromtwodistinctfields.Thefirstoneistheknowledgemanagement
literature,whichhashoweverfocusedmainlyontheefficientandeffective
management of internal knowledge and has only occasionally examined
knowledgeasatradinggood.Thesecondoneisthemarketingliterature,
which traditionally considers physical goods (especially consumer goods),
andhasonlyrecentlystartedtodelvedeeperintothemarketingofservic
es,whichrepresentsjustasmallsteptowardstheconsiderationofknow
ledge as the object of economic exchange. Even though there are some
usefulelementsthatcanbetracedinthetwoliteratures,thesestillneed
integratinginaconsistentway.Theaimofthepaperistoconductacritical
analysisofthecurrentstudiesforhighlightinganddiscussingthemainref
erences that can represent a starting point of the formulation of new
knowledge marketing approaches. In particular the paper analyses and
discusses the following topics: a) knowledge as the object of economic
exchange in markets; b) the marketing challenges faced by knowledge
intensivebusinessserviceswhereknowledgeisthevitalingredientofvalue
creationforcustomers;c)therecentadvancementsinmarketing,particu
larly the socalled servicedominant logic that considers the application
of specialized knowledge as the fundamental object of economic ex
change.Basedoncontributionsinthesefields,thepaperattemptstodeli
neate possible conceptual and methodological grounds of innovative ap
proachestoknowledgemarketing.Theseelementscanrepresentthebasis
of a research agenda on new marketing approaches for knowledge
intensivecompanies.
Keywords:knowledgeexchanges,knowledgemarkets,knowledgemarket
ing,servicedominantlogic,literaturereview

12

UsingtheSoftSystemMethodologyforDesigninganIntegrated
andInterFirmKnowledgeManagementCapabilitiesMaturity
Model
JeanPierreBootoEkionea1,GrardFillion1,MichelPlaisent2andProsper
Bernard2
1
UniversityofMoncton,Moncton,NewBrunswick,Canada
2
UniversityofQuebecinMontreal,MontralCanada
Abstract:Thepurposeofthispaperistosuggestanintegratedandinter
firm knowledge management capabilities maturity model (KMCMM).
These capabilities should help individuals, organizational entities, and or
ganizationsintheinterfirmcontexttosharedata,information,andknow
ledge more fluently. The literature recognizes that information technolo
gies (IT) alone cannot get the awaited value. Indeed, since organizations
needinformationhelpingdecisionmakingoraction,itisratherthecombi
nationofthecapabilitiesrelatedtoinfrastructures,processes,andcompe
tenceswhichhelptogettheawaitedvalue.Theliteraturerelatedtoknow
ledge management (KM), management, and IT shows that the develop
ment of the organizational capabilities is strongly related to the use of a
maturity model and it establishes a link between the level of maturity in
KMcapabilitiesandtheleveloforganizationalperformance.However,few
worksrelatedtoKMdevelopanintegratedandinterfirmmaturitymodel
for KM capabilities which could use together KM infrastructures, KM
processes,andKMcompetences.Soitiswhatwetrytodointhepresent
paperusingtheSoftSystemMethodology.
Keywords: IT value, knowledge management, organizational capabilities,
interfirmcontext,resourcebasedview,softsystemmethodology

KnowledgeDynamicsinNegotiations
ConstantinBratianuandStefanIordache
AcademyofEconomicStudiesofBucharest,Romania
Abstract:Thepurposeofthispaperistopresentsomeresultsweobtained
in researching knowledge dynamics during a negotiation process. For
knowledge dynamics we use the semantic spectrum currently used in
thermodynamics,throughametaphoricalinterface.Inourviewknowledge
dynamicsmeansmuchmorethanusingtheconceptofflowfororganiza
13

tional knowledge. It means to have complex transformations from one

form of knowledge into another form of knowledge. In our research we
consideredthedyadcontainingcognitiveknowledgeandemotionalknow
ledge, in the Nonakas oneness perspective. Cognitive knowledge is
represented by the Western interpretation of the explicit knowledge, i.e.
therationalknowledge.Emotionalknowledgeisrepresentedbytheresult
of processing our sensory information and integrating it into the non
rational thinking process. In nature and technology, one form of energy
canbetransformedintoanotherformofenergy.Theclassicalexampleis
thetransformationofmechanicalenergyintothermalenergy,andthere
verse of this process, transformation of thermal energy into mechanical
energy.Sinceenergyisfoundinnatureandinengineeringsystemsindif
ferent forms, we learn from science that it is possible to transform one
form of energy into another one based on a conservation law. Similar to
energy, knowledge can be found in organizations and society in different
forms:explicitknowledge,implicitknowledge,tacitknowledge,emotional
knowledge, spiritual knowledge, symbolic knowledge. Our hypothesis is
that one form of knowledge can be transformed into another form in a
givenBa,basedonsomedynamicslawswedonotknowatthismoment.
However,fortheknowledgedynamicsthereisnoconservationlawandno
linearity property. Our research focused on iterative transformations of
cognitive knowledge into emotional knowledge and of emotional know
ledgeintocognitiveknowledgeduringnegotiationprocesses.Wedesigned
andperformed28experimentsofsimulatednegotiationsbetweenanex
perienced negotiator anddifferent individuals withoutany training in ne
gotiations. The duration of each experiment was about 20 minutes. We
videotaped all of these experiments obtaining about 9 hours of recorded
negotiations. There were basically two types of negotiations: a) a typical
tradenegotiation,andb)atypicalsalarynegotiation.Basedonawellde
signedscript,theexperiencednegotiatorsentdifferentcognitiveandemo
tionalmessagestothewouldbeemployee,whohasbeenaskedtoanswer
usingbothwrittenandverbalanswers.Inthesametimewerecordedhis
expressions that reflected the emotional answer. By comparing the in
ducedmessagesandthecognitiveandemotionalanswersforeachpartici
pantwegotinterestingresultsconcerningtheknowledgedynamicsinthe
negotiationprocesses.
Keywords:cognitiveknowledge,emotionalknowledge,knowledgedynam
ics,negotiations

14

KnowledgeStrategiesinUsingSocialNetworks
ConstantinBratianuandIvonaOrzea
AcademyofEconomicStudiesBucharest
Abstract:Manyindividualsviewknowledgeasoneoftheirmostimportant
strategicassets.Therefore,thechoiceofaneffectiveknowledgestrategy,
and its implementation, are widely regarded as important issues for con
ceivingtheirfuture.Knowledgestrategyselectionusuallyinvolvessubjec
tive and qualitative judgment. More exactly, choosing knowledge strate
gies is a strategic issue, which is conditioned by resource needs, realistic
support,timerequirements,andconformitywithexpectedoutcomes,mo
tivationamongothers.Thus,theknowledgestrategyselectionisamultiple
criteriadecisionmaking(MCDM)problem,andrequiresadequatemethods
tosolveitappropriately.Knowledgestrategiesarealsointrinsicallylinked
toindividualsandtheirabilitytocomprehendtheworldandleveragetheir
intellectual assets to respond effectively to a fast changing environment.
Moreover, with the rise of Web 2.0 technologies, there has been a re
markable growth of the number of people participating in online social
networks.Socialnetworkssitescanberegardeduponassettingsforknow
ledge transfer and sharing, and knowledge dissemination. The essential
featuresofsocialnetworkingsitesincludebutarenotlimitedto:blogging,
grouping, networking and instant messaging. Since the social networks
facilitate communication and interaction among users, there is a conti
nuousneedofresearchestoexaminewhatarethemotivesthataffectthe
acceptanceofusageofthesocialnetworks.Thisstudyaimsatexamining
theroleoftheknowledgestrategiesthatindividualsemployinusingsocial
networkswithrespecttotheoverallobjectiveofincreasingtheknowledge
level.ForthispurposewehaveusedtheAnalyticHierarchyProcess(AHP)
mathematicalmodelsinceitallowsusastructuringoftheoverallobjective
onthemaincomponents.Forthepresentresearchweconsideredastruc
turecomposedofthreelevels:L1thepurposeofnetworking,L2strate
giesusedtoachievethatpurpose,andL3activitiesneededforstrategies
implementation.Attheupperlevel(L1),themainobjectiveofapersonin
using social networks is to increase its knowledge level. To obtain the
aforementionedobjectiveweconsideredforthesecondlevel(L2)thefol
lowing strategies: S1 to learn from other persons; S2 to make new
friends;S3toincreasethepersonalexperienceandvisibility.Theimple
mentation of these strategies is realized through the following activities
consideredatthethirdhierarchylevel(L3):A1joininggeneralsocialnet

15

works(e.g.Facebook,Google+,MySpace,Hi5etc.);A2joiningprofession
al social networks (e.g. LinkedIn etc.); A3 creating a personal blog (e.g.
Blogster,Wordpressetc.);A4joiningonlinecommunitiesofpractice.The
studyfocusedonstudents,astheyholdveryimportantpercentageofthe
total users of social networks. A total of 700 questionnaires were distri
buted to 1825 years old students and the rate of response was 42%.
Basedonthetheoryofeigenvalues,theAHPmathematicalmodelprovides
the priority vectors for both the strategies and the activities levels, thus,
underlining the main knowledge strategies employed in using social net
works.
Keywords: analytic hierarchy process, knowledge strategies, social net
works

KnowledgeManagementProcessesinthePortugueseLocal
GovernmentSector
ElisabethBrito1andLeonorCardoso2
1
ESTGA,UniversityofAveiro,Aveiro,Portugal
2
FacultyofPsychologyandEducationSciences,UniversityofCoimbra,
Coimbra,Portugal
Abstract: The purpose of this research was to characterize Knowledge
Management processes in quality certified and noncertified Portuguese
municipalities,tocheckwhatisthedimensionalstructureoftheKMQin
strument and to verify if this structure is different in certified and non
certified municipalities. This research took the form of a crosssectional
questionnaire study. The sample consisted of 1372 participants from 81
Portuguesemunicipalities.Regardingthepopulationsampleofmunicipali
ties, the pairing selection method was chosen, ensuring representative
samples of quality certified (40) and noncertified municipalities (41). In
deed,usinganequalprobabilityselectionmethod,thesampleofcertified
municipalities formed, taking into consideration central characteristics
(e.g., geographical location, the size of municipalities in terms of em
ployees and population, and certified department), was similar to the
group of noncertified municipalities. For data collection we used the
Knowledge Management Questionnaire (Cardoso, 2003), which shows a
tetradimensionalstructureofknowledgemanagementprocesses,with:1)
knowledge centred culture (reflecting a framework serving as a guide for
institutedpractices,rules,normsandprocedurescentredonorganizational

16

knowledge);2)competitiveorientation(reflectingtheorganizationsorien
tation towards the outside); 3) formal knowledge management practices
(groups organizational actions developed around formally instituted
processes,centredonknowledgeofamainlyexplicitnature)and4)infor
malknowledgemanagementpractices(meaningtheinformalinteractions
occurringintheorganizationwhichfacilitatesocialconstructionofknow
ledge). Through exploratory factor analysis and internal consistency stu
dies,using400subjectsrandomlyselectedfromoursample,weconclude
thatthetetradimensionalityandgoodpsychometriccharacteristicsofthe
originalKMQuestionnairewerepreservedintheadaptationtothePortu
guese local government sector. Using the other 972 subjects, single and
twogroupconfirmatoryfactoranalysisusingmaximumlikelihoodestima
tiontestedthedataforconfiguredinvariance,metricinvarianceandfactor
covarianceinvariance.Wediscussthestudysimplicationsforresearchand
practice.
Keywords: knowledge management processes, formal knowledge man
agementpractices,informalknowledgemanagementpractices,publicad
ministration,localgovernment,qualitycertification

ThePersonalTouch:ExchangingKnowledgethroughManager
PlacementsinResearchTeams
AlisonBullock1,ZoSloteMorris2andChristineAtwell1
CardiffUniversitySchoolofSocialSciences,CardiffUK
2
MorrisBuscherAssociates,Cambridge,UK

Abstract: Introduction: Evidencebased decisionmaking in healthcare or

ganisations depends on knowledge of evidence or research. Yet health
care managers typically engage little with research. This paper looks at
howthisresearchpracticegapcanbeamelioratedbyknowledgeexchange
mechanisms which bring together healthcare managers and researchers.
Wedrawondatacollectedin201011foranevaluationoftheUKService
DeliveryandOrganisation(SDO)ManagementFellowshipprogramme.The
programme was designed to allow practising managers in the National
Health Service (NHS) to work with research teams from SDOfunded
projects.Methods:Dataweregatheredfromsemistructuredfacetoface
interviews with Management Fellows in place during the evaluation
(n=11), all Chief Investigators (n=10) and additional coapplicants (n=3)
from the research teams, and telephone interviews with workplace line

17

managers(n=12).Interviewswerefullytranscribedandanalysedthemati
callyusinganadaptedKirkpatrickframework.Responseswereanonymised
and validated with respondents. Results: Twoway flows of knowledge
werefound:researchteamsbenefitedfromtheflowofinsider,contextual
knowledge from the workplace through the Fellow. Fellows contextual
understandingsupportedaccessandrecruitmentwithinstudysitesaswell
as the validity of data collection tools, processes and analysis. They also
assisteddissemination.Fromtheresearchers,Fellowsgainedprojectspe
cificknowledgeandwiderunderstandingofresearch.Fellowstransferof
knowledge to their workplace was more limited and there was little evi
denceofthecoproductionofknowledge.Exchangewasfacilitatedbythe
project fitting with workplace interests, Fellows connectedness with the
healthcare organisation, their background and personal characteristics,
organisationalstructures,explicitsupportfromthelinemanager,andclari
ty of purpose. Conclusions: Our data show the value of manager place
ments in research projects and the importance of the personal touch.
Suchcollaborationcanimproveresearchqualityandbuildcapacitytoun
derstand research in the managerial community. However, the flow of
knowledgefromFellowstoworkplacewasnotautomaticoruniformandis
broader than evidence. It required management and planning. Knowing
how exchange mechanisms work can ensure effort is put to best use.
Strategiesreportedherecouldbeappliedtootherresearchpracticepart
nerships.
Keywords: knowledge exchange, researchpractice gap, researcher
practitionercollaborations,healthcaremanagers,knowledgetransfer

OrganisationalInstructionalCommunicationasaCultural
BasedCompetitiveIntelligenceTool
AlexandruCapatina1,2andGianitaBleoju1
DunareadeJosUniversityofGalati,Romania
2
Al.I.CuzaUniversityofIasi,Romania

Abstract:Knowledgemanagementtransferislargelyrecognisedasacore
challengeforstrategicintelligence.Thereforethepaperrevealsthecurrent
preliminary results of an ongoing research on CI cultureperformance de
terminants focusing on the prototyping nature of institutional design im
plementationasaknowledgemanagementtransferorganisationalcapabil
18

ity. Being aware of the limited explanation power of current models of

strategic capability alignment to an organisational evolving dynamics, we
intend to further explain the design of an appropriate mechanism of in
structional communication, as a cultural catalyst in order to improve the
organisational learning capability. The preliminary results of our research
prove that knowledge transfer mechanisms, as part of the competitive
intelligenceculture, are organisational specific and therefore stronglyde
pendentuponstrategicleadership.Theresearchalsoprovesthatstrategic
intelligence is highly cultural specific, at least regarding distinctive know
ledge sharing instruments. The specific knowledge transfer prototype is
the result of the testing procedure of our specific feedback instruments
which is documented in the paper through: diagnostic, vulnerabilities as
sessment, instructional techniques alignment to learning objectives and
organisational KM performance control. Being designed and tested in an
academicenvironment,theknowledgesharingprocedureaimsatproving
the high degree of dependence of student demand for a specific curricu
lumprimarilyonspecificlearninginstrumentsandcompetenceacquisition
throughemployabilityassessment.Asecondsetofpreliminaryconclusions
would request further research through testing the knowledge sharing
framework portability, by exploiting a sample of firms, from our CI data
base,whichwouldresultinfirmspecificcompetitiveintelligenceprototyp
inginstruments.Thefinalconclusionaimstooutlinetheincreasingrelev
ance of the strategic role played by competitive intelligence anticipative
instruments,basedonidentifyingtheoptimumbalance,asculturalbased
solution, between the need for standardizing the organisational instruc
tional communication through instruments of organizational knowledge
transfer processes on the one hand, and the designing of early warning
instrumentsforstrategicalignment,ontheotherhand.
Keywords: competitive intelligence, organizational culture, knowledge
sharing,instructionalcommunication,feedbackinstruments

19

CanFamilyFirmsInnovate?SharingInternalKnowledgeUnder
aSocialCapitalPerspective
AntonioCarrascoHernndezandDanielJimnezJimnez
DepartmentofManagementandFinance,UniversityofMurcia
Abstract:Manystudieshavefocusedtheirinterestanalyzingtheeffectsof
knowledge management on the development of organizational innova
tions.Innovationispositedinthispaperasamanagerialprioritythatfacili
tatesthecreationofacompetitiveadvantage.Thedata,informationand
knowledgethatcontributetoinnovationprocessesareavailablewithinthe
social capital. Social capital is understood as the networks, norms, and
trust that enable participants to act together more effectively to pursue
sharedobjectives(Putnam,1993).Consideringthis,wearguethattheef
fectivenessofthesenetworkscanbedeterminedbywhethertheperson
nel who interact perceive the relationship as worthwhile, equitable, pro
ductive,andsatisfying,onlyindividualscanapplytheirownexperienceand
contextualunderstandingtointerpretthedetailsandimplicationsofapar
ticular situation in order to determine what is the appropriate action or
actionstotake.Thus,internalsocialcapitalenhancestheabilityofmem
bers within a firm to know who to contact for relevant knowledge. This
means that internal social capital facilitates the development of innova
tionsthroughtheupdatedknowledgeacquiredfrominternalandexternal
networks.However,therearesomeproblemsinfamily firms.Theutiliza
tionofinternalcapitaldoesnotguaranteethatappropriateinformationis
used in appropriate circumstances or that information is appropriately
updated(DeHolanandPhillips,2004).Theinfluenceoffamilyonacompa
ny could inhibit or foster the exploitation of this knowledge. In this con
text, we try to test the influence of the social capital over innovation on
familyfirmsandthemoderatorroleoffamilinessinthisrelationship.The
resultsofourempiricalstudyon282familyfirmsshowthatsocialcapital
has a positive relationship with product innovations. That it, the active
connectionsamongpeoplethetrust,mutualunderstanding,sharedvalues
andbehaviorsthatbindthemembersof humannetworksandcommuni
tiesandmakecooperativeactionpossible(CohenandPrusak,2001)al
lowcompaniestogenerateinnovations.Second,wehavealsofoundthat
familinessplaysamoderatorroleontherelationshipbetweensocialcapi
talandinnovation.Inthiscase,wehavefoundthatculturedimensionof

20

familinesspositivelymoderatetherelationshipbetweensocialcapitaland
innovation.
Keywords:socialcapital,knowledgemanagement,innovation,familybusi
ness

TheRecognitionoftheIntangibleAssetsinBusiness
Combinations:ThePortugueseCase
CarlaCarvalho1,AnaMariaRodrigues2andCarlosFerreira3
1
InstituteofHigherLearninginAccountingandAdministration,University
ofAveiro,Portugal
2
FacultyofEconomicsoftheUniversityofCoimbra,Portugal
3
DepartmentofEconomics,ManagementandIndustrialEngineering,
UniversityofAveiro,Portugal
Abstract:Thisstudyassessestoanalyzethebusinesscombinationsduring
theyears2005to2009bythePortuguesegroupswithsecuritiestradedin
Euronext Lisbon, and the relevanceof therespective recognizedgoodwill
value, as to characterize and identifythe amount of the other type
ofintangible assets accountedseparately from the goodwill in those
groups,whichsince 2005appliesIFRS 3in the accounting of itsbusiness
combinations. Thecurrentaccounting standardsgoverning the treat
mentof intangible assetsare unanimouson the need forrecognition
ofidentifiableintangiblesacquiredinconnectionwithabusinesscombina
tion. This is not,however,the trend inthe most recentstudieson this is
sue,whereit
isconcludedthat
companies
do
not
under
takesufficienteffortsto measureautonomously itsintangible assets ac
quired in abusiness combination. Our results confirm those obtained in
previousstudies.Thegoodwillcontinuestoberecognizedbyhighmagni
tudesand,conversely,thevalueofidentifiableintangibleassetsintheac
quisitionisverylow.Theresultsofthestudyconcludethatthereisnotan
effortof separate identification anddisclosureof intangiblesacquired
inthebusinesscombinations.Thisfactisevidencedbythereducednum
ber of operations in which were released factors that contributed to the
recognitionofthegoodwillandtheidentificationofintangibleswhichare
partofit.
Keywords:intangibles,businesscombinations,goodwill,recognition,mea
surement

21

EnablingEmployeesKnowledgeSharingThrough
OrganizationalandIndividualFactors:EvidenceFromItalian
Firms
VincenzoFrancescoCavaliere1SaraLombardi2andDariaSarti1
1
DepartmentofBusinessAdministration,SchoolofBusinessUniversityof
Florence,Florence,Italy
2
DepartmentofBusinessandManagement,LUISSGuidoCarliUniversity,
Rome,Italy
Abstract: Knowledge is a critical resource that can provide sustainable
competitiveadvantageindynamiceconomy.Currentcompetitionrequires
firms to learnmore effectively andquicklythan rivals, by valuing and ex
ploiting their knowhow as strategic driver of superior performance.
Amongtheactivitiesformanagingknowledgebasedresources,knowledge
sharing (KS) emerges as a key process through which employees gain
access to theorganizationalintellectualcapital,contribute to firms inno
vationandcompetitivenessandconverttheirknowledgeintothecollective
one. However, knowledge is usually very hard to transfer, as it is deeply
embeddedinpeoplesmind.Inanattempttoanalyzethefactorsaffecting
a successful KS implementation, the literature has conceived of KS as in
volving both supply and demand for new knowledge. In this sense, the
paperconsiderstwodimensionsofKSprocesses:knowledgedonatingand
knowledge collecting. Many contributions highlight the influence of indi
vidual factors (e.g. employees motivation, enjoyment in helping others),
organizational factors (e.g. firms structure, job characteristics, coordina
tionmechanisms,rewardsystems)andtechnologicalfactors(e.g.ICTuse)
onKS.ThispaperinvestigatestherelationshipamongKSenablersandKS
processesthroughanexplorativeanalysis;weanalyzedatacollectedfrom
a survey conducted with a sample of 318 knowledge workers from 14
knowledgeintensive companies based in Tuscany (Italy) and operating in
internationalmarkets.Wearguethatindividualandorganizationalfactors
matter to KS. Specifically, our findings show that organic organizational
structures and innovative and intrinsicallymotivated employees are posi
tivelyrelatedtoknowledgedonatingandknowledgecollecting.Converse
ly,wefoundevidenceaboutanegativerelationshipbetweenrewardsys
tem and knowledge collecting. Theoretically, this study proposes a set of
enablerstoempiricallylinkmicroandmacroorganizationalmechanismsto
KS.Fromamanagerialperspective,itcanimproveunderstandingandprac
22

tice of organizational management of KS and, consequently, help those

whoaredealingwithorganizationalstrategiesbyestablishingasuccessful
KSactivity.Althoughtheresultsofthisstudycannotbegeneralized,they
offeraninterestingclueforfutureresearch.Specifically,anintegrationof
ourresearchmodelwithfurthervariablescouldextendourunderstanding
abouthowtodealwithKSpurposes.Furthermore,researchisneededto
examineourempiricalmodelindifferentorganizationalandculturalcon
texts,aswellastointegratethefindingswithanobjectiveappraisalofKS
processes.
Keywords: knowledge sharing, individual enablers, organizational struc
ture,jobautonomy,rewardsystem

ApplicationofBusinessModelPrinciplestoWebsiteProject
Management
MichalCharvatandJanVoracek
FacultyofManagement,UniversityofEconomicsinPrague,Jindrichuv
Hradec,CzechRepublic
Abstract:Companywebsite,asacommoninterfacetoitsdiversifiedweb
services, is a significant part of customer relationship management and
playsthemajorroleincommunicationwithcustomers.Therefore,thede
velopmentandmaintenanceofrelatedcontent,functionalityandqualita
tive features must be realized in accordance with internal strategy and
support overall competitive advantage. To guarantee such closeness, we
propose anew integrated approach, merging classicbusiness model with
thefactors,affectingwebsiteperformance.Initiallytheparticularbusiness
modelisdecomposedintoasetoffunctionallycompactsubsystems.Then
they are interconnected through websitequality factors, performance in
dicatorsandenvironmentinfluencingaspects.Suchmappingallowsdisco
veringandquantifyingconsiderableanalogiesbetweenwebsiteattributes
and specific parts of business model. We believe that the web site, de
signed as regular business subsystem, contributes more efficiently tothe
core institutional processes and, consequently, creates higher value for
stakeholders.
Keywords:businessprocesses,knowledgemodelling,webservices

23

SynergyBetweenCompetitiveIntelligenceandKnowledge
Management:akeyforCompetitiveAdvantage
JiheneChebbiGhannay1andBenAmmarMamloukZeineb2
ESCT,Tunis,Tunisia
2
ESSEC,Tunis,Tunisia

Abstract:Themarketorientationperspectivestatesthattheorganizations
havenooption,buttolookbeyondinternalbusinessactivitiesandtointe
grateeventsoftheexternalenvironmentwhichiscomplex,turbulentand
rapidly changing. Firms care, nowadays, led to utilize information and
knowledgescompanybecauseintheinformationeconomy,successcomes
fromharnessingtheseresources.Itsevidentthatknowledgeandinforma
tion become strategic, paramount and must therefore be managed. Inte
grating knowledge management (KM) and competitive intelligence en
courage the use of these resources, improve their quality and allow an
enterprise to respond more rapidly to changing business conditions. The
aim of this article, through the study of current literature, is to present
similarities, differences, benefits of KM and CI for the organization. Be
sides, it presents critical success factors needed to achieve a successful
implementationofthesetwoprocesses,andfurther,highlightstheimpor
tance of KM and CI integration for the organization to compete in the
knowledgeeconomy.
Keywords:knowledgemanagement,competitiveintelligence,competitive
advantage

AGenericArchitectureforVirtualEnterpriseMemories
ImaneChikhiandHafidaBouarfa
ComputerScienceDepartment,SaadDahlabUniversity,Blida,Algeria
Abstract: In this paper, we propose a generic architecture for Corporate
Memories(CMs)ofVirtualEnterprises(VEs):VEMs.Theproposedarchitec
tureisbasedonexistingarchitecturesanddesigncasestudiesofCMsand
VEMs.IttakesintoaccountworksinKnowledgeManagement(KM)(espe
cially in VEs) and the different characteristics of VEs. Conceptually, the
proposed architecture describes the VEM structure, content, and man
agementsystem.Themanagementsystemincludescomponentsdedicated
24

to: VEM construction (integration of the VE Knowledge Sources: VEKSs),

VEMmanagement(accesscontrol,personalizationandsemanticindexing),
VEMdiffusion,VEMevolution,andvirtualworkmanagement(communica
tion, coordination of the cooperative activities and collective problems
solving). The proposed VEMis based on several formal knowledge repre
sentationmodelsandeachmodelconsistsofoneorseveralontologies.It
includes a model for VEKSs integration, a cooperation model for virtual
workmanagement,amodelfortheknowledgeaccesscontrol,andauser
model.
Keywords:corporatememory,virtualenterprise,virtualenterprisememo
ryarchitecture,ontology

SafeMedicationuseinPaediatrics:AChallengeRelatedto
InformationCapture,ManagementandControl
AnaCibotaruandMoniqueLortie
SciencesBiologiques,Facultdessciences,UniversitduQubecMon
tral,Montral,Canada
Abstract:Paediatricstudiesoniatrogenesisshowthatadversedrugevents
constitutethemaintypeofsafetyproblem.Asalargeproportionofthe
drugs used are unlicensed or off label, their prescription and use involve
many supplemental activities, to which the processing of information is
central. The aimof this study was to document problems related to the
validationofprescriptions(bythepharmacist)andpreparationofthedrug
(bythenurse),particularlywithregardtothreeissues:labelling,theuseof
dosagechartsanddisposaloftheunusedportionofdrugs.Method:Drugs
presentingdifficultieswithregardtolabelling,theuseofdosagechartsand
disposaloftheunusedportionofdrugswereidentifiedbyaworkcommit
tee. Three closedended questionnaires, each presenting a set of state
ments (label: 10; dosage chart: 7; unused portion: 5) rated on a 4point
scaleofagreement,werefilledoutbytenpaediatricnursesandfivephar
macists.Thevalidationofprescriptions(n=23validationsof56drugs)and
the preparation of drugs (n=33) were observed (information taken
down/searched for/checked/exchanged, interruptions, unforeseen
events).Results:Asforlabels,identificationofthegroupornameofthe
drug was the item most often assessed as unsatisfactory by both nurses
(25%of72evaluations)andpharmacists(34%of73evaluations).Thedo
25

sagechartswereassessedasunsatisfactorymoreoftenbynurses(weight
or volume units: 34%; age or dose limits: 51%) than by pharmacists. The
latter could compensate by using other sources of information. Observa
tion data show the multiplicity of activities related to the search for and
exchange of information and the frequent interruptions involved. The
studyshowsthatcapturingandmanagingnursesandpharmacistsknow
ledgeonthedifficultiesencounteredconstitutesanapproachupstreamof
adverse drug events that could effectively complement the usual error
centredapproaches.
Keywords: adverse drug events, childrens safety, label, dosage charts,
knowledgemanagement,difficulties

KnowledgeSharingAmongUniversityTeachers:TheRoleof
OrganizationalCommitment
VtorCostaandSamuelMonteiro
UniversityofBeiraInterior,Covilh,Portugal
Abstract:KnowingwhichfactorspromoteKnowledgeSharinginorganiza
tions is an important area of research. Previous studies linked Organiza
tionalCommitmentandKnowledgeSharing,andspeciallyyieldtheimpor
tance of Affective Commitment as an antecedent of Knowledge Sharing
behavior.InthePortuguesecontexttherearenostudiestestingtherela
tionshipbetweenOrganizationalCommitmentandKnowledgesharingand
instruments to measure Knowledge Sharing. The present study aims to
examinetherelationshipbetweenOrganizationalCommitmentusingthe
Three Component Model (TCM) of Meyer and Allen (1997) and Know
ledgeSharing,asdefinedbydeVries,vandenHooffanddeRider(2006),
where a clear distinction is made between both donating and collecting
knowledge. Another goal is to adapt for the Portuguese context a Know
ledge Sharing Scale. Specifically, and due to the literature review, we hy
pothesized that Affective Commitment positively impacts on Knowledge
Sharingbehavior,andthereisnopositiveornegativerelationshipbetween
NormativeandContinuanceCommitmentandKnowledgeSharing.Follow
ing a quantitative approach and based on a survey of 162 University
Teachers from Management, Psychology and Economics departments in
Portuguese public Universities, we apply Exploratory Factorial Analysis to
validatetheKnowledgeSharingscaleonoursample.ConfirmatoryFactori
26

al Analysis (CFA) were applied to the TCM of Organizational Commit

ment, and Structural Equation Modeling (SEM) were used to investigate
the research model. The results show that Knowledge Collecting and
KnowledgeDonatingcantbeclearlydistinguishedandtheitemsarebetter
representedinaonedimensionalscale.Although,weneedtodeleteone
itemfromtheKnowledgecollectingsubscalethatisntinoursampleasso
ciated with the Knowledge Sharing Scale. The TCM of Meyer and Allen
wasalsoaccepted,but4items(twofromNormativeandtwofromConti
nuanceCommitmentsubscales)weredeletedinordertoachieveaccepta
bleFitIndexes.Astrongcorrelationwasfoundbetweenaffectiveorganiza
tional commitment and knowledge sharing. Affective organizational com
mitmenthasapositiveandsignificantimpactonknowledgesharingbeha
vior. Further investigation should confirm the factorial structure of the
Knowledge Sharing scale for the Portuguese population using a larger
sample.TheTCMofOrganizationalCommitmentneedalsofurthervali
dation and some items should be reformulated. The influence of HRM
practices on Organizational Commitment and Knowledge Sharing is dis
cussed.
Keywords: knowledge sharing, organizational commitment, knowledge
management,universityteachers

KnowingSourceofCompetitiveAdvantageinPostcapitalist
EconomyArchitecture
ElizabethLorenaCroitor(Tcaciuc)andAndreiAlexandruMorosan
UniversityStefancelMareofSuceava,Suceava,Romania
Abstract: The purpose of this article is to present a different perspective
on the importance of knowledge in postcapitalist economies. It aims at
identifyingfactorsinfluencingthecompetitivenessofpostcapitalisteecon
omy. Theme of the work starts from the meaning "knowledge economy"
and comparing it with the contemporary economy. Organizing the new
economy requires a transcendent leap, that switching toa new modelof
organizingsocietyandeconomy,describedbyPeterDruckerasthecapital
isteconomy.Inthenewsociety,thetruesourceconsidereddominantfac
torofproductionareknowledge,notcapital,laborandlandasincapitalist
society.Intheknowledgeeconomy,knowledgebecomesthekeydetermi
nant of international competitiveness of nations.(Keynes 2009) The study
27

points to the following aspects: Highlights of postcapitalist economy as a

knowledge economy; Competitive advantages of the knowledge econo
my; The importance of knowledge and knowledge in "architecture" post
capitalisteconomy.Intermsofapproach,considerthethemeshowsahigh
degree of interest being studied and treated by the major producers of
science. Training knowledge even more than in developed countries, be
cause they understood that "core" new economy is knowledge and that
this increases their competitiveness. Not all skills are valued and impor
tant, but only those that produce useful knowledge. Formation of know
ledge is now the largest investment in all developed countries, because
theyunderstoodthattobecompetitiveinamarketeconomyneedtoin
vest in technology. The practical section of this paper is set on the Euro
peanUnionareaanditanalyzesthepossiblelinkbetweentheinformation
heldbyindividuals/economicagentsonthecofinancingpoliciesofvarious
investmentsandthelevelofdevelopmentofthatcountry.Theessenceof
this subject is to find an answer to the question posed by Porter, that:
"why some nations succeed and others fail to cope with international
competition?" It is very important that all participants engaged in the
global economy to acquire this new economy, the knowledge economy.
Porter(1999)
Keywords: knowledge economy, postcapitalist economy, competitive ad
vantages

AKnowledgeManagementandOrganizationalIntelligence
Model
CristianodeTrindadedeAngelisandCharlesDespres
SKEMABusinessSchool
LilleandSophiaAntipolis,France
Abstract:ThispaperpresentsaKnowledgeManagementOrganizational
intelligence (KMOI) model and empirically testes 9 hypotheses related to
thefollowingresearchquestions:RQ1.Towhatextentdoesorganizational
cultureimpactstrategy,structure,learningwithenvironmentandinforma
tion technology?; RQ2: To what extent does Information Technology im
pact learning with environment?; RQ3: To what extent does strategy,
structure,learningwithenvironmentimpactPoliciesandPracticesofKM?;
RQ4: To what extent does Policies and Practices of KM impact Organiza
28

tionalIntelligence?. Theunderlyingandlargerresearchprojectisaimedat
investigating the relationship between KM Practices and OI in two of the
largesteconomiesintheworld,GermanyandBrazil.TheKMOImodelas
semblesanumberoftheoreticalandempiricalworksconcerningbothKM
and OI. This was empirically tested, using structure equation modelling
(SEM),intwoBrazilianadministrationswithinthePlanningMinistry(Secre
tariat of Public Management, Secretariat of Logistics and Information
Technology) and Germanys Bundesanstalt. Results indicate that culture
has a great impact on technology, structure, strategy, learning with envi
ronment,aswellastechnologyhasastrongimpactonlearningwithenvi
ronment.Furthermore,strategy,structureandlearningwithenvironment
impactsKMPracticesandKMPracticeshavegreatimpactonOI.

Keywords: Knowledge Management; Organizational Intelligence; Survey

methodology;PublicSector;Publicadministration

SocialCapabilitiesandInnovationintheIndustrialCluster:A
CaseStudyinSouthernItaly
AnnunziatadeFelice
DipartimentoJonico,FacultyofLaw,UniversityofBari,Italy
Abstract: At odds with the neoclassical production function, where eco
nomic growth depends only upon traditional resources such as capital,
labourandtechnology,whichisanexogenousdatum,inthecognitiveap
proach we must consider the residual variables of social capabilities and
knowledge. These, in fact, represent the key variables to understanding
therecentstructuralchangesandcompetitivenessofanindustrialcluster.
Inthiswork,thepeculiarityofknowledgerestsinsocialcapabilitiesorso
cialabilitiestoaugmenttheprocessoftheaccumulationofknowledgeand
thebroadeningofthenetwork.Theformerdependsonthedegreeofcu
mulativeness, and appropriability, represented by the capacity of new
knowledgetogeneratefurthernewknowledgeandinnovation.Thegreat
er the degree of appropriability of knowledge, the smaller becomes the
capacityforitsdiffusioninaclusteranditsgrowth.Ahigherlevelofknow
ledge corresponds to a higher degree of innovation. The diffusion of the
networkdependsonthedegreeofcooperationandonthepositiveexter
nalities of an industrial cluster. The aim of this researchis to analyze the
key role that knowledge, social capabilities and innovations play in the
29

transferanddiffusionoftacitknowledgeinanindustrialclusterandhow
this creates new knowledge and innovation, thus improving productivity.
Inthetheoreticalpart,thediscussioncentresonthedifferenttypologiesof
knowledge,itscreationanddiffusioninfirmsnetworks,onthenatureand
definitionofsocialcapabilitiesintheindustrialclusterandontherelation
shipbetweentheseandinnovation.Thefocusisalsocentredonhowitis
possible to measure the social capabilities within a district. The empiri
calaspectremainsbasedupontheresultsofsurveysconductedonasam
pleofentrepreneursspecializinginceremonialclothingintheprovinceof
Bari,theregionalcapitaloftheApuliaregioninsouthernItaly.Theanaly
sis, measuring social capabilities, requires data collection using a face to
face questionnaire designed to obtain information which permits the de
velopmentofqualitativeandquantitativeindicators.
Keywords:socialcapabilities,knowledge,industrialcluster,garmentindus
tries,SouthernItaly

TheRelationshipAnalysisBetweenKnowledgeandStudent
LearningOutcomes
AlinaMihaelaDima,RamonaCantaragiuandDenisaGilmeanu
BucharestUniversityofEconomicStudies,Romania
Abstract.Indesigningalecture,thetutorshouldconsiderthemainobjec
tives of the learning process, various teaching and learning methods and
theassessmentorevaluationcriteriaandprocedures.Theseelementsare
reflected in student performance or skills and competencies accom
plished/acquired during the learning process. Still, presumably not that
many instructors are actively aware of the different types of knowledge
theyareexposingtheirstudentsto,orconcernedwiththeirimpactonthe
learningoutcomes.InthisarticleweuseBloomstaxonomyofknowledge
toevaluatetheteachinglearningprocessastounderstandhowtomaxim
izethestudentperformanceinvarioustypesofdisciplines.Datawascol
lectedbyaquestionnaireappliedtoasampleof98studentsenrolledinto
BusinessAdministrationmasterstudies.Weusedtotalsampling,consider
ingthestudentsattendingmorethan50%ofthelecturesofInternational
Business. The quantitative analysis has targeted two areas: the students
perceived level of exposure to the four types of knowledge in the Bloom
taxonomy, and the actual level of knowledge of each type they had ac
30

quiredafterbeingexposedtotheInternationalBusinesslectures.Ourcon
clusions reveal that when instructors increase the opportunities for stu
dents to encounter the four types of knowledge, students maximize the
learning outcomes. However, the four types of knowledge should be ba
lancedinordertoachievemaximumresults,astheyaremutuallydepen
dent and imbalances leave students with cognitive gaps. Our results pro
videusefulinsightsformanagementteams,whenredesigningthecurricu
lum for increasing academic performance. They will also provide instruc
tors with a new outlook on assessment and enable them to create more
conceptuallyandpracticallystimulativeassignmentsandprojects,inorder
to help their students go beyond the knowledge level to higher levels of
thinking.Thus, effective knowledge management will lead to increased
student satisfaction with course content and to sustainable reputation
buildingforthemasterprogram.
Keywords: knowledge management, types of knowledge, teaching and
learningprocess,academicperformance,Bloomstaxonomy

KnowledgeManagersforSmallandMediumSizeService
Organizations
MihaelaDumitrana,GabrielJinga,GabrielRaduandGeorgianaToader
TheAcademyofEconomicStudies,Bucharest,Romania
Abstract:Themainobjectiveofthispaperistodemonstratethataknow
ledgemanagerisabletoleadanorganizationfromalowpositiononthe
markettoahighpositionwithanimportantbenefitgeneratedbyoperat
ingactivity.Thisobjectivewillbeappliedtothearchitecturalorganizations.
Why for architectural organizations? Because our team has analyzed the
activityof20architecturalsmallandmediumsizecompaniesfromBuchar
est and the conclusions were unfavorable for those companies. Some of
ourconclusionsareasfollows:theactivityofallcompanieswasgenerating
loss; managers are not economists and they did not know to ask for ap
propriate accounting information to sustain good decisions; strategies
were inexistent; the market was unknown, etc. Thus, the general conclu
sion was: without knowledge it is impossible for managers to ensure the
success of a company. Knowledge managers should posses varied back
grounds such as: information sciences, organizational behavior, culture,
processes, business management, economic information, etc. So, in our
31

opinion,tocreateknowledgemanagers,threestepsaretobefollowed:1)
thecreationofaculturebylearning,2)thepracticalapplicationoflearning
effects,3) share the best practices. All these steps are important, but the
firststepwillensureastrongbackgroundformanagers,becausetheyneed
tounderstandthatwithoutinformationitisimpossibletodecidehowand
where the organization will go. Based on these arguments, our team has
decided to help those organizations by demonstrating the importance of
allkindofinformationinthedecisionmakingprocess,especiallyeconomic
information and how and when that information must be provided. Con
sequently, wehave conceived a model fora particularBalanceScorecard
forarchitecturalorganizations,inordertosummarizeonlythemostimpor
tantinformationthatmustbeknownbymanagers.Wethinkthatinforma
tion about costs, costs component, cost calculation for different types of
products, target prices, target profits, number of products that must be
soldforatargetprofit,thelevelofthepricethatmaybenegotiated,are
veryimportantforamanager.Anothermodelthatwasconceivedbyour
teamconcernscostmanagementinordertorealizetheprofitabilityobjec
tive.
Keywords: knowledge managers, knowledge management, performance,
cost,balancescorecard

ApplyingPositivePsychologytoKnowledgeManagement
JamalElDen
CharlesDarwinUniversity,SchoolofEngineeringandIT,Darwin,
Australia
Abstract: Positive psychology is a relatively new field that is viewed as a
movement to restore psychologys mission of finding human talent and
making life worthwhile. Its main focus is on the average persons mental
functioningandwellbeing.Latestresearchrevealstheimportanceofpos
itive emotions on motivation, achievement, mental/physical health, and
performanceinsettingslikeschoolandwork.Thispaperproposesthatthe
identificationandconsiderationofpositivecognitionsamonggroupmem
bers as tacit knowledge types enhances the tacit knowledge transforma
tion among the members and promotes the application of positive psy
chologyingroupwork.Suchaprocessleadstomoreefficient,moresatis
fied and more accomplished individuals and consequently more efficient
32

groupwork.Theprocessfollowedinapplyingpositivepsychologyincludes
methodsoflearninghowtotransfertacitpositivethoughtsandattitudes
into more practical explicit knowledge through based on Nonakas and
knowledgemanagementprocess(Nonaka1998).Inaddition,components
that attempt to enhance physical health, knowledge, achievement and
motivationamonggroupmembersaresuggestedbasedontheassumption
thatarelaxedmembersengagesmorepositivelyinthegroupworkand
intheknowledgecaptureandtransformationprocess.Theapplicationwill
haveaprogramwhichtargetsindividualsworkinginsmallgroupsandthe
efficacyofsuchaninterventionwillbebasedonobservationsandgroup
progressreportsbasedexperiment.
Keywords:knowledgemanagement,positivepsychology,knowledgetrans
fer,tacitknowledgetraits/types,knowledgecaptureandrelease

BalancingKnowledgeManagementandCompetitive
Intelligence,InitialInsights
ScottErickson1andHelenRothberg2
1
IthacaCollege,Ithaca,USA
2
MaristCollege,Poughkeepsie,USA
Abstract: Thispaper reportson a largescale study of how industriesbal
anceknowledgedevelopmentwithknowledgeprotection.Inparticular,we
look at specific industries and the competitive imperatives to increase
knowledge assets (or not) and to conduct competitive intelligence activi
ties (or not). This analysis is based on our previously established SPF
framework,thoughwehavedevelopednewmeasuresandanewdatabase
that more reliably establish industry conditions. The paper explains the
different results seen in different industries by examining four markedly
different SPF environments. Based on these different environments, we
canbegintoexploresomeofthepossibleexplanationsforthedifferences
(characteristics of relevant knowledge, Value Chain insights, life cycle
stage,etc.).
Keywords: competitive intelligence, intellectual capital, knowledge man
agement,strategy,SPFframework

33

HowSharedLanguageandSharedVisionMotivateEffective
KnowledgeSharingBehavior
MaxEvans1,AnthonyWensley2andChunWeiChoo1
1
FacultyofInformation,UniversityofToronto,Canada
2
RotmanSchoolofManagement,UniversityofToronto,Canada
Abstract: Effective knowledge sharing within project teams is of critical
importance to knowledgeintensive organizations. Prior research studies
indicate a positive association between shared cognitive perspective and
effectiveknowledgesharingbehavioramongcoworkers.Buildingonthese
studiesanddrawingfromtheoreticalfoundationsfoundinthesociological
and socialpsychological literature on organizational trust and knowledge
sharing, this study sought to test the effect of shared perspective (i.e.
shared language and shared vision) on organizational knowledge sharing
behavior.Thedatawereprovidedby275legalprofessionalsandparaleg
alswhowereallknowledgeworkersengagedinsharedlegalprojectwork
atoneofCanadaslargestmultijurisdictionallawfirms.Thenatureoftheir
work required a significant reliance on coworkers for both explicit and
tacitknowledge.Multipleregressionanalysis,amongotherstatisticaltech
niques, was used to test the hypotheses and determine significant rela
tionships. Overall, having a shared cognitive perspective had a positive
effect on knowledge sharing behavior in the firm. Results showeda posi
tive relationship between shared perspective and willingness to share
knowledge;wherehigheramountsofsharedlanguageorsharedvisionled
tohigherwillingnessbytherespondenttosharewiththeircoworker,re
gardless of working relationship. Results also showed a positive relation
shipbetweensharedvisionandwillingnesstouseknowledge.Surprisingly,
nosignificantrelationshipswerefoundbetweensharedlanguageandwil
lingness to use knowledge in either group. Interestingly, the results also
suggestedthatbothsharedlanguageandsharedvisionledtoasignificant
ly higher perception that knowledge received from positive referent co
workers was useful. However, neither shared language nor shared vision
had a significant effect with negative referents. This finding suggested a
needtofurtherexploretheeffectofworkingrelationshipsinsubsequent
research.
Keywords: knowledge sharing behavior, shared language, shared vision,
sharedperspective
34

ANewFrameworkforOrganizationalKnowledgeThatEnables
CriticalJustification
DoronFaran
DepartmentofIndustrialEngineeringandmanagement,ORTBraudeCol
legeofEngineering,Karmiel,Israel
Abstract:Knowledgeisdefinedas"justifiedtruebelief",butbothjustifica
tionandtrutharepaidverylittleattentionbytheKnowledgeManagement
field. The paper reviews the justification methods that organizations em
ploydefactopositivism,conventionalismandpragmatism,anddiscusses
theirweaknesses.Themethodofcriticalrationalism(CR)isthenpresented
asaremedyfortheseweaknesses,despitetheoppositionthemethodfac
esfromorganizationalexperts.Anewknowledgeframeworkthatrealigns
the canonical theories of organizational knowledge is constructed; the
main argument in this paper is that the framework does enable CR. The
implementationofCRisthendemonstratedbyacasestudy.
Keywords:knowledge,truth,justification,criticalrationalism

ITCompetency,InternalandExternalLearningCompetencyand
theCommercialSuccessofInnovation
AnabelFernndezMesa1,2,JoseFerrerasMndez2,JoaqunAlegreVidal2
andRicardoChivaGmez3
1
INGENIO,CSICUPV,SpanishCouncilforScientificResearch,Univertat
PolitcnicadeValncia,Valencia,Spain
2
DepartmentofBusinessManagement,UniversitatdeValncia,Valencia,
Spain
3
DepartmentofBusinessAdministrationandMarketing,University
JaumeI,Castelln,Spain
Abstract:Investmentininformationtechnologyisdonebythecompanies
with the purpose of increase their organizational performance, but not
alwaysthesekindsofinvestmentsaresuccessful.Therearestudieswhich
not demonstrate that investment in information technology enhance or
ganizationalperformance.Ourstudyaimistounderstandbetterthisrela
tionship.Weproposeaproxyoforganizationalperformance,thecommer

35

cialsuccessofinnovation.Itisknownthatifthecompanyaresuccessfulin
the commercial success of innovation this affects positively the general
performanceofthecompany.Wethinkthatitisnecessarytolookindepth
thisrelationshipforunderstandingwhynotallcompaniesaresuccessfulin
thecommercialsuccessofinnovationthroughinvestmentsininformation
technology.Welookforamediatorvariablesbetweenbothwhichhelpus
tounderstandbetterthisrelationship.Usingstructuralequationmodelling
inasampleof186tileindustryfirms,wedemonstratethatinternallearn
ingcompetencyandexternallearningcompetencyarekeysintherelation
ship between information technology competence and the commercial
successofinnovation.Informationtechnologycompetencedoesnotaffect
directlyorganizationalperformance.First,informationtechnologycompe
tence affects internal and external learning competence and next, both
competencesaffectthecommercialsuccessofinnovation.Surprisingly,the
effectbetweenexternallearningcompetenceandthecommercialsuccess
ofinnovationisnegative.Wesuggestthatthisisbecauseexternallearning
competence includes sharing knowledge with competitors and this is un
derstoodasanegativeforinnovationperformance.Despitetheadvantag
esofcollaboratingwithcompetitors,amongothers,sharingtechnological
knowledgeorreducingthetimeandrisksoflargeprojects,competitorsare
potentiallydangerousbecausetheysellonsimilarmarketsandmayaccess
thefirmsownR&Dresources.Thisriskisunderstoodaspossibleinvolun
taryoutgoingspilloversanditexplainswhyaccessingcompetitorsknow
ledgeisthelessfrequentsource.Weunderstandthatthisisthecaseofthe
ceramictileindustry.
Keywords: iinformation technology competency, commercial success of
innovation, internal learning competency, external learning competency,
dynamiccapability,innovationperformance

36

IntellectualCapitalStatementsinBrazilianSME:Lessons
LearnedFromtheFirstPilotImplementations
EloiFernndezyFernandez1,KaiMertins,CamiloAugustoSequeira1and
MarkusWill
1
InstituteofEnergyCatholicUniversityRiodeJaneiro,IEPUCRio,Riode
Janeiro,Brazil
2
DivisionCorporateManagement,FraunhoferIPK,Berlin,Germany
Abstract:IntherapidlyemergingBrazilianeconomy,andespeciallyinthe
fastmovingcityandstateofRiodeJaneiro,intangibleassetsbecomeakey
successfactorforsustainablegrowth.AsexperiencesfromEurope,andfor
instance from Japan, have shown, the development of systematic man
agement procedures for these intangible assets is particularly important
for fast growing small and mediumsized enterprises (SMEs) in order to
functionasthesolidbackboneforanincreasinglyknowledgebasedecon
omy.Inthiscontext,keepingproductivityataconstanthighlevelinady
namic and fast growing business environment and, thus, securing indi
vidual profits and national welfare at the same time becomes a major
managementgoal.Thisgoalcanonlybeachievediftheintangiblesuccess
factors,suchasemployeesexpertiseandmotivation,internalcommunica
tionandmanagementstructuresaswellasexternalrelations,allofwhich
aresummarizedintheconceptofIntellectualCapital(IC),aremaintained
anddevelopedinaprofessionalandadequatemanner,meetingthespecif
ic demands of fast growing SMEs. This management challenge has been
thestartingpointforthefirstpilotprojectonimplementingthemanage
menttoolIntellectualCapitalStatement(ICS)intenpioneerSMEsfrom
RiodeJaneiro.TakingintoaccounttheexperiencesfromtheGermanpilot
projectWissensbilanzMadeinGermanyaswellastheEuropeanpilot
project InCaS, a special implementation procedure for micro and small
companieshasbeendesignedandtested.ThesocalledICSFactoryaims
at ensuring fast practical results in the companies as well as supporting
rapidprototypingandanactionresearchapproachtobeusedforthede
velopment ofan adapted Brazilian version of the ICS. Ina twoday work
shop concept, with three to five SMEs each represented by two to three
senior managers and key people, a complete analysis of the companys
individual IC is produced, based on the structured selfassessment ap
proach of the European method. Now, the time has come to draw first
conclusionsandlessonslearnedfromthefirsttenpilotimplementationsin
37

ordertoimprovetheproceduralconceptandtoensuresustainableusage
oftheICSintheupcomingnextgenerationofpilotimplementationsin60
Brazilian SMEs from the oil and gas sector. Therefore, this paper aims at
summarizing the experiences from the first ten Brazilian ICS pilot
implementations,investigatingthecrucialroleoftheICSModeratorwho
isassignedtoeachSMEintheconceptoftheICSFactory,beingsupported
by a clearly structured, softwarebased implementation procedure. Fur
thermore,thepaperwilldescribeanddiscussthechallengeofintegrating
the ICS in a comprehensive strategic change process, taking into account
thespecialcircumstancesofsmall,organicallygrownorganizationsinthe
Brazilian business environment. In order to support sustainable business
developmentinanemergingeconomy,theICShastobeusedtoinitiatea
continuous improvement cycle in the individual company, focusing on
practical actions for maintaining and developing its intangible assets to
ensurefuturecompetitioncapability.
Keywords:intellectualcapital,intangibleassets,knowledgeeconomy,Bra
zil,oilandgas,SMEs

TheEffectsofaMultilevelwebBasedDailyReportingSystem
onKnowledgeManagementofaMultiProjectOrganization
HadiFotoohi
InformationandCommunicationTechnologyInstitute,IsfahanUniversity
ofTechnology,Isfahan,Iran
Abstract: Sharing knowledge in a multi project organization, with several
concurrent projects, has more importance when projects belong to the
same domain and are based on knowledge of different workers. In this
paper,first,weclarifytheproblemsofamultiprojectorganizationinman
aging the knowledge of its own projects and difficulties of using them in
the best way. Then, we explain components of our developed integrated
webbasedsystem.Finally,weexpressthepracticaleffectsofDailyReport
ingSysteminsolvingtheproblems.Ourdevelopedsystemconsistedofa
ProjectManagementInformationSystem(PMIS),amultilevelDailyReport
ingSystem(DRS)andawebportalforintegratingknowledgemanagement
activities with Project management tasks. The Daily Reporting System
gathers workers daily knowledge and shares them for other members of
workingteams.Afterexternalization,forbetterintegrationofnewknow
38

ledgewithorganizationsknowledgebase,wesetsomeKMmilestonesand
consideredtheirtimeinprojectstimetable.Wetriedtoimproveorganiza
tion KM processes without creating any disturbance for Project Manage
mentprocess.OurmodelforKMinthisstudywasNonakaTakeuchimodel
and we suppose that organizations' standard for Project Management is
basedonPMIstandards.WefocusedontheeffectsofDRSonKMandin
vestigated the collected results during a 6month period. It is clear that
knowledge forms in mind of knowledge worker; however, it must be ex
tracted quickly before he automatically put it on the background of his
mind. DRS tries to discover the raw knowledge of workers everyday and
sharesthemforotherusersandprojects;however,theeffectsofthisdaily
extraction on KB have some advantages and challenges. Daily extracted
knowledgeisrefinedandintegratedwithorganizationKBsinamultilevel
sequencebynewprocessesdevelopedinoursystem.
Keywords:knowledgemanagement,PMIS,projectmanagement,PMI,dai
lyreporting

CommonBenefitsandGoalCooperativenessasDrivingForces
forKnowledgeManagement
GabrieleFrankl
AlpenAdriaUniversittKlagenfurt,Klagenfurt,Austria
Abstract:Variousfactorsandinfluencesaffectwillingnesstoshareknow
ledge,experiencesandideas,andtogeneratenewknowledgewithothers.
But the development and sharing of knowledge and the utilization of
knowledgebyhumanbeingsremainsakeyconcernforKnowledgeMan
agement(KM).Thispapersetsouttoexaminephenomenathatintrinsical
lydisposehumanstosharetheirknowledge,aswellasfactorsrelatedto
thecooperativedevelopmentofnewknowledge.Itisproposedthatwhat
drives cooperation in knowledge development is primarily the issue of
common benefits and goal cooperativeness. The concept of winn is pro
posedasawaytolinkandharmonizetheneedsofindividualsandacollec
tive,whichistheessentialbasisforKnowledgeManagement.Awinncon
stellationindicatesthateachparticipant(allnparticipants)considershim
orherselfasawinneronlyifallotherparticipantsconsiderthemselves
tobewinnersaswell. Themereaccumulationofindividualbenefitsisa
zerosumscenario,whereascollectivesuccessorbenefit(winn)isbydefini
39

tion a nonzerosum constellation where both the enterprise and all its
participantsdowell.Asaconsequence,KnowledgeManagementinitiatives
benefit not only business enterprises but also their employees. It is post
ulatedthatthismutualbenefitscenariofostersthesuccessandsustainabil
ityofKnowledgeManagementinpractice,sinceitaddressestheintrinsic
motivationofemployees.Thesenotionshaveevolvedfromtheimplemen
tation of Knowledge Management systems within a production industry
andareaccompaniedbyquantitativeandqualitativeresearch.Theresults
showthatcommonbenefitsandcooperativegoalswerethedrivingforces
for knowledgecreationandsharing,andthatthekeystructureforachiev
ingwinnwassocialselforganization.
Keywords: knowledge sharing, knowledge creation, winn, common bene
fits,goalcooperativeness,Knowledgemanagement

KnowledgeManagementPractices:AFrameworkProposal
RicardoMotaFreitas,PaulaMoraisandFilomenaLopes
UniversidadePortucalenseInfanteD.Henrique,Porto,Portugal
Abstract:Knowledgemanagementpracticeshave,aswellasmechanisms
and technological tools, an important role on the development of know
ledge management (KM) in organizations. However, the distinction be
tween these concepts is far from being well understood in the KM com
munity,particularlywhatdistinguishesKMpracticesandKMmechanisms.
Furthermore, the fact that many KM literature authors use these terms
indiscriminately contributes to this lack of clarity. Nevertheless it seems
thatsomeauthorsconsidertheexistenceofKMpractices,suchasknow
ledge mapping and competence management, with an implicit set of KM
mechanismsandtechnologicaltools.Oneoftheconsequencesofthelack
ofclarityistheinexistenceoftheoreticalframeworksthatcouldeasethe
understandingoftheseveralexistingKMpracticesandtheimportanceof
KMmechanismsandtechnologicaltoolsintheirdevelopment.AKMprac
tices framework constitutes an opportunity for organizations to develop
KM,byenablingthemtounderstandwhichKMpracticestheyshouldim
plement and which KM mechanisms and technological tools they could
use.ThispaperintroducesaKMpracticesframeworkproposalpresenting
KM practices together with the mechanisms and technological tools that
respectivelycontributeandsupporttheirdevelopment.Inthissense,this
40

paper contributes to a clearer distinction between all the concepts in

volved,particularlybetweentheconceptsofKMpracticeandKMmechan
ism,andtheirrelationships.Aqualitativecasestudywasdevelopedtoeva
luate the framework proposal. The case study occurred in a Portuguese
organizationfromthewastemanagementareaandallowedustomakea
firstvalidationoftheframework.Thepaperisorganizedinfivesections,as
follows:sectiononestartswithabriefintroduction.Sectiontwodescribes
the theoretical background, presenting systematizations of KM practices,
mechanisms and technological tools, developed through a literature re
view.Insectionthree,theKMpracticesframeworkproposalispresented,
andthecasestudyisdescribedinsectionfour.Finallyconclusionsandfu
tureworkarepresentedinsectionfive.
Keywords: knowledge management practices, knowledge management
mechanisms,technologicaltools,knowledgemanagementsystems

ChallengesFacingAirportBillingProcesses,Knowledge
HierarchiesandPerformingEmployeesatFraport
DieterFrauff12,KarimMenacere2andYusraMouzughi2
1
FraportAG,Frankfurt,Germany
2
BusinessSchoolLiverpool,JohnMooresUniversity,Liverpool,UK
Abstract: This paper examines the challenges affecting the effective de
velopmentandimplementationofknowledgemanagement(KM).Manag
ing administrative processes in airport billing environment is becoming a
challengeduetotheneedforeffectiveness,costreductionandincreasing
process complexity. The existing organisational knowledge hierarchy
creates additional constraints in achieving management targets. In the
application of KM, coherent and integrated approaches regarding opera
tional and administrative business processes are lacking. For the Fraport
managementtherelationshipbetweenITbusinessprocessesandperform
ingemployeesisbecomingaseriouschallenge.Thisleadstotwodirections
of organisational impact: firstly, the appliance of data, information and
knowledgeasknowledgehierarchies(Zins,2007,Hicksetal.,2006,Daven
port and Prusak, 2000), and secondly, the employees understanding of
theirroleasbusinessprocessesperformersandknowledgeownersofthe
embeddedpracticesandroutines.Thereforetheimplementationofaho
listic approach to support the transfer, exchange and documentation of
41

the airport billing processes has been applied as a prerequisite of a KM

framework.Basedonthebillingdepartmentrequirements,thecyclicmod
elillustratedbySocialisation,Externalisation,CombinationandInternalisa
tion(SECI)fromNonakaandTakeuchi(1995)hasbeenused.Regardingthe
two directions of organisational impact, the investigation started with a
structured process modelling approach. The aim of these activities is to
achieve:Conductingbusinessprocessesinventoryforcompletenessinac
cordancetoaccountingstandardsCreatingadatabaseforfurtherinvesti
gations, particularly for quantitative measures and qualitative interpreta
tions Monitoring the transfer into explicit knowledge to secure process
actions This led to a series of process meetings with billing experts and
process product supervisors (PPS). The first results showed that interde
pendenciesbetweenthetwodirectionsofimpactexist:firstly,mappingof
processes among data, information and knowledge is influenced by the
distinguished perceptions of the terms. Secondly, the transfer of tacit
knowledge from executing employees to codified explicit process know
ledge creates more transparency and insight and therefore process pre
vention. Thirdly, the meeting and workshop approach is time consuming
and expensive, although the value of explicit knowledge descriptions is
limited.
Keywords: knowledge management, knowledge hierarchy, SECI model,
businessprocesses,explicitknowledge,tacitknowledge

AreThereDifferencesinthewayMiddleManagersandTheir
SubordinatesareAvailableforEachOtherBasedontheMiddle
Managers'IndividualCharacteristics?
ZoltnGal,LajosSzab,NraObermayerKovcsandAnikCsepregi
UniversityofPannonia,DepartmentofManagement,Veszprm,Hungary
Abstract: The way knowledge is shared by organizational members plays
anessentialandcentralroleinthesuccessoforganizations.Itshouldnot
be forgotten that those who take part in the knowledge sharing process
alsobenefitfromit.Middlemanagersafterplayingasignificantroleinthe
verticalcommunicationtheirorganizationinfluencetheknowledgesharing
processwithintheirorganizationaswell.Ourpapermakesanattemptto
present those components of middle managers individual characteristics
thatresultindifferencesintheirmaturityofknowledgesharing.Theme
42

thod and results of revealing these differences are introduced in this pa

per.Since2007anempiricalsurveyhasbeenconductedduringwhich400
middlemanagersworkingatmediumandlargesizedenterprisesinHun
garyhavebeeninvestigatedbyaquestionnaire.Theanswersofthissurvey
havebeenanalysedfirstusingdecisiontreethanusinganalysisofvariance
orposthoctest.Ourpaperpresentsoneoftheelementsofmiddleman
agersmaturityofknowledgewhichistheavailabilityamongmiddleman
agersandtheirsubordinates.Accordingtoourresearchavailabilityisthe
timeandwillingnessofapersontofindthetimetohelpothercolleagues
whentheyaskforhelp.Theinvestigatedindividualcharacteristicsarethe
middle managers age, their working years and their functional area at
theirorganizations.Findingsoftheresearchhaveindicatedthatdifference
hasbefoundintheavailabilityamongthemiddlemanagersandtheirsub
ordinateswhoworkatmediumandlargesizedenterprisesinHungaryon
the basis of at least one of the individual characteristics which are func
tionalareaandage.
Keywords: availability, knowledge sharing, maturity, middle managers,
Hungary

KnowledgeSharinginCrowdsourcingitisMoreThan
Motivation
ChunmeiGan1,2,MiiaKosonen1andKirsimarjaBlomqvist1
1
TechnologyBusinessResearchCenter,SchoolofBusiness,Lappeenranta
UniversityofTechnology,Lappeenranta,Finland
2
DepartmentofInformationManagement,CentralChinaNormalUniver
sity,Wuhan,P.R.China
Abstract:Inrecentyears,companieshaveopeneduptheirinnovationac
tivities to users through the establishment of online crowdsourcing com
munitiesfirmhostedcustomercoinnovationandvaluecocreationplat
forms;whichstandsforanimportantstrategy,knownasopeninnovation.
However, we identify two research gaps exist: first, knowledge sharing
literatureemphasizesmacrolevel(organizationallevel),andpaysrelatively
lessattentiontomicrolevel(individuallevel);secondly,onlinecommunity
research focuses mainly on the importance of motivation as a driver of
behavior.Thereforeinthispaperwedevelopaconceptualframeworkthat
drawsonthemicrofoundationsperspectivetoconsideranintegratedset
43

of motivation, opportunity and ability (MOA) that drive users to share

knowledge in the crowdsourcing community. Based on theoretical back
ground of knowledge sharing in online communities, we put forward a
theoretical framework to explain the relationship between MOA and
knowledgesharingforfurtherempiricalresearch.
Keywords:knowledgesharing,motivation,opportunity,ability,crowd
sourcing,onlinecommunity

IdentificationandDocumentationofManagerialExperiences:A
ConceptualFramework
HosseinGhasemi,MehdiShamiZanjaniandMohammadMousakhani
ManagementFaculty,UniversityofTehran,Tehran,Iran
Abstract: Recurring mistakes is one of the main issues in organizations
leading to major challenges and usually resulting in extra expenditures.
Mistakesarenotcompletelypreventableandtheymayoccurindifferent
organizational levels. However, some mistakes are unacceptable to occur
inmanagementlevel.Lackofdocumentationofmanagersexperiencesin
organizationsisanimportantreasonforrepeatingmistakesbymanagers.
Experiencecanbeconsideredakindoftacitknowledge.Documentingex
periencesofmanagers(andleaders)inorganizationswhichispartoftheir
tacitknowledgewillpreventtheorganizationfromlosingpricelessknow
ledge and can transfer knowledge from one experienced manager to a
youngerandlessexperiencedone.Thisprocesswillultimatelyleadtothe
decreaseofknowledgelossandreductionofexpensesrelatedtoit.Itcan
alsobesaidthatthedocumentationofmanagersexperiencesiseffective
for improving the success probability of organizations and managers. Of
course, one should not forget that a key step prior to documenting the
knowledgeandexperiencesisidentifyingtheseexperiences.Hence,identi
fying, capturing and documenting managers knowledge must come to
gether.Despitetheimportanceofidentifyinganddocumentingmanagers
experiences,thereisnorobustframeworkforintroducingneededphases
andstepsforthispurpose.Thepaperaimstointroduceanewconceptual
framework for identifying and documenting the managers experiences.
Reviewing and analyzing the literature lead to the initial conceptual
framework.Then,inordertovalidatethedevelopedinitialframeworkand
tofinalizeit,aquestionnairewasapplied.Totheauthor'sknowledge,this
44

paper may be the first study which introduces a comprehensive process

oriented framework for identifying and documenting managerial expe
riences, which in addition to academic values, can also be practically im
plementedinorganizations.
Keywords: knowledge documentation, managers experience, knowledge
identification,conceptualframework

TheInfluenceofAffectiveCommitmentandTruston
KnowledgeSharingInMalaysianUniversities:AComparison
BetweenPublicandPrivateUniversities
SeeKwongGoh1andManjitSinghSandhu2
1
TaylorsBusinessSchool,TaylorsUniversity,Malaysia
2
BusinessSchool,MonashUniversity,Malaysia
Abstract: Knowledge resides within a human being and it is hard to be
transferred to others. Unwillingness to share is one of the main impedi
mentsofknowledgesharing.Inauniversitysetting,thissituationcouldbe
more alarming as universities are knowledge centric organisation. Know
ledgesharingwillhelpuniversitiestostrengthenitsresearchandteaching
activities. Despite the importance of knowledge sharing,many academics
stillhoardtheirknowledge.Theaimsforthispaperare(1)toevaluatethe
influenceofthesetwoemotionalfactorstowardsknowledgesharinginten
tion;(2)toexaminewhethertheperceptionofknowledgesharinginpublic
universities differs from private universities. The research model includes
thetheoryofplannedbehaviour(TPB)andthetwoaffectivecomponents.
In order to examine the research model, a survey was conducted with a
totalrespondentof545academicsfrom30universitiesinMalaysia.Mul
tiple linear regression was used to examine the research model. On the
otherhand,ttestwasusedtoexaminethedifferencesbetweenpublicand
privateuniversities.Ingeneral,thefindingsrevealedthatemotionalinflu
enceiscrucialforknowledgesharingbehaviour.Thettestanalysisshows
thattherearesignificantdifferencesbetweenpublicandprivateuniversi
ties.Thispapercontributestotheexistingliteraturebyevaluatingtheim
pact of emotional factors (affective commitment and affective trust) to
wards knowledge sharing behaviour. It also provides a greater depth of
understanding on how knowledge sharing in public universities deviate
from private universities. University administrators need to implement
policies and activities to strengthen the emotional bonding between aca
45

demics in order to facilitate knowledge sharing in Malaysian universities.

This is exceptionally crucial for private universities as the results shows
thatknowledgesharingintentionislowerthanthepublicuniversities.
Keywords: knowledge sharing, theory of planned behaviour, affective
commitmentandtrust

EnvironmentalKnowledgeManagementProcessesandSupply
ChainManagementEnvironmentalPerformanceofMalaysian
ManufacturingFirms:AnExploratoryStudy
GeraldGuanGanGoh1,UchennaCyrilEze2andKianEnLim1
1
MultimediaUniversity,Melaka,Malaysia
2
MonashUniversity,Sunway,Malaysia
Abstract:Inrecentyears,globalenvironmentalpollutionanddegradation
issueshavereceivedwideattentionfromallsegmentsofsocietyleadingto
intense interest in environmentallysustainable development practices.
The growing awareness for this has made it exigent for manufacturing
firmsandbusinessorganizationsaliketolooktowardsadoptingandincor
porating green practices and green operations to improve their environ
mental and organizational performance. In line with this, green supply
chain management has become a much soughtafter managerial tool by
manufacturingfirmstoenhancetheiroperationsinordertomaintaintheir
competitiveadvantage.Duetotheneedfororganizationstoacquirenew
knowledgeandcompetencies,whichwouldinvolveaconsiderableamount
ofnewenvironmentalrelatedknowledge,thisstudyinvestigatesandeva
luates the influence of environmental knowledge management (EKM)
processesadoptedbymanufacturerstoenhancetheirsupplychainsenvi
ronmentalperformance.Selfadministeredsurveysweredistributedtoall
manufacturingfirmsinMalaysiathathaveatleast50employeesaslisted
intheFederationofMalaysianManufacturers(FMM)DirectoryofMalay
sian Manufacturers 2009 (FMM 2009). Out of the total of 1589 surveys
sentouttothemanufacturingfirms,185usableresponseswerereceived,
representing a response rate of 11.64%. The data collected was analysed
usingmultiplelinearregressionanalysis.Thefindingsindicatethatsignifi
cant relationship exist with socialization, externalization and internaliza
tionEKMprocessesthatcollectivelyexplainabout71.0%ofthevariancein
the environmental performance of the supply chain management initia
tives.Thisthereforesuggeststhatfirmswouldneedtorevisittheirhuman
46

resourceandtrainingpoliciestoensurethattherearemoreemphasison
these three environmental knowledge management processes and to de
velop initiatives such as research or industry attachment to ensure that
staff obtain the latest knowledge via socialization and that the organiza
tional culture within the firm supports these three EKM
processes.Keywords: environmental knowledge management, supply
chainmanagement

IntellectualCapitalCompetitivenessEvaluation(ICCE),a
ConceptualModel
MicheleGrimaldi1,LivioCricelli1andMusadaqHanandi2
1
DepartmentofMechanics,Structures,EnvironmentandTerritory,Uni
versityofCassino,Cassino(FR),Italy
2
DepartmentofManagementEngineering,UniversityofRomeTorVer
gata,Rome,Italy
Abstract:ThispaperpresentsanovelconceptualmodelcalledIntellectual
CapitalCompetitivenessEvaluation(ICCE),whichaimsatsupportingorgan
izations management in evaluating and prioritizing their organizational
intellectualcapitalcompetitivecapabilities.Basedontheanalytichierarchy
process (AHP), prioritization of organizations intangible assets core com
petenceandtheirmeasurementindicators,theICCEhierarchymodelwill
analyze interdependence among organizational performance and intangi
ble assets core competence, in order to determine the impacts and
weights of intellectual capital characteristics on organizational perfor
mance.Inaddition,theseintellectualcapitalcharacteristicswillbecatego
rized into a taxonomy of three competitiveness drivers (functional and
cultural; social and positional; regulatory and operational), which gives
organizationsmanagementasetofprioritiesandevolutiontounderstand
theroleofintellectualcapitalinvaluecreation.
Keywords: intellectual capital competitiveness, creative industry, perfor
mancedrivers,corecompetence

47

UsingCreativityTechniquesasOperativeKnowledge
ManagementToolsaCaseStudy
NorbertGronau,AndrUllrich,EdzardWeberandChristofThim
UniversityofPotsdam,Potsdam,Germany
Abstract:Sofar,theconsiderationofcreativitytechniquesinthecontext
ofknowledgemanagementisofinsignificantimportance.However,there
areusefulstartingpointsforintegratingcreativitytechniquesintheknow
ledgemanagementstrategyofanorganization.Creativitytechniquespos
sess capabilities, which exceed pure problemsolving expertise. They can
be purposeful used for accomplishing specific knowledge management
tasks. In particular the solution finding socialization of experiences, profi
ciencyandinsightsoftheparticipants,whichaccompanythesolutionfind
ing process, may replace subsequent knowledge handling. Group tech
niquesdonotrequireanindependentdiffusionoftheproblemandsolu
tion knowledge. This article introduces a creativity technique, which has
beenspeciallyadaptedfortheaspectofsocialization.Thecreativitytech
niquehasbeentestedinpracticalcasestudiesanditscontentisfocused
on the ability to solve interdisciplinary problems regarding critical effects
on a system. Furthermore the article shows how the classical tasks of
knowledgemanagementcanbecoveredbythistechnique.Thecriteriafor
the evaluation of the creativity technique are derived from the Potsdam
KnowledgeManagementFramework.Thesecriteriaconsiderthesuitability
of the creativity technique and how the specific knowledge management
tasks(e.g.knowledgediffusion,knowledgeelimination,knowledgeidenti
fication)canbefulfilled.Therearedifferentpotentials.Conventionalprob
lemsolvingapproaches(e.g.ifoneexpertisworkingonit)requiresaddi
tionaltaskstocommunicatethetechnicalbackgroundsoftheproblemand
theselectedsolution.Creativitytechniquesareabletointegratethisstep
intothesolutionprocess.
Keywords: creativity techniques, change capability, operative knowledge
management

48

KnowledgeCreationinCollaborativeResearchProjects:Project
ManagementasEnabler,HindanceorJustaSimpleTool?
LindaHald,AgnarJohansenandAnandasivakumarEkambaram
NTNU,Trondheim,Norway
SINTEF,Trondheim,Norway
Abstract:Projectsaresaidtobevehiclesforlearning.Thispaperlooksat
theinstancesandaspectsofknowledgecreationthroughprojectmanage
ment in collaborative research projects. Members of a collaborative re
searchprojectmayhavevariedviewsoftheworldandoftheprojectthat
they are a part of. When they come to work in a project, they come not
onlywiththeirknowledgeandexpertise,butalsowiththeirownpercep
tion as well as interpretation of the reality, attitudes and behavior. They
may have different personal goals that can contradict with the project
goal. Their worknorms may vary. And, they work in a workform that is
temporal;oncetheprojectisfinished,thenitwillnotexistanymore.This
kindofaworksettingcancausevariouschallengeswhenitcomestoman
aging knowledge creation. The challenge in managing collaborative re
searchprojectliesinidentificationanddevelopingapproachesthatcontri
butestolowerthephysicaldistanceanddeveloptoolsthatcontributesto
enrollparticipantswithdifferentlanguages,normsandrulesystems.Main
tainingandnurturingaresearchteam,composedofscientists,engineers,
developersanddesignersfromdifferentculturalbackgrounds,keepingthe
projectobjectivesandambitionsatcourse,whilecounteringthedynamics
andchallengesofresearchprojectstakesmorethanjustmanagementre
sources. The people factor and the complexity of making tacit project
knowledge explicit and translating of expertise across multidisciplinary
domains are important aspects that are to be taken into consideration
whenitcomestolargecomplexprojects.Byfocusingonbothinformaland
formal processes, the challenges can be overcome. In this paper, we
presenthowknowledgecreationisperformedandmanagedintwocolla
borativeresearchprojects(onenationalandoneinternational)anddiscuss
theirformalandinformalprocesses.
Keywords: collaborative research projects, knowledge creation, project
management

49

ADescriptiveAnalysisofKMSSuccessinTurkishHealthcare
Organisations
MelihaHandzicandKursadOzlen
InternationalBurchUniversity,Sarajevo,BosniaandHerzegovina
Abstract:ThispaperreportsadescriptivestudyofKMSsuccessinTurkish
healthcareorganisations.Morespecifically,thepaperanalysesthecharac
teristics of the clinical context, social and technical aspects of the imple
mented KMS, clinical staffs KMS adoption and its impact on their know
ledgeandperformanceintwodifferenthospitals.Theresultsrevealsome
interesting patterns. As expected, the participants who perceived their
contextasmorecomplexandKMSasmoresophisticatedtendedtoadopt
it more than others. However, thisdid notproduce more superior know
ledgeandperformance.Severalpossibleexplanationswereofferedforthe
findingsandfutureresearchwasrecommendedinordertoovercomecur
rentlimitations.
Keywords: knowledge management, knowledge management solution,
KMSsuccess,healthcare,descriptivestudy

FiftyPlusYearsonandtheQuestionRemains:WhydoweStill
notHaveaTheoryofTacitKnowledge?
HaroldHarlow
PorterByrumSchoolofBusiness,WingateUniversity,Wingate,USA
Abstract: The concept of tacit knowledge has been around for fiftyplus
years and to date not a single shred of evidence has been provided to
prove or indicate its existence. This qualitative theoretical paper reviews
theliteratureandthendevelopswhattheauthorsconsiderthestateofthe
researchandsynthesisoftacitknowledgeasweproposeaproposedcon
ceptualTheoryofTacitKnowledge.
Keywords:tacitknowledge,theoryoftacitknowledge,knowledgetheory
topology

50

FromNarrationtoaConclusioninOnlineCompetenceNetwork
Meetings
IngeHermanrud
HedmarkUniversityCollege,Norway
Abstract:Informationtechnology(IT)isnolongerregardedonlyasarepo
sitory within knowledge management, but also as a collaborative tool
whereworkrelatedartifacts,likedocuments,canbesharedaccompanied
bystoriesforknowledgesharing.Thisarticleexaminesknowledgesharing
intwodifferentsettingsonlineandfacetofacediscussionsandinpar
ticular how these settings structure the knowledge processes. This paper
extendsourunderstandingofknowledgesharingandtheuseofnarratives
and collaborative technology in combination. My empirical context is a
distributed public organization in Norway. The competence networks in
the study are an opportunity to explore how the participants use narra
tives to overcome learning barriers when sharing complex practices and
experiencessituatedintheirlocalcontextacrossdistanceinanonlineen
vironment. In particular I explore how health and safetyinspectors share
stories, arguments, documents, and emotions, when constructing and in
terpretingknowledgeregardinghowtoconductinspections.Ifindthatthe
use of narratives helps the participants to overcome barriers related to
different interpretations of the same by a `narrative add on approach in
theonlinemeetingsobserved.Thisisusefulfortheparticipantswhentry
ing to develop a consistent proposition regarding how to conduct health
andsafetyinspectionsamongtheparticipantsintheonlineGoToMeeting
meeting.Bythe`narrativeaddonapproach`theparticipantssharehow
theyperceivetheirclients,whattheyshouldlookforwheninspecting,and
who they are as inspectors (identity). They also address contradictions in
theirpracticeandsharehowtoconductdiscretion.Interviewdataonthe
otherhandrevealsaveryinterestingtestingdiscretionbyanarrativeap
proach. This approach is seen as more effective done facetoface, since
theyhavetocapturecomplexexperiencesandinparticularsharewhatthe
inspectorfelt(emotions)whenconductingtheinspection.
Keywords: knowledge sharing, GoToMeeting, managed competence
networks,narratives,communitiesofknowing.interpretativebarriers

51

RequirementsModellinginInternationalInformationSystems
DesignWhatCompetenciesareNeededandhowtoManage
Them?
ToreHoel1andPhilippHoltkamp2
1
OsloandAkershusUniversityCollegeofAppliedSciences,Norway
2
UniversityofJyvskyl,Finland
Abstract:Allocatingtherightcompetencytotherighttaskisoftencritical
incomplexISdevelopmentprojects,whichoftentakeplaceinanetworked
worldwithteamsworkingacrossculturalbarriers,timezones,andknow
ledge domains. The presented research explores knowledge and compe
tencymanagementissuesraisedintheearlyphasesofrequirementanaly
sisininternationalISdesignprojects.Animportantmanagementchallenge
ofrequirementmodellingistobalanceuserfacinganddesignfacingactivi
ties.BothdomainknowledgeandISmodellingskillsareneededtoachieve
acorrectandcompletespecificationofrequirements.Requirementmodel
ling eliciting, specifying, and evaluating stakeholders requirements
calls on a variety of competencies. Some of these competencies can be
derived from analysis of the information modelling processes, e.g., how
communicationinnaturallanguagewithstakeholdersinformsvisualrepre
sentationsofmodelsmeanttocommunicatepreciserequirementstode
velopers of software or other IS artefacts. However, other competencies
willbehardtodescribe,duetothecomplexorganisation,andcoordination
andcommunicationissuesfoundininternationalandinterculturalsettings.
Theneededknowledge,skillsandattitudesoftensurfaceonlyaftersome
problem or breakdown of processes. Competency management in ISD,
particularly in internationally distributed requirement practices, is not a
wellresearchedarea.Therefore,thispaperfocussesonunderstandinghow
thecompetencydomainisconceptualisedinthesesettingsasafirststep
towards formal competency descriptions. What processes are involved,
andhowarecompetenciesderivedfromanalysingtheseprocesses?How
doesaninternationalcontextimpactontheprocessesandrelatedcompe
tencies? For example, will additional competencies in intercultural com
munication enable a system analyst to be a more efficient modeller? In
selfrecruited and intercultural teams, how are the critical competences
thatneedmanagementidentified?Thisresearchcontributestowardsans
weringquestionslikethese,byproposingatwolayerapproachtoidentify
ingcrucialcompetencesinrequirementmodellinginaninternationalcon
52

text.Afirstlayerestablishesabroadsetofcompetencesidentifiedbyana
lysingtheprocessesinvolved.Thesecondlayerofcompetencesisasubset
identifiedthroughstudyingbreakdownsinenactmentoftherequirement
processes.Thesecompetencesarethecandidatesforinterventions.
Keywords:requirementelicitation,internationalISD,interculturalcompe
tencies,requirementmodelling

ERPSystemsinKnowledgeIntensiveCompanies:AnIllustrative
CaseStudyofaPublisher
EliHustadandDagOlsen
UniversityofAgder,Kristiansand,Norway
Abstract: The implementation of ERP may create new routines and roles
foremployees,includingextensivetrainingandpreparationforchanges.In
manyways,ERPsystemsstructureanddisciplinetheorganization,provid
ingincreasedcontrolformanagementandfewerdynamicsforemployees.
Thus, it can be challenging and risky to implement an ERP system in a
knowledgeintensive organization, where innovation and creativity are
essential. Knowledge workers are autonomous workers and require
flexibility in their work routines. ThisstudyfocusesonhowERPimple
mentation in a knowledgeintensive business is accomplished and identi
fiescriticalelementsinthisprocess.Acasestudywasconductedinapub
lishinghouse,whereeditorsareamongtheknowledgeworkers.Thefind
ingsdemonstratedchangesintheorganization,whichbecamemorestatic
aftertheimplementationbecauseofcementedprocessesandthefactthat
therewaslessflexibility.Thiscausedconflictswhenthebusinessrulesand
knowledgeinherentinthesystemweretransferredtothepracticesofthe
organization. Thus, practices that allowed dynamics and flexibility in pro
cedures were abolished and replaced by new routines, which were dic
tated by the system. Thus, the implementation under study showed a
heavyadoptionprocessbecausethesystemwasnotfunctioningoptimally
fortheentireorganization.Theeditorsavoidedthesystem,andifpossible,
they worked around itand used manual or old systems.The new system
was perceived as being rigid, resulting in rework, and information in the
systemwasnotcontinuouslyupdated.Specificfunctionalrequirementsfor
thecalculationofroyaltiesfortheauthorswerecomplicatedtodeliverfor
theconsultingfirm,andtheoldsystemcouldnotbephasedout,because
53

necessaryfunctionalitywasmissingfromthenewERPsystem.Thisstudy
highlightsthechallengesofimplementinganERPsysteminaknowledge
intensivebusinessandhasimplicationsforpractice.
Keywords: knowledgeintensive organization, knowledge worker, ERP im
plementation,workarounds,autonomy,discipline

ImprovingKnowledgeSharing:LeadingPracticesAppliedtoa
DistributedProgramManagementCommunity
ElenaVictoriaIancu1,RemkoHelms1,KnutGrahlmann2andFrankHarm
sen2,3
1
UtrechtUniversity,Utrecht,TheNetherlands
2
Ernst&Young,Amsterdam,TheNetherlands
3
MaastrichtUniversity,Maastricht,TheNetherlands
Abstract: With increasing globalization, organizations have to cope with
the management of knowledge in geographically distributed environ
ments.Insuchadistributedsetting,collaborationischallengingbecauseof
thegeographicdistanceanddifferenttimezones,butalsobecauseofcul
tural distances between team members. This research provides valuable
insights into the knowledge sharing and collaboration of Communities of
Practiceinaninternationallydistributedenvironment.Thegoalofthisre
searchistwofold.First,itanalyzesthechallengesinsettingupandrunning
suchacommunityinitsearlystagesofdevelopment.Secondly,itinvesti
gates how existing leading community management practices can be ap
pliedtoovercomethesechallengesinordertosupportknowledgesharing
andpractitionersengagement.Theapproachundergoneinthisstudywas
canonical action research, conducted over a seven months period in an
online Program Management Community of Practice set up of a global
consultancyorganization.Thiscommunitywasrecentlysetupandtheor
ganizationsintentionwastotakethecommunitytothenextstageofits
development by increasing participation and engagement. The research
set up entailed that the main researcher actively took part in further de
veloping this community by studying the situation at hand, interviewing
stakeholdersandreviewingrelatedliterature.Basedonthesetechniques,
the researcher and the organization decided on the most suitable set of
interventions that would deliver the desired results. The researcher criti
callyreflectedontheseinterventionsaswellasontheiroutcome.Results
54

showthatthemostimportantchallengesexperiencedbypractitionersare
themotivationtousethecommunityasaknowledgesourceasanalter
nativetopersonalnetworksandexternalsources,thetimethatneedsto
be invested and the means of interaction between members. During the
process of implementing the selected interventions, the community
evolvedtowardsthenextstageinitsdevelopmentcycleandthestatistics
regardingparticipationintheonlinecommunityregisteredupwardtrends.
The maincontribution of this research isthat, compared to previous stu
dies,itprovidesadeeperunderstandingonsettingupandmanagingdis
tributed communities of practice. Furthermore, the study presents a sys
tematicapproachonhowtoimproveknowledgesharinginageographical
lydispersedcommunityinitsearlystagesofdevelopment.Themainlimi
tation of this study is the restricted degree of generalization that can be
applied to the results, which is a direct consequence of the explorative
natureofthisresearch.Anotherlimitationistherelativelyshorttimespan
oftheresearchprocess,whichmeantthatnotalltheeffectsgeneratedby
theinterventionscouldbeconsideredintheresults.
Keywords: communities of practice, knowledge management, geographi
caldispersion

IgnoranceManagement:AnAlternativePerspectiveon
KnowledgeManagementinMultinationalOrganisations
JohnIsrailidis1,RussellLock2andLouiseCooke1
1
DepartmentofInformationScience,LoughboroughUniversity,
Loughborough,UK
2
DepartmentofComputerScience,LoughboroughUniversity,UK
Abstract: This paper identifies an alternative perspective on Knowledge
Management(KM)inmultinationalorganisationsbydefinitionofthecon
cept of Ignorance Management. Furthermore, this paper discusses the
difficulties employees face in understanding and comprehending what
they need to know to do their jobs, and what implications this can have
withinglobaltechnologyintensiveenvironments.Thefocusisgiveninpar
ticular on multinational organisations where innovation and new know
ledgeisessentialtobothshorttermopportunisticvaluecaptureandlong
ertermbusinesssustainability.Hence,thispaperdiscusseswhymanaging
ignoranceisessentialformaintainingastrategicknowledgesharingculture
55

withinmultinationalorganisations.Furthermore,itdevelopsanoveltheory
on the nature of knowledge and ignorance while making the distinction
between knowns and unknowns as well as between consciousness and
ignorance.Thetheoreticalfindingshavebeenappliedtotechnologyinten
siveandinnovativeenvironments.Acasestudyisexploredwithinthepa
per, based onfindings from one of the largest military contractors in the
world, which employs over 100,000 people across the globe. The paper
adoptsaninterpretivistphilosophy,usingtheprimarystrategyofqualita
tiveresearch.Inaddition,duetothecomplexityofthetopic,amixedme
thodsapproachhasbeenusedforthedatacollectionprocess.Moreover,
participatoryactionresearchisundertakentostudyindividualsactionsin
aparticularcontextandimproveorganisationalstrategiesandKMpractic
es.Thestudyshowsthatmanagingignoranceandadaptivenessinmultina
tional organisations is becoming increasingly important. Thus, the critical
questionisnotjustmanagingwhatisknownbutalsotryingtofindwaysto
managetheunknown.Thisviewpointofacknowledgingignorance,ifsuc
cessfullyincorporatedwithinacompanysKMstrategy,willnotonlyfacili
tate and enhance knowledge storage andtransmission processes but will
alsoundoubtedlyplayavitalrolewhenreferringtoacompanysefficiency,
productivityandoverallperformance.
Keywords: ignorance management, knowledge management, ignorance,
multinationalorganisations,performanceimprovement

ConsumerKnowledge:theDifferencesBetweenthe
PerceptionsoftheConsumersownBehaviorandthatofan
Observer
NicolaeIstudorandCorinaPelau
AcademyofEconomicStudiesBucharest,Romania
Abstract:Perceptionisanimportantaspectofallcognitiveandemotional
processes which take place in the mind of any person, for all these
processesareanalyzedandworkedoutdependingonhowcertainevents
are perceived. Practically, all the knowledge in the mind of a person is
storedintheformitisinterpretedbytheperception.Seeingitotherwise,
theperceptionissomesortoffilterthroughwhichallinformationfromthe
external environment is shaped when it enters in the mind of the con
sumer.Dependingonhowcertainaspectsorcertaininformationareper
56

ceived,theyinfluencethebehavior.Oneofthefieldsinwhichperception
isimportantisconsumerbehavior.Dependingonhowcertainproductsare
perceivedby the consumer,he might buytheproductor not.Aspercep
tion is different from one consumer to another it is interesting to see if
therearedifferencesintheperceptionoftheownconsumerbehaviorand
the one of a third observer. Of course the differences might appear be
causeofthefactthatathirdobserverdoesntknowalltheinformationon
which the consumer bases his decision (as for instance: previous expe
riences,advertising,etc.).But,fromamarketingpointofviewthisdiffer
ence is important, as most of the marketing strategies and decision are
based on third observer information and less on the real opinion of the
consumer.Thisarticleisbasedonaresearchaboutthecognitiveandemo
tional processes in the consumer behavior. It consisted out of an experi
ment,whichhadthreeparts.Inthefirstparttheconsumerwasquestioned
abouttheintentionshehadintheshoppingexperience.Inthesecondpart
the behavior of the consumer was observed, while in the third part the
consumerwasquestionedabouthisown.Thearticlepresentsthecompar
ativeanalysisoftheobservedandquestionedbehaviorforseveralproduct
groups.
Keywords:consumerbehavior,perception,cognitivereactions,emotional
reactions

TheBarrierstoKnowledgeSharingWithinaThirdSectorSport
Organisation
ThomasJackson1,ChrisHinde1,PaulParboteeah1,RebeccaTimms1and
RachelWashington2
1
DepartmentofInformationScience,LoughboroughUniversity,
Loughborough,Leicestershire,UK
2
UKAmateurSwimmingAssociation,Loughborough,UK
Abstract:KnowledgeManagement(KM)isessentialwithinorganisationsin
ordertoimproveorganisationalperformanceandcompetitiveadvantage.
ItisadifficulttasktoknowwheretobeginwithKMandsomesuggestcar
ryingoutaknowledgeaudittoidentifythecurrentstateofKM,however,
others advocate focusing on the barriers to Knowledge Sharing (KS). The
aimoftheresearchwastoidentifyKSbarriersattheAmateurSwimming
Association(ASA)andcomparetheresultsagainstpublicandprivatesector
57

organisations. There are limited studies that investigate KM within third

sectororganisationsandthisresearchmaybebeneficialtothosewhoop
erate within this sector who are considering putting KM on their priority
list. An electronic questionnaire consisting of open and closed questions
andindividual,organisationandtechnologystatementswasdistributedto
300 employees at the ASA. A 56% response rate was achieved; 7% from
senior management, 17% middle management and the remaining 76%
from nonmanagerial positions. Analysis involved using the parametric
statisticaltestsMultivariate(MANOVA)andAnalysisofVariance(ANOVA)
with 95% confidence intervals. Status, length of service, gender and de
partmentwerefixedfactorsusedtoidentifysignificancesanddifferences
inopinionforeachstatement.ThemainbarriersidentifiedattheASAin
cluded communication, insufficient understanding of what other depart
mentsdoandhowtheycontributetowardstheorganisationandalackof
rewards to motivate KS. Although some indicated rewards should not be
necessarytheydidhighlightthecultureoftheorganisationnotsupporting
KSpractises.TherewerealsopositivesignsofKSattheASA,forexample
97%ofrespondentsagreedtheysharedtheirknowledgeandexpertiseto
helpotherswithintheirdepartmentandthisisrelativelyhighwhencom
pared to commercial organisations in the literature. Furthermore the re
sultshighlightedademandfortoolsthatcaptureknowledgeandexpertise.
Keywords:knowledgemanagement,knowledgesharing,thirdsector,not
forprofitorganisation,sportorganisation

TheRoleofNationalCultureinKnowledgeSharing:A
MultinationalCorporationPerspective
ThomasJackson,PaulParboteeahandVictoriaMorgan
DepartmentofInformationScience,LoughboroughUniversity,Loughbor
ough,Leicestershire,UK
Abstract:Intodays21stCentury,thereareevenmoremediumsforInfor
mation and Knowledge Sharing than ever before. Multinational corpora
tions are geographically dispersed so that information is being shared
acrossdifferentcountriesandsubsequentlycultures.Theyareincreasingly
experiencingdifficultiesincreatingaculturewhichalltheiremployeescan
understandand embrace, due to barriers suchas differences in language
andinterpretation,andknowledgehoarding.Thisresearchbuildsuponthe
58

currentliteratureonKnowledgeandInformationSharingandthecultural
issues associated with this in MNCs. The objective of this paper is to ex
plore,indetail,nationalcultureasabarriertoKnowledgeSharing,asthere
hasbeenlittleresearchintothebreakdownofbarrierswithinnationalcul
turesandKnowledgeSharingthroughdifferentcommunicationstyles.Pri
maryresearchthroughaninterpretiveapproachwascarriedoutonasam
plegroupof32employeesfromarangeofdifferentrolesandnationalities,
throughinterviewsandquestionnairesundertakenwithintheServiceDeli
veryDepartmentoftheinternationallyrenownedsoftwarecompany.Bar
riers to Information Sharing identified were; language and interpretation
differences,poorverbalandwrittencommunicationskills,anddifferences
innationalcultures.EgyptandSouthAfricawereidentifiedtobethemost
favourablecountriesfortheirbestpracticesandthecountrieswithinCen
tralandEasternEuropeweretheleastfavoured.Theresearchhasshown
that that there are multicultural and communication issues, associated
withInformationSharingthroughoutthedepartment.
Keywords: communication, culture, knowledge sharing barriers, multina
tionalcorporations

OrganizationalLearningforInnovation:Challengesfor
DifferentOrganizationsManagement
BrigitaJaniunaiteandMonikaPetraite
KaunasUniversityofTechnology,Kaunas,Lithuania
Abstract:Thefocusofthispaperisonorganizationallearningasanimpor
tant characteristic of innovative culture and its development. The paper
drawsontheapproachthatthecharacteristicsofinnovativeculture,learn
ingamongthem,aretreatedasuniversal,butatthesametimetheymay
haveuniquefeaturesincertainsocioorganizationalcontexts(Dombrowski
etal.,2007;Hofstede,2001;Inglehart,1997).Thoseuniquefeaturesmay
alsobedisclosedwheninnovativecultureisaddressedinorganizationsof
differenttypes.Thepaperaddressesthefollowingquestion:whatfeatures
of organizational learning prevail in profit and nonprofit organizations?
Whatdifferent(andtowhatextentdifferent)mechanisms(tools)ofinno
vationmanagementwouldenableorganizationallearninginorganizations
thatareofdifferenttypesandbelongtodifferentsectors,andarecharac
terized by different features of organizational learning? The research in
59

strument wasdeveloped drawing on the theoretical model designed as a

resultoftheinvolvementoftheauthorsofthispaperintheprojectStudy
ontheProfilesofInnovativeCultureinOrganizationsofPublicandPrivate
Sector funded by the Research Council of Lithuania (20102011). The re
search draws on the quantitative research strategy; a written survey has
been employed. Different profit (engineering, telecommunications, IT,
business consulting) (110 respondents) and nonprofit (schools, universi
ties,colleges,museums,theatres,nongovernmentalandother)organiza
tions(180respondents)wereselected.
Keywords: organizational learning, innovation management, innovative
culture,profitandnonprofitorganizations

LivingUncertaintyManagementanApproachtoLearningand
ImprovementinProjectBasedOrganizations
AgnarJohansen1,AnandasivakumarEkambaram1,andLindaHald2
1
SINTEF,Trondheim,Norway
2
NTNU,Trondheim,Norway
Abstract The main focus of the paper is learning and improvement in
projectbased organizations. Projects have been increasingly becoming a
popularworkforminmodernorganizations.Manyorganizationsconsider
that projects are an effective means to create focus and accomplish the
intended results within a limited time frame. However, there are several
important issues that are to be addressed in the world of projects. One
such issue is managing uncertainty. This paper looks at uncertainty man
agementinprojectsasitsbackground,andfocusesonlearninginorganiza
tions. Managing / dealing with uncertainty requires, among other things,
thefollowingaspectsthatareconnectedtolearningandknowledgeshar
ing:Reflectingandmakingsenseofthesituationindividuallyand/orcol
lectivelyUtilizingexistingknowledgeorexplorenewknowledgetomanage
uncertaintyGainingnewknowledgeandcompetencebymanaginguncer
tainty effectively These 3 aspects can go in a spiral to facilitate improve
mentinmanaginguncertainty,andcontributetodeveloplearningorgani
zations. Thispaper is basedon a researchproject calledPractical uncer
tainty management in a project owners perspective (in short, the PUS
project). This paper describes efforts taken by the PUSproject to create
better understanding and knowledge within the field of managing uncer
60

tainty in projects. There were 6 industrial partners, from both the public
and private sectors, who were involved in the project. This paper first
presents a connection between uncertainty management and learning.
Andthen,itlooksatdifferentlearningstrategiesthatwereappliedbythe
differentparticipatingorganizationswhenitcomestomanaginguncertain
tyintheirprojects.Theselearningstrategiesarediscussedwiththerefer
ring to relevant theories. This paper suggests that learning is not a one
time or fewtimes event. It is an on going, dynamic process that has the
potentialtocreatenewapproachesandsolutionstodealwithuncertainty
in projects in an effective manner. The learning and improvement that
thesesixorganizationsachievedwerebasedonanapproachcalledliving
uncertaintymanagementacontinuous,activeapproachtowardsmanag
ing uncertainty that the PUSproject applied. This paper is based on the
results obtained by various research methods that were applied in the
PUSproject.Thesemethodswereofbothqualitativeandquantitativena
ture.
Keywords: learning in organisations, project management, uncertainty
management,projectmaturity

KnowledgeManagementWhatdoUncertaintyManagement
andtheProjectOwnerPerspectiveHavetodoWithit?
AgnarJohansen1,TrygveSteiro2andAnandasivakumarEkambaram1
1
SINTEF,Trondheim,Norway
2
NTNU,Trondheim,Norway
Abstract: Managing uncertainty is an important issue in projects. Uncer
taintyinaprojectcanbeviewedindifferentwaysbydifferentkeyindivid
ualswhoareassociatedwiththeproject.Thispaperconsidersmanaging/
dealingwithuncertaintyinprojectsasitspointofdeparture,andlooksat
learningandknowledgetransferinthisprojectcontext.Thispaperisbased
on the studies that have been carried out in connection with a research
project in called Practical management of uncertainty viewed from the
perspectiveoftheprojectownerinshort,thePUSproject.SixOrganisa
tionsformpublicandprivatesectorswereinvolvedintheproject.Projects
are considered as vehicle for learning. But, the learning and knowledge
management in project organizations are not free of challenges. We be
lieve that there has been inadequate focus on (and lack of conscious ef
61

forts to) promoting learning and knowledge sharing in project organiza

tions,eventhoughorganizationswidelyrecognizethatprojectsarelearn
ingarenas.Wepresentsomeoftheimportantdilemmasrelatedtolearn
ingandknowledgetransferinprojects.Theidentificationofthedilemmas
isapartoftheresultsofthePUSproject.Thepaperpresentsadescription
of project owner perspective and a wider view on the consequences of
projects.Then,itlooksattheprojectownerperspectiveinconnectionwith
the project consequences in order to discuss the dilemmas related to
learninginprojectorganizations.Amodelthatisbeingdevelopedinorder
toillustratelearningatindividual,projectteamandorganizationallevelsis
also presented. Another model is also described as a supplement in this
paper. The two models that are presented show key aspects (levels,
processes, elements, etc.) of learning in project organizations. These key
aspectscanbeconsidered,whentheprojectownerperspectiveisapplied
to look at learning and knowledge management in project organizations.
This paper is based on the results obtained by various research methods
thatwereappliedinthePUSproject.Thesemethodswereofbothqualita
tiveandquantitativenature.
Keywords: learning, knowledge management, project owner, learning di
lemmasinprojects

OrganizationalLearningofTeachersinHigherEducation:
ChallengesandOpportunitiesofKnowledgeManagement
PalmiraJucevicieneandGintareEdintaite
KaunasUniversityofTechnology,Kaunas,Lithuania
Abstract:Thepaperprovidesadiscussiononquestionsraisedbythedis
ciplines of management and education sciences regarding the challenges
and opportunities of organizational learning of teachers. The aim of this
papertorevealthespecificsoforganizationallearningoftheteachersin
higher education while implementing the study programme. In the first
part,weanalysethesubstanceoforganizationallearningoftheteachers,
based on the model of Nonaka and Takeuchi (1995), on three levels a)
learning at the level of academic department; b) learning of the teacher
groupinthestudyprogramme;c)teachersindividuallearning.Themodel
of OLT is substantiated. In the second part, we present the empirical re
search and its findings regarding the teachers organizational learning
62

while creating the studyrelevant organizational knowledge of academic

departments. Based on the case study of a higher education institution
situated in Lithuania, we analyse the specifics of teachers learning and
studyrelevant organizational knowledge creation. In the third part, we
provideadiscussiononthefollowingquestions:shouldtheOLTinhigher
education be taken for granted or should it be supported by managerial
actions that would ultimately lead to the creationof knowledge manage
mentsystem?
Keywords: organizational learning, teachers in higher education, know
ledgemanagement

ConceptofKnowledgeManagementattheFrontEndof
Innovation:ResearchFromNetLine
MagdalenaJurczykBunkowska1andKrzysztofJungowski2
1
OpoleUniversityofTechnology,Opole,Poland
2
NetLineGroupSp.zo.o.,Wrocaw,Poland
Abstract:Thefollowingarticlerelatestothefrontendphaseofinnovation
processwhichisthemostcrucialduetoitsnonlinearcourseandhighun
certainty degree. This article highlights the challenges and problems con
nectedwithknowledgemanagementinthisphase.Thisispresentedbas
ingontheexperienceofoneoftheleadingPolishITcompanies.Innovation
processesare'everydaylife'ofthesetypesofcompanies.Itwasnotedthat
the Company's constraints in innovation do not stem from lack of ideas,
thebarriersaremoreoftendifferentasforexample:time,finances,know
ledge,availableskills,andotherresources.Thereforethearticleindicates
the need to develop a system that enables the effective management of
innovationtomakethebestuseofthoseresources.Inthiscase'effective'
meansprovidingappropriateresourcesintherighttime.Itsgoalistocon
duct innovation processes according to their assumptions and come with
expectedresultswhilebeingfastandcheapatthesametime.Thatwould
determinetheCompanysadvantageoveritscompetitors.Itisthegenesis
for elaborating the concept of knowledge management system for sup
porting innovation process management. Frontend phase is presented
hereasthemostcrucialforthewholeinnovationprocess.Inliteraturethe
possibilities of action formalization in frontend phase are often rejected
becauseofthepreviouslymentionedcharacteristics.However,ITprojects
63

havealimitedrealizationtimewiththeclient.Theoriginalelementofthe
concept is to consider three categories of innovation processes in the
managementsystem.IntroductionofsuchprojectclassificationinCompa
nys functioning should enable the elaboration of reasonable gathering
procedures, access and protection of gathered information. Knowledge
scopeessentialforfrontendphasewasdeterminedforeverycategoryand
itwasindicatedwhoshouldhaveaccesstoitandinwhatform.Thefinal
goaloftheresearchistoelaboratetheITknowledgemanagementsystem
related to innovation processes. It was decided that such system will in
creaseefficiencyofalreadyappliedadvancedmanagementmethodsofIT
projects.Itshouldespeciallyconcernhighnoveltyprojects.
Keywords:knowledgemanagementsystem,innovationprocess,frontend,
innovationmanagement

RecommendationsforScientificCollaboratories:Applicationof
KMFindingstoaScientificCollaboratory
MarcelaKatukovandMartinKatuk
DepartmentofMediamaticsandCulturalHeritage,FacultyofHumanities,
Universityofilina,ilina,SlovakRepublic
Abstract:Thetaskofthispaperistoapplytheselectedaspectsofknow
ledge management in the field of collaboration in science and research,
whichismarkedbyhighlevelofknowledgespecialisation.However,spe
cialized knowledge becomes productive only if combined into a single,
comprehensive knowledge, which creates the need for scientific and re
search cooperation. Within the framework of cooperation, attention is
paidtothesocalledcollaboratories,withtheirrolebeingshiftedfromat
temptsofsharingtoolstowardssharingofscientificdataandtherelated
knowledge. It is emphasized that the latest technical cooperation instru
ments can not overcome the problems, if there is not enough attention
paid to working with people and to their motivation to collaboration. In
practical terms, the paper describes implementation of KM expertise to
the selected collaboratory of KNIHA SK, focusing on rescue, stabilization
and preservation of traditional information media in Slovakia using the
scientific method of knowledge auditing. The general recommendations
andexamplesfromtheknowledgeauditsimplementationhavebeenad
justed to match the environment of scientific research and cooperation
64

andtheywereappliedtoasampleofabout100membersofthecollabora
tory.Theresultsoftheknowledgeauditfocusedmainlyonthedeficiencies
foundoutarequitematerialandhencedescribedinmoredetail.Sincethe
KNIHASKcollaboratoryprojectwasthefinalstage,makingrecommenda
tionsforthecollaboratoryinquestionwasnolongerapriority,but,onthe
contrary,thechallengewastoproposegeneralrecommendationsforthe
managementofinterinstitutionalscientificcollaboration.Suchpreparato
ryphaseshouldbeseenasoneofthemostimportantstagesofacollabo
ratorys life and sufficient time should be allocated for preparation and
adoptionofcommonstandards,confidentialityagreementsshouldbeen
teredintowithallmembersofthecollaboratory,andthefocusshouldbe
setonthequalityoftheknowledgeorganizationoftheaspectsofinforma
tionecology.
Keywords: scientific collaboration, collaboratory, knowledge sharing,
knowledgeaudit,knowledgemanagement,scientificcollaborationrecom
mendation

FactorsAffectingKnowledgeSharing(KS)inJordanian
PharmaceuticalCompanies
RadwanKharabsheh1,IhabMagableh2andKahramanZuriqat1
DepartmentofBusinessAdministration,FacultyofEconomicsand
Admin.Sciences,TheHashemiteUniversity,Zarqa,Jordan
2
SchoolofManagementandLogisticsSciences,GermanJordanianUni
versity,Amman,Jordan
1,

Abstract:Itisevidentthatthrougheffectivecreationandtransferofknow
ledge,organizationwouldbeabletogaincompetitiveadvantageandsupe
riorperformance(Shivaetal,2011).Knowledgesharing(KS),orflow,isthe
cornerstoneofknowledgemanagement(Szulanski,1996;Gupta&Govin
darajan, 2000) and thus, modern organizations are striving towards man
agingtheirknowledgesoastoenableittobesharedeffectivelywithinthe
organization(Issa&Haddad,2008).Thisisduetothefactthatknowledge
is now regarded as an asset capable of giving many untold benefits that
make a difference between successful and less successful organization
(Collins & Hitt, 2006). Researchers have argued that individuals, namely
knowledge workers, are the prime source of knowledge (Jarvenpaa and
Staples,2001),andareimportantforthecreation,captureandsharingof
65

knowledgewithinorganizations(Abdusttar,2005;VonKroghetal,2000).
However,mostpeopleinmostorganizationsdonothavetheabilitytoact
on the knowledge they possess (Abdusttar, 2005). More importantly, re
search indicates that employees in most organizations refuse to share
knowledgeamongeachother(Shivaetal,2011).Othersarguedthatmost
knowledgemanagementsystemssufferfromtheproblemoflowdegreeof
participationeitherinKS.Therefore,thisstudyaimstoinvestigatefactors
thataffectKSinJordanianpharmaceuticalcompanies.Usingquestionnaire
surveyof13pharmaceuticalcompaniesinJordanthisstudyexaminedfac
torsthataffectKSinthesecompanies.Thestudyfoundthathigherlevels
oflearningorientationresultsinhigherlevelsofKS.Thestudyalsofound
thattheexistenceofaneffectivecommunicationsystemresultsinhigher
levelsofKS.
Keywords:knowledgesharing,learningorientation,organizationalculture

TheRoleofExternalKnowledgeinOpenInnovationA
SystematicReviewofLiterature
PaulKruse
DresdenUniversityofTechnology,Dresden,Germany
KRCKnowledgeResearchCentere.V.,Dresden,Germany
Abstract: The importance of knowledge and knowledge management for
organizations has been widely discussed in recent years. Historically, the
lionsshareoforganizationalknowledgewasgeneratedinternally,e.g.,by
a companys R&D department. Today, only few firms can sustain their
competitiveness and innovativeness by focusing exclusively on internal
knowledge sources. In order to keep track of recent trends, they are in
creasingly drawing in knowledge from external sources. Managing highly
specificknowledgefromcustomers,technologies,markets,etc.isakeyto
innovation. Its importance is widely reflected in research on, e.g. user
innovation,collectiveinventionorinteractiveaddedvalue.However,
integratingexternalknowledgetofosterinnovationfacescompanieswith
a number of challenges. Open innovation as paradigm shift in innovation
managementandstrategicapproachtoincludetheoutsideworldintoin
ternalinnovationprocessesiswidelyregardedasapromisingapproachin
currentresearch.Thepresentarticleexaminestheroleofexternalknow
ledge in the field of open innovation. By carrying out a systematic litera
66

turereviewtheauthordevelopseightcategorieswith19subcategoriesof
potential external knowledge sources. A systematization of the identified
sources investigates a variety of assets and drawbacks that can be asso
ciatedwiththeintegrationofsuchknowledge.Thereby,thearticleshows
that (a) the current research on open innovation is already highly con
cernedabouttheroleofexternalknowledge,but(b)mainlyfocusesonjust
a few categories/subcategories and (c) tends to neglect many positive
and/or negative influences on creativity and innovativeness. The study
illustratesthatselectingexternalsourcesofknowledgeisoneofthemain
challengesofopeninnovation.Therefore,theauthorprovidesasetofstra
tegic recommendations: Firms must concentrate on the most valuable
sources, limit their number,provide the necessary means to acquire that
knowledge and accuratelymeasure if such additional external knowledge
doesnotoverexpandthecomplexityofinnovationprocesses.
Keywords: innovation management, knowledge management, external
knowledge,openinnovation,literaturereview

ApplicationofPreventivePracticesbyNurses:AnInnovative
PerspectiveofKnowledgeAbsorptiveCapacity
ElenaLarocheandSalihaZiam
coledessciencesdeladministrationESA,TLUQ,Luniversit.Au
jourdhui.Qubec,Canada
Abstract:Representing12.2%ofworkplaceinjuries,thehealthandsocial
services sector is particularly affected in Canada. Several researchers are
toilingonadailybasisfortheadvancementandapplicationofoccupation
alhealthandsafety(OHS)knowledge.Butdespitethefactthatmuchre
search is being carried out in OHS, a major part of the research is not
passed on to potential users. Several authors have also pointed out the
paucityofresearchonknowledgetransferinOHS,especiallyontheappli
cationofknowledgebyuserstargetedbythesestudies.Inthissector,the
applicationofknowledgeisaimedparticularlyattheeffectiveuseofpre
ventivepracticesineverydayactivities.Itisthisaspectofknowledgetrans
ferthatwasselectedforthisstudy.Indeed,weareproposingatheoretical
approachthatwillleadtoabetterunderstandingoftheskillsneededfor
nursestoimplementpreventivepracticesandtherebyimprovetherange
of occupational injuries. Keywords: application of preventive practices,
knowledgeabsorptivecapacitytheory,occupationalinjuries,nurses
67

KnowledgeManagementStrategy,RelationalLearningandthe
EffectivenessofInnovationOutcomes:AStudyinSpanish
Hospitals
AntonioLealRodrguez,AntonioLealMilln,JoseLuisRoldnSalgueiro
andJaimeOrtegaGutirrez
DepartmentofBusinessManagement,UniversityofSeville,Seville,Spain
Abstract: In this paper we propose a conceptual model to test the mod
eratingeffectofrelationallearningonthelinkbetweenknowledgestrate
gies and innovation using healthcare organizations. In order to study the
tie(knowledgeinnovation)andtheeffectsofthemoderatingvariable(re
lationallearning),theresourcebasedviewisfollowed.Ithasbeengeneral
lyacceptedthatbothexplicitandtacitknowledgeplayabasicroleinorga
nizational innovation. However, there are few research works that study
therelationshipbetweenknowledgemanagementstrategyandtheeffec
tivenessoftheinnovationprocess.Ontheotherhand,theextantresearch
onthisrelationshiphasyieldedinconclusiveresults.Ourpaperrevisitsthis
research topic based on data of knowledge management strategy, rela
tionallearningandinnovationoutcomesfromasampleofSpanishhospit
als.
Keywords: knowledge base, innovation outcome, relational learning,
healthcareorganizations

StrategicFactorsforDevelopingSustainableKnowledgeBased
Organizations
RamonaDianaLeon
TheFacultyofEconomicsandBusinessAdministration,AlexandruIoan
CuzaUniversity,Iasi,Romania
Abstract: In the context of globalization, the bureaucratic organization
startedtobecameinefficient.Asaresult,thepostbureaucraticorganiza
tions had appeared. They tended to focus on gaining competitive advan
tages by ensuring intergenerations equity or by using employees know
ledge,competencesandskills.Butwhyshouldacompanychoosebetween
sustainability and knowledge? Why couldnt just be a sustainable know

68

ledgebasedorganization?Andifitcan,thenwhichwillbethefactorsthat
willinfluenceitsdevelopment?Inordertofindananswertotheseques
tions,weemployedanethicapproachandcombinedadocumentarystudy
withanexploratoryresearch.Intheexploratoryresearchweusedasurvey
based on questionnaire as the main research method and we applied
techniques like systematization, tabling and graphics. The questionnaire
focused on the strategic factors that could influence the development of
sustainable knowledge based organizations and was distributed among
134membersoftheRomanianKnowledgeManagementCommunity.The
results have showed that a sustainable knowledge based organization is
more than just a merger between the sustainable organization and the
knowledge based one. It is an economic entity that aims to adapt, in a
timely manner, to markets challenges by using what stakeholders know
withoutreducingthebenefitsthatfuturegenerationsmayobtain.Inother
words,itisacomplexandadaptivesysteminwhichtheeconomic,social
and environmental objectives are achieved throughtheprocess of know
ledgesharingamongemployees.Itisusuallycharacterizedbyanopenor
ganizational culture; a flexible organizational structure based on self
organized and interdependent teams; planning on short, medium and
longterm;developingprogramsandactivitiesthatstimulatetheprocesses
ofknowledgesharingamongemployeesandoutsourcingsecondaryactivi
ties. On the other hand, from the knowledge management specialists
perspective, the elements regarding human resources (especially, em
ployeeseducation,satisfactionandadaptability)havethemostpowerful
influence on the process of developing sustainable knowledge organiza
tions.Buttheimportanceoftechnologicalfactors(inexample,innovations
absorption,expendituresonresearchanddevelopment)andtheeconomic
ones(like,inflation,interestrateandtheleveloftheminimumwages)has
alsobeenreflected.
Keywords:knowledge,sustainability,sustainableknowledgebasedorgani
zation,humanresources

69

AKnowledgeManagementMethodologytoEnhanceLearning
ExperienceofUndergraduateandPostgraduateCoursework
Students
NelsonLeung,NicoleTsang,NarumonSriratanaviriyakul,MelinaSilva
andHannarongShamsub
CentreofCommerceandManagement,RMITInternationalUniversity
Vietnam,HoChiMinhCity,Vietnam
Abstract: Similar to other knowledgeintensive organizations, concept of
KM has been used to secure competitive advantage in HEIs. Significant
effortshavebeenputtomanagescholarknowledge,andinstitutionpoli
ciesandprocedures.However,practicesofKMtomanageknowledgefor
undergraduateandpostgraduatecourseworkstudentsareonlylimitedto
storeanddisseminatelectureslidesandotherrelevantmaterialsinvirtual
learningenvironments.Thisresearchaimstoaddressthelackofinsightsin
the current literature in managing knowledge for coursework students. A
KMmethodologyisproposedtoallowacademicstocreate,storeanddis
seminate domain specific knowledge that can accommodate coursework
studentrequirementsinthesettingofhighereducation.Themajorcontri
bution of the KM methodology is students are able to create new know
ledgeandtosolveproblemsusingincomingknowledgeasthemechanism
ofthemethodologyremovethemajorhurdle,failtounderstand,intheir
learningprocess.
Keywords: knowledge management, undergraduate and postgraduate
courseworkstudent,learningexperience,knowledgeunderstanding.

70

CompetivenessFromContextualisationofSupplyChain
Knowledge
GabrielaLpez1,SteveEldridge2SalomnMontejano1andPatriciaSilva1
1
HumanResourcesDepartment,ProductionandQuality,Universidad
AutnomadeAguascalientes,Aguascalientes,Mxico
2
OperationsManagementandLogisticsDepartment,ManchesterBusi
nessSchool,Manchester,UK
Abstract: An effective implementation of knowledge management is re
quiredbysupplychainsinordertoremaincompetitive.Supplychainsare
strategic frameworks to ensure customer value, relationships, resources
optimization, and practices integration. Through this investigation, inade
quacies for an efficient knowledge management cycle, in supply chains,
havebeenidentified.Suchidentifiedinadequaciesavoidcompletionofthe
knowledgecycleinsupplychains.Mainly,thereisalackofcontextualisa
tionandstructureforsupplychainknowledge(SCK).Consequently,organi
sations are not gaining the benefits from selflearning, adoption of best
practices, which are elements, incorporated in an effective knowledge
managementimplementation.Alongsupplychainstherearetworelevant
flows:informationandmaterials.Informationistherawmaterialofknow
ledge,whichrequirescontextualisationinordertobecomeexecutable;an
important difference between knowledge and information. Knowledge in
supply chains can be in the form of best practices, however to consider
theseascuresforeveryoneisamistake,insteadthesecanworkindiffer
ent contexts.This paperprovides a discussion about theneed of aconti
nuous contextualisation of knowledge practices in organisations. Also, a
proposal of a knowledge representation to contextualize and diagnose
supplychainknowledgeispresented.Theproposedknowledgerepresen
tationisacodificationtoincorporatecontextinawaythatsomeformof
diagnosisofsupplychainpracticescanbecarriedout,whichcouldreveal
possiblefavourableandunfavourableeffectsofpracticesinasupplychain.
In addition, this paper proposal is been constructed in Excel as a proto
type.Especially,withtheaimofbeingusedinworkplacestosupportdeci
sionsmakinginSMEssupplychains,fromwhichtheirlackofresourcesisa
typicalbarriertobecomecompetitive.Forthisinvestigation,anumberof
bestpracticeshavebeenanalysed.Also,focusgroupsandindividualinter
viewstooperationsmanagers,fromglobal,smallandmediumenterprises,
havebeencarriedout.Subsequently,ithasbeenpossibletointegratethe
71

proposedcodingrepresentationtoenableacontextualisationanddiagno
sisofsupplychainknowledge.
Keywords: knowledge management, supply chain, competitiveness, con
textualisation,diagnosis

KnowledgeManagersandTransferAgents:TheirRoleand
IntegrationintheDevelopmentandImplementationof
KnowledgeTranslationTools
MoniqueLortie1,LiseDesmarais2andlnaLaroche3
UniversitduQubecMontral,Montral,Canada
2
UniversitSherbrooke,Sherbrooke,Canada
3
TLUQ,Qubec,Canada

Abstract:Practiceguidelinesandanalysis/assessmenttoolsareimportant
mediumsforthetranslationandtransferofknowledge.Inhealth,theyare
considered fundamental to improving health care, particularly practice
guidelines, which in the last 30 years have been the subject of extensive
studiesandworkcoveringthreemaintopics:thedevelopmentofpractice
guidelines,theirimplementationandtheirfollowup.Todate,studieshave
generally shown disappointing results given the efforts invested. Among
the main reasons explaining their underuse, the gap between guidelines
based on data from the literature and application conditions and user
expressedneeds(e.g.poorlyadaptedtouserdecisionprocesses)isoften
invoked.Userswouldfavourlocalpracticeguidelinesandsourcesofrefer
encesbecausetheywouldtakebetteraccountofthelocalcontext.How
ever,whiletheissueofknowledgeselectionandtranslationhasbeenex
tensivelycoveredintheliterature,theissueoftransferagentshasreceived
littleattention(mostlythroughtheconceptofknowledgebroker),evenin
theframeworkofinteractivemodels.Theaimofthispaperistopropose
anapproachtothedevelopmentofknowledgetranslationtoolsbasedon
theidentificationandintegrationoftransferagents.Inourview,transfer
agentsmustbeintegratedintotheprocessofknowledgetranslationtool
development.Thispaperdiscusseswhichknowledgeshouldbeintegrated
andwhichcompetencyorskillsshouldbesought.Itcenterstheprocessof
toolsdevelopmentontheidentificationofthetransferagent.Thelatters
integration and roles in cogenerating knowledge; assessment and pre
testing,support,incentiveandemulationareexposed.Theprimarytrans
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feragentsarealsoidentified:unionrepresentatives,consultants,occupa
tionalHSagents,andpurchasers.
Keywords:practiceguidelines,transferagent,translationtools,competen
cyandskills,occupationalhealthandsafety

KnowledgeCreationandtheEmployeeWellBeingAnalysisof
theRelationship
AgnesMaciocha1,BrianNiehoff2andJukkaSurakka3
1
InstituteofArt,DesignandTechnology,Ireland
2
KansasStateUniversity,USA
3
ArcadaUniversity,Finland
Abstract: This paper takes a theoretical approach to investigate the rela
tionshipbetweenorganisationalwellbeingandknowledgecreation.Very
little research has considered the linkage between these two domains.
Thispaperinvestigatedtheroleofactivitiesaimedatimprovingemployee
wellbeing,usingtheMetalAgemethod(Nasman,2011),toenrichdiffer
enttypesofba,andthusenhanceknowledgecreation.Itisconcludedthat
wellbeingactivitiesreducethetensionbetweenexplorationandexploita
tion of organisational knowledge and thus provide solutions to the prob
lems related to organisational renewal. A reconfigured model of know
ledgecreationisproposed.
Keywords: knowledge creation, wellbeing, metal age, knowledge man
agement

73

TheRelationshipBetweenKnowledgeManagementand
InnovationLevelinMexicanSMEs:EmpiricalEvidence
GonzaloMaldonadoGuzmn1,MaradelCarmenMartnezSerna1and
DomingoGarcaPrezdeLema2
1
UniversidadAutnomadeAguascalientes(Mxico),CentrodeCiencias
EconmicasyAdministrativas,DepartamentodeMercadotecnia,Mexico
2
UniversidadPolitcnicadeCartagena(Espaa),FacultaddeCienciasEm
presariales,DepartamentodeEconomaFinancierayContabilidad,Spain
Abstract:Thetransformationofthecurrentsocietyfromanindustrybased
economy to a knowledge management and innovationbased economy is
changing the design and implementation of business strategies and the
natureofthecompetitionamongtheorganizationswhicharemainlysmall
andmediumsizeenterprises(SMEs).Theystruggletosurviveinamarket
which is more demanding and competitive, so they see knowledge man
agement as one of the most effective strategies that may help to enable
the innovation activities into the businesses. For these reasons, this re
searchpaperhasasamaingoaltoanalyzetherelationshipbetweenknow
ledgemanagementandinnovationinMexicanSMEs.Theempiricalanaly
sis used 125 manufacturing SMEs (each SME having from 20 to 250 em
ployees)asasampletobecarriedout.Theobtainedresultsindicatethat
knowledge management has a positive impact in products, process, and
managementsystemsinnovation.
Keywords:knowledgemanagement,innovation,SMEs

74

TheRoleofKnowledgeDynamicsinDevelopingaMedical
CommunityofPractice
VirginiaMaracine1,IuliaMaries1,EttoreBolisani2,EmilScarlat1,and
AdrianaSarahNica3
1
DepartmentofEconomicInformaticsandCybernetics,BucharestUniver
sityofEconomicStudies,Bucharest,Romania
2
DepartmentofManagementandEngineering,UniversityofPadua,
Vicenza,Italy
3
ClinicalRehabilitationDepartmentofNationalInstituteofRehabilitation
andPhysicalMedicine,UniversityofMedicineandPharmacologyCarol
DavilaBucharest,Romania
Abstract:Thisresearchinvestigatesthedynamicsofcommunitiesofprac
tice(CoP)seenasanessentialelementsofupsurgingknowledgesocieties.
The concept of CoP has received much attention from researchers and
practitionersinKM.Inthiscontext,CoPsareseenasvoluntaryassociations
ofpeoplewhochoosetoimprovetheirskillsandproblemsolvingcapabili
tiesbycollectivelygeneratingandprocessingknowledge.Theseorganisa
tionalsettingsmustbe,atleastinpart,setfreetoevolveandselforganise
in some way, in order to ensure an effective sharing of tacit knowledge
whichistheessentialgoalofaCoP.Theproblemofmanagingtheforma
tionandevolutionofaCoPis,therefore,toinvestigatetheconditionsun
derwhichselforganisationmechanismscanmakeCoPsimprovetheirper
formance. The paper investigates this issue by adopting the approach of
computationalintelligence.Particularly,itusesgeneticalgorithmstomodel
and simulate the formation and evolution of a CoP. It is assumed that a
CoP evolves thanks to the interactions between independent agents (i.e.
themembers)thatshareknowledgefordecisionmaking.Thegeneticalgo
rithmsareusedtoinvestigateifthereareconditionsorconfigurationsthat
canenabletheCoPtodevelopandimproveintermsofperformance.An
experimental study of a CoPs structure optimisation is conducted, based
onrealdatacollectedfromamedicalfacility.Thecapabilityofthegenetic
algorithms to identify producing optimal restructuring of a set of CoP
agents (in our case medical staff involved in the rehabilitation of the im
pairedpatients)istested.Byaggregatingandreaggregatingthemembers
in different ways, it is analysed how a performance index that measures
theCoPperformancecanbeimproved.Themethodprovestobeusefulto

75

understand the possible mechanisms by which a CoP can develop, and

providessuggestionsforitsmanagement.
Keywords: community of practice, knowledge ecosystem, computational
intelligence,geneticalgorithms,medicalcommunityofpractice

OrganizationalCapabilitiesandCustomerValue:ADynamic
CapabilityView
SilviaMartelo,CarmenBarrosoandGabrielCepeda
UniversityofSeville,Seville,Spain
Abstract:Giventheincreasingintensityofcompetitioninbusinessandthe
strong trend towards globalization, attitudes towards the customer are
very important. A firms organizational capabilities are paramount for in
creasingcustomervaluecreation.Afirmshouldthereforefocusonimprov
ingthosecapabilitiesthatregardthecustomerasakeycomponent,inor
der to maximize the value created for them. We focus on three capabili
ties: market orientation, knowledge management and customer rela
tionshipmanagement.AccordingtoSirmon,HittandIreland(2007),mere
lypossessingvaluableandrareresourcesandcapabilitiesdoesnotguaran
tee the development of competitive advantage or the creation of value;
firms must be able to manage them effectively. It should be possible to
reconfigure organizational capabilities so that the firm can be continually
creatingvalue,andthisiswheredynamiccapabilities(DC)comeintoplay.
AlthoughLiyun,Keyi,XiaoshuandFangfang(2008)suggestapossiblerela
tionship between these three organizational capabilities, we do not find
theirtheoreticaljustificationtobesufficient.Wehavenotcomeacrossany
studiesinthepreviousliteraturethatlookattherelationshipbetweenthe
three proposed organizational capabilities, or any that consider their im
pactoncustomervalue.Wewilladdressthisgapintheliteraturebystat
ing that customer value will be increased if there is interaction between
the three proposed capabilities. Our aim is to see how these three pro
posedcapabilitiesjointlyinfluencecustomervalue.Wewillalsostatethat
theinteractionbetweenthemcanconstituteadynamiccapability(viewed
as a black box) which allows a firm to maintain its competitive advan
tage.Specifically,ourresearchquestionis:Ifthecustomerdemandssupe
riorvalue,howshouldafirmrecombineitsexistingcapabilitiestoenableit
toofferthissuperiorvalue?Inshort,theaimofthispaperistocontribute
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tothestrategicmanagementliteraturebydeterminingapossibleinterac
tion between the three capabilities and the potential effects of this inte
raction,inordertoseewhathappensinsidetheproposedblackboxfor
increasing customer value (Barreto, 2010; Eisenhardt and Martin, 2000;
NeweyandZahra,2009;Teece,PisanoandShuen,1997;Zott,2003).
Keywords: market orientation, knowledge management, customer rela
tionshipmanagement,customervalue,dynamiccapabilities

MethodologyforImplementingaCollectiveIntelligence
CreationModelinBusinessNetworks
JennyMartnezCrespoandJosAlfredoVsquezPaniagua
UniversidadEAFIT,Medelln,Colombia
Abstract:ImplementingKMprojectsincompaniesnormallyaimsatachiev
ingbetterbusinessperformanceintermsofqualityofgoodsandservices,
reducing operation costs, improving production processes,optimizing
physicalresourcesandhumantalent,improvingrevenuesand,appropria
tionandtransmissionofknowledgeamongtheorganizationsemployees,
etc. Riesco states that implementing these kinds of projects has usually
failed because of the trend to focus more on technical aspects and
processesthanoncultureandpeople.Thatistosaythat,peoplehavegiv
enprioritytoprojectsoperationalissues,therequiredtechnology,physi
cal infrastructure and processes; relevant issues like cultural change and
organizational adaptation to the requirements demanded by these new
ways of thinking and operating have been left aside. In other words, we
may find that in KM projects, processes of planning and execution are
morerelevantthanmattersthatdemandtimeandefforttotheorganiza
tion (e.g. structural, cultural and strategic changes). One possible conse
quence of not considering these issues could be individual and collective
multiplebarrierstotheprojectsimplementationoritsfailure.Theriskof
failing is higher if we take into consideration that someof these projects
arenotnecessarilytheresultoflongtermstrategicdevelopmentsbutcon
tingent responses to desires, market demands, competitor or client re
quirements, or simply some executives training process. That lack of
awareness of the importance of culture and people can make organiza
tionsfocusitseffortsonoperativeenvironments,ignoringthesideeffects
that may emerge;this maybring unpredictable results andhinder opera
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tionandcontroloftheproject.Inthissense,itisundeniabletheneedto
addresshumanaffairs,culture,strategyandstructureinimplementingKM
projects,especiallyifweconsiderprocessesofactionandcollectivecrea
tionofknowledgeinorganizations.Consistentwiththis,thisarticleaimsat
presentingamethodologyfortheimplementationofamodelforbuilding
collectiveintelligenceinbusinessnetworks.Thisproposalissupportedby
the model to create collective intelligence in business networks designed
byMartinezandVasquez(2011).Thearticlepresentstheprocessestobe
followedtoimplementthemodelinatradegroup,association,clusteror
businessnetwork.Thearticledetailstheelementsrequiredfortheimple
mentationofthemodelineachofitsphases:internaldiagnosis,external
diagnosis,planningandexecution,andcondensingresults.Themethodol
ogyfavorsimplementingthemodel;itmakespossibletoobtainmeasura
bleresultsintermsofitsimpactonanyorganization,analyzingthefeasibil
ityofimprovementoradjustmentstoitandamorepracticalappropriation
ofwhatthecollectiveintelligencecreationmodelintends.
Keywords: collective intelligence, enterprise network, knowledge man
agementmodel

CodificationandReutilizationofKnowledgeintheNaval
Industry
EusebiongelMartnezConesaandAntonioJuanBrionesPealver
DepartamentodeEconomadelaEmpresa,FacultaddeCienciasdela
Empresa,UniversidadPolitcnicadeCartagena,Spain
Abstract: The Naval Industry is a very competitive sector affected by the
currenteconomicalcrisiswherethereisanimportanttechnologicalpres
ence and that is conditioned by the adaptation and use of Information
Technologies (IT) and knowledge. The performance of a shipyard is posi
tivelyaffectedbytheacquisition,distribution,interpretation,andstorage
ofknowledgeaslongastheshipyardhasalreadyimplementedITforthe
creationofthesocalledopenorganizationalcontext.Itisnecessaryfora
shipyardtoacquirenewknowledge,distributeit,interpretit,andstoreit
enabling the use of Information Technologies by internal and external
agents. For this reason, a model must be found in order to examine the
impactofITonthecodificationofknowledgeconsideringexternalagents
(customers, suppliers and retired personnel) and internal agents (engi
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neers,workersandmanagers)intheshipyard.Thepaperattemptstoex
aminetheimpactofITonthecodificationofknowledgeinthenavalindus
trythroughacasestudy.Theauthorsdiscussvariousaspectsofknowledge
sharing among different agents in a shipyard company. The authors col
lected data through interviews and presented a model depicting linkages
betweenagentsofashipyardorganization(customer,suppliers,engineers,
workers, directors), knowledgerelated processes (codification, storage,
reutilization)andbenefits.Followingdiscussionofthemodel,authorscon
cludethatacquiringexternalknowledgeisbeneficialandfacilitatinginte
ractionsbetweenagentsincreasesthebenefitsfortheshipyardorganiza
tion.Inthestudyitispossibletoappreciatethatacquiringanddistributing
knowledge from external agents is a previous step to the codification of
thisknowledgeusingTechnologicaltools.Onlyconsideringthissequence,
it is guaranteed a knowledge update by internal agents in the shipyard.
During the last few years the naval industry has been modernized in de
fencemattersandalotofmoneyhasbeenspentinIT.Thatiswhyitisne
cessarytoassesstheuseofITandlearninginthissectoraswellastoana
lysetheknowledgelearningprocessandsystematisationusedinthenaval
industryduringthedifferentphasesrequiredforconstruction.
Keywords: knowledge, learning, information technologies, customer,
phase,shipyardandsupplier

KnowledgeExchangeBetweenIKEAandSuppliersThrough
SocialandEnvironmentalStrategy
IsabellaMartucci,AnnunziatadeFeliceandDarioSchirone
FacultyofLaw,UniversityAldoMoroofBari,Italy
Abstract: The efficient allocation of resources has always been a goal of
the science of economics and in the realization of this objective, compa
niesplayadominantrole,especiallywhenoneconsiderstheimportance
assumed by the social and environmental sustainability of development.
Companies,infact,interactwiththeenvironmentthroughtheexchangeof
matter,energy,informationandknowledge.Theoptimalallocationofre
sourcescannotbelefttotheimpersonalforcesofmarketsthatareoften
inefficientandonecannotbutrecognizethatthereisanethicaljudgment
ineverybusinessdecisionwhichmayfavoronestakeholderattheexpense
of another. According to the view held by stakeholder theorists (Carroll,
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1979),corporatesocialresponsibilityisexpressednotonlyinthelegaland
economicfieldsbutalsohasadimensionofethicalresponsibility.Inother
words, the separation between ownership and control leads one to con
clude that managers cannot act in shareholders or their own interests
withouttakingintoaccountthehigherinterestofsocietyasawhole.The
company,infact,doesnotonlyengageinmarkettransactions,butestab
lishesactionsofacooperativeandcompetitivenaturewithalargenumber
of individuals and groups. The companys mission, therefore, must take
intoaccountitssocialresponsibilitywhichhastobepresentatallstagesof
theproductionprocessandinallrelationshipsthatthecompanyhaswith
thevariousstakeholders.Amongtheseanimportantroleisplayedbysup
pliers,withwhomthefirmsetsitselfina positionofinternalauditor,re
cognizingthatthecreationofknowledgealsocomesthroughcooperative
behavior.Businesses,therefore,beingabletoencodeandtransferknow
ledge to suppliers, become organizations that facilitate the production of
benefits for the community in the medium to long term. In the light of
these considerations, the present work, focusing on a business case,
represented by IKEA, the world leader in furniture, sets out to illustrate
how suppliers, having integrated IKEA directives into their production
processesandsupportedbythetransferofthelattersknowledge,inthe
longtermobtainacompetitiveadvantage,whilstatthesametimeensur
ing the IKEA brand is more reliable. The importance of the exchange of
knowledge between companies and suppliers that takes place during the
adoptionofrulesofconductisdiscussedinthetheoreticalpartofthepa
per,whiletheempiricalaspectremainsbaseduponresultsofsurveysdi
rected towards the top management of IKEA Italy in the social and envi
ronmentalfields,IKEAsItaliansuppliersandthecompanysaccounts.
Keywords:IKEA,suppliers,knowledgeexchange,socialandenvironmental
strategy,competitiveadvantage

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KnowledgeManagementinAlliancesBetweenMNCsandSMEs:
EvidenceFromthePharmaceuticalField
MaurizioMassaro1,FrancescaDalMas2,RolandBardy3andDismaMazzo
la2
1
UniversityofUdine,Udine,Italy
2
FriulchemSpa,Italy
3
FloridaGulfCoastUniversity,USA
Abstract:Overtheyearsseveralapproachesandmodelshavebeendevel
opedinordertofacilitateknowledgeprocessbutmostofthemrecognizea
highdegreeofpersonalcommitmentthatinvolvesmentalmodels,person
al beliefs, values and the process of reinventing oneself. Interestingly
enoughthereseemstobealackofliteratureonhowtocreateit.Toolslike
data mining, brainstorming, problem solving approaches are well known,
buthowcanwebesurethatpeoplewillusethemcorrectly?Ethicalissues,
culturaldifferencesandmisunderstandingcouldaffecttheireffectiveness.
Considering companies of different dimension like MNCs and SMEs, the
differencesbecomeevenbigger.FriulchemworksasaSMEinthefieldof
R&D in the generic pharmaceutical field. Its business model is developed
byrecognizingbusinessopportunities,findingpartnersfordevelopingthe
project and proposing it to big multinational companies in the field. The
companyhasworkedondevelopingprojectswithmajorcompaniesinthe
field like: TEVA, Mylan, Dr. Reddys and Sandoz. As project leader, the
companyhastheroleofcreatingtherightcommitmentbetweenpartners.
Aims,mentalmodels,corevalueshavetobesharedandatthesametime
the project has to be led to maximizing effectiveness. A redesign of the
companysapproachhasbeenplannedinvolvingsomescholarsfromUdine
University(UD,Italy)andFloridaGulfCoastUniversity(FL,USA).Areview
of the management control system (MCS) has been conducted applying
theSimonsmodelwhichrecognizestheroleofMCSforcreatingbounda
ries,sharingcorevalues,creatingacommunicativeenvironmentandmea
suringtheresultsreached.Thispaperrepresentsacaseofstudyandaims
to: 1. Analyze literature on KM barriers, especially comparing MNCs and
SMEsandMCSliterature;2.DrawamodelwhichcombinestheroleofMCS
asaKnowledgeManagementTool;3.PresentacasestudywhereMCShas
beenusedforreducingKMbarriersamongMNCsandSMEs.

Keywords:knowledgemanagementbarriers,MCS,leversofcontrol,
MNCs,SMEs
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TestingtheIntellectualCapitalModelUsingBiplots
FlorindaMatos1,AlbinoLopes2,NunoMatos3andValterVairinhos3
1
CAPPISCSPTechnicalUniversityofLisbon,PortugalandESTGPoly
technicInstituteofLeiria,Portugal
2
CAPPISCSPTechnicalUniversityofLisbon,Portugal
3
ICAA,Santarm,Portugal
Abstract:Theglobaleconomyischanging.Resourcesarescarceandcom
panies,ofallsizes,needtobemorecompetitiveandproductive.Thecom
panysfinancialriskratingshavedemonstratednumerousweaknesses.The
funders,shareholdersoreventheStateneedtoolsthatimprovethequali
tyoftheirdecisionmaking.Severalauthorsarguethattherealcompetitive
advantagesresultingfromthemanagementofintangibleassets,i.e.assets
of knowledge, as a condition for achieving the productivity and competi
tiveness. However, organizations have always valued the knowledge; the
novelty is the recognition that knowledge is an asset that must be ma
naged with the same attention given to other assets. The literature con
tains numerous definitions of knowledge. Nonaka and Takeuchi (1995)
consider knowledge as "a dynamic human process of justifying personal
beliefaboutthetruth"andtheunderstandinghowcrucialtothecreation
ofknowledgetodifferentiatebetweentacitknowledge(whichisobtained
through practice) and explicit is. In this sense, knowledge is the informa
tion to be used by the human mind allowing the decisionmaking. And
knowledgemanagementistheabilitythattheorganizationhastoidentify
and codify knowledge, stimulate their development and facilitate its im
plementation (Lopes and Matos, 2005). The knowledge management can
alsobeunderstoodastheorientationofthedynamicsofsubjectivityand
objectivity within the organization (Rowley and Gibbs, 2008), maximized
through use of new technologies and organizational networks. From this
perspective, knowledge management is the quality of the interactions of
individuals,teams,processesandcustomersanditsabilitytoidentifyand
encodethesameknowledge,stimulatetheirdevelopmentandfacilitateits
implementation.Followingtheconceptualizationthesearethedimensions
thatallowustodefineintellectualcapital.Buttomanageintimesofmar
ket globalization, in which trust is basedon evidence,becomes crucial to
know whether it is possible to audit and certify assets of organizations.
Therefore,itisnecessarytocreatereliableandaccessibletoolsinthisfield.
Thus, intellectual capital management, in a form which is able to be au
82

dited and certified in order to control the quality and dynamism of the
knowledgegeneratedintheorganization,willenablethepartnerorganiza
tions(customers,suppliersandlenders)todeterminethecapacityforin
novation, and verify the conformity of their management parameters,
comparedtoareferencestandard.Consideredthisconceptualization,Ma
tosandLopes(2009),proposedamethodologytoauditintellectualcapital
management, which has been refined through several researches. This
papersummarizestheresultsobtainedwithoneoftheseresearches.Using
the biplot methodology (Gabriel, 1971) it was possible to reconfirm the
proposed methodology. It shows that development degree of intellectual
capitalcanbeauditedinacredibleway,usingthismethodology.
Keywords:intellectualcapitalmanagement,ICM,knowledge,biplot

DevelopingEffectiveChangeLeadershiptoBuildthe
KnowledgeableOrganisation:AParadoxicalFoundation
JaneMcKenzie1,ChristinevanWinkelen1andPaulAitken2
1
HenleyKMForum,HenleyBusinessSchool,UniversityofReading,
HenleyonThames,UK
2
MasteringLeadershipAgilityLtd,Minehead,UK
Abstract:Asknowledgebecamemorecrucialtoorganisationaladvantage,
structures became flatter and operations more dispersed. Reducing hie
rarchyfreespeopletousetheirknowledgemoreresponsively;geographi
caldispersiongivesbetteraccesstospecialistexpertisewhereveritexists.
However, sustaining change in the knowledgeable organisation requires
distributed leadership; people who combine knowledge and learning ex
pertise with the capability to design, implement and embed change that
fits with the organisational strategy. Demand for such people exceeds
supply. Whilst KM already provides many processes and techniques to
support adaptation, KM teams are small and usually operate indirectly
throughinfluence.Leadershipfromlinemanagementhasmostimmediate
impactontheknowledgeandlearningclimateinteams,projectsandfunc
tional activities. In organisations where knowledge is central to strategic
advantage,wesuggestthataframeworkofleadershippracticesspecifically
aimed at facilitating learning and knowledge sharing would enhance the
design of leadership development programmes. In this conceptual paper,
weconnectleadershipandchangeliteraturewithKMthinkingtodevelopa
83

model of knowledge related leadership capabilities. A wellestablished

strandofleadershipresearchadvocatesthatleadersembraceparadoxical
demands and resolve tension, because tension can create dysfunction,
when people encounter difference. If differences can be translated into
complementarities, apparently contradictory demands resolved and dis
tinctivebeliefsreconciled,conflictandwastedeffortisreduced.Tensionis
essential to healthy system: it triggers adaptation. Yet, change amplifies
paradoxical inconsistencies. By applying from the most comprehensive
extanttheoryoforganisationalparadoxtoknowledgeworkthispaperof
fersanintegratedframeworkwhichmapsregularlyrecurringorganisation
al paradoxes to key knowledge activities required to survive, thrive and
renew.Weidentifythepracticaltensionsleadersencounterwhenmanag
ingknowledgeworkandproposesomeleadershippracticesforresponding
effectively.Theintegrationbecomesamodelfordesigningleadershipde
velopmenttailoredtotheneedsoftheknowledgeableorganisation.
Keywords:changeleadership,knowledgeandlearningcapabilities,leader
ship development, paradox and tension, organisational learning and
change

ImpactofRelationalCapitalonBusinessValue
JoseDomingoGarcaMerino,LidiaGarcaZambranoandArturo
RodrguezCastellanos
UniversityoftheBasqueCountry,Spain
Abstract:Intangibleresources,orintellectualcapital,arecurrentlyknown
to be the drivers of economic growth. Todays society is known as the
knowledgebasedsociety.Knowledgeisthemainstrategicresourcethatis
capable in itself of generating new knowledge. Therefore, intangible re
sourceshavebecomethecompetitivenessbaseforanycompany,astheir
ownership provides the company with the opportunity to generate sus
tainable competitive advantage and increases the value of the company.
One of the most important dimensions of intellectual capital is the rela
tional capital (Prahalad and Ramaswany, 2000). Relational capital is de
finedastheknowledgeembeddedintherelationshipswithanystakehold
er that influences the life of the organization. Relationships with stake
holdersarethenecessaryconditionforbuilding,maintainingandrenewing
resources,structuresandprocessesovertime,asfirmscanaccesscritical
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and complementary resources through external relationships. Some au

thors (Prahalad and Ramaswamy, 2000) suggest that the customer has
becomeanewsourceofobtainingcompetitiveadvantagefortheorganiza
tion.Thecustomerandsatisfactionhavebecometheaimofcompaniesas
itisonlywaytoattainsustainableperformance.Companiesthatimprove
their relations with their clients, and the satisfaction of the latter, will
therefore achieve a better business performance and will increase their
value.Ourresearchthusseekstoanalysewhethercustomersatisfactionis
reflectedinthetotalvalueoftheintangibles.AsampleofthemainSpanish
companies, those quoted on the IBEX35 (the main index of reference of
the Spanish Stock Exchange, comprising the 35 companies with greatest
liquidityontheSpanishStockExchange)areincludedandtherelationship
betweentherelationalcapital,measuredbysatisfactionofcustomersvari
able, and the total value of the company has been analysed. A positive
relationship is then obtained between both variables, that is, improved
customer satisfaction is positively associated with an increased business
value,butthatisnotstatisticallysignificant.
Keywords: customer satisfaction, relational capital, business value, intel
lectualcapital,competitiveadvantage

AdoptionofKnowledgeManagementSystemsinTechnological
InnovationContexts
ngelMerooCerdnandCarolinaLpezNicols
UniversidaddeMurcia,CampusdeEspinardo,Spain
Abstract: Given the rising importance in considering knowledge as a key
organizationalasset,interestinKnowledgeManagementSystems(KMSs)is
increasing at a rapid pace. KMS are viewed as an innovation itself in the
organization.Traditionally,literaturehasstudiedKMSasdriverstoinnova
tion.Weargue,however,innovationbehavior(effortandoutcomes)must
beconsideredasatriggertoadoptKMSs,notasaconsequence.Therea
soning lying behind is that firms with higher innovation effort and out
comes,thatis,thoseimmerseininnovationactivitiesandthoseachieving
innovationoutcomes,arebetterpositionedforadoptingaKMS.Thus,the
perspectiveofthispaperpursuestofillagapinthesenseofcasualtybe
tweenknowledgeandinnovation.AfterreviewingsalientliteratureinKM,
KMSsandinnovationfields,weproposeamodelaimingatunderstanding
85

the determinants of KMSs adoption. Specifically, hypotheses propose a

significant positive effect of four determining factors (namely, firm size,
innovationeffort,innovationoutcome,andknowledgeobstacles)onKMS
adoption. The theoretical model is then tested in a sample of Spanish
companies. Logit regression analyses reveal that firm size, innovation ef
fort and innovation outcome are significant predictors of KMS adoption.
SizeisfoundtobeapredictorofKMSadoptionmeaningthatininnovative
environments larger firms have a greater need of KMS and have enough
resourcestoadoptit.Allthefirmsengagedininnovativeactivitiesduring
the period subject to analysis have a greater probability to adopt KMS.
Recentinnovationsuccessintermsofproductorprocessalsoallowspre
dicting KMS adoption. Knowledge obstacles found in innovation environ
mentarelinkedtoagreaterextentofKMSadoptionwhenfirmsaresmall
andwhencannotinnovate.
Keywords: KMS, innovation effort, innovation outcome, technological in
novation

DriversofKnowledgeManagementInnovationsinthe
HealthcareSector
ngelMerooCerdnandCarolinaLpezNicols
Dpto.deOrganizacindeEmpresasyFinanzas,FacultaddeEconomay
Empresa,UniversidaddeMurcia,CampusdeEspinardo,Murcia,Spain
Abstract:Thereisasolidconsensusintheneedtoimproveinnovationin
healthcare organizations. Despite the fact that there has been significant
improvement in healthcare companies, inefficiency still exists and little
accomplishedinunderstandinghowtoovercomethoseinefficienciesusing
innovation.Presentresearchfocusesonorganizationalinnovationsclosely
related to knowledge management. According to Oslo Manual, organiza
tional innovations may involve the implementation of significant changes
inpracticesforknowledgemanagement.Morepreciselyweanalyzeorga
nizational innovations objectives and adoption. Analysis is based on a
sample of 240 Spanishhealthcare businesses. Measures of organizational
innovationsandobjectivesofinnovationarebasedonOsloManual.Statis
ticaltestsfindadynamicbehaviorinhealthcareorganizations,since40.8%
have developed an organizational innovation in 20072009 period. Main
objectivespursuedarerelatedtoimproveknowledgesharingandinnova
86

tionskills.Resultsalsorevealanarrowrelationshipbetweenorganizational
and product/process innovations. Specifically, healthcare companies de
veloping new organizational methods to improve innovation skills and
knowledgesharingaremoresuccessfulinproductandprocessinnovation.
Keywords:organizationalinnovation,knowledgemanagement,healthcare
sector,canonicalcorrelationanalysis

AResearchonKnowledgeLeaderinaPolishingIndustryCluster
TakuyaMiyamoto
FacultyofCommerce,KurumeUniversity,Kurume,Japan
Abstract:ThispaperfocusesonhowJapaneseindustrialclusterscanadjust
their business systems to adapt to changes in the business environment.
Indeed,industrialclustershavemanyadvantagessuchasMarshallsexter
nality.However,theyseemtohaveaninertiathatencouragestheclusters
tostayintheircurrentbusiness.ThemetalpolishingindustryinTsubameis
anexampleofhowtheindustrialclusterhasbeenabletoshiftitsbusiness
systemtoadapttotheturbulenceofthecurrentbusinessenvironment.In
Japansindustrialclusters,companiesdeveloporhavetheirownspecialty.
InJapan,undertheKeiretsusystemtheindustrialclusterhasbeenshaped.
One parent company often constructs the long term relationship of the
SMEs.ThentheseSMEsfoundtheirfactoriesinthenarrowarea.Afterward
other parent companies and suppliers join the cluster. However, if many
companieswiththeirownspecialtiesjoinacluster,theycanworktogether
toobtainvarioustypesofordersfrommultipleindustries.Asonecompany
takeschargeofaparticularprocessbasedonitsspecialty,othercompanies
cantakechargeofotherprocesses,increasingtheclusterscapabilitiesand
allowing the companies to manufacture highquality products. Piore and
Sabel (1984) refer to this network effect as flexible specialization. This
paperaimstodeterminewhythisnetworkhastheflexibilitytoshiftbusi
ness systems. Due to the inertia, companies must hesitate to break the
presentnetworkofpresentbusiness.Inaddition,theymustmakeeffortto
dealwithnewproducts.Companiesinaclustermustcreatevaluablepart
nershipstogainmanyneworders,anddeveloptheirskillsandknowledge.
Thus,howcanthesecompaniesutilizetheirclosepartnershipswithother
companiesintheclusteranddeveloptheirknowledge?Keywords:know
ledgeleader,knowledgesharinginthecluster,SMEnetworkintheindus
trialcluster,innovationinSMEs
87

ManagementofKnowledgeWorkers
LudmilaMldkov
UniversityofEconomicsPrague,Prague,CzechRepublic
Abstract: This article discusses the challenges of knowledge workers and
theirmanagement.Knowledgeworkersareemployeeswhosemajorwork
ing tool and asset is knowledge. It is especially the tacit dimension of
knowledgeandtheabilityofknowledgeworkerstodevelopanduseitthat
makes the difference between knowledge and nonknowledge workers.
Duetotheintangibilityoftacitknowledge,knowledgeworkersaredifficult
to manage. The main part of their work is hidden. Knowledge workers
usually do not work in a linear way, the results of their work may differ
from a shortterm and longterm perspective. Managers have a limited
opportunitytointerfereintheprocessoftheirworkandinterveneinthe
case of problems. It is also difficult to manage their productivity. In our
paternalisticandhierarchicculturemanagersoftenlimittheperformance
of their knowledge workers by applying a too authoritative managerial
style,whichisbasedonordersandcontrol.Thisarticleprovidesthereader
with a review of theoretical literature on knowledge workers and their
management and on topics related to knowledge workers. The review
presents the ideas and concepts of different authors and indicates that
there is no single understanding of who is and who is not a knowledge
worker. The term knowledge worker is somewhat ambiguous. Empirical
data represent the part of the empirical research on knowledge workers
andtheirmanagementexecutedbytheUniversityofEconomicsinPrague.
Theresearchstartedintheautumnof2010anditstillcontinues.Theob
jectiveoftheresearchistoverifysomeaspectsofknowledgeworkandthe
managementofknowledgeworkers.Thisarticlediscussesthepartofthe
researchfocusedonthestyleofmanagementofknowledgeworkers.The
stressisputonfactorsthatpositivelyinfluencetheperformanceofknow
ledgeworkersandtheideasofknowledgeworkersonhowtheywouldlike
tobemanaged.Othertopicsoftheresearchhavebeenorwillbediscussed
inotherpublications.
Keywords: knowledge workers, management of knowledge workers, per
formanceofknowledgeworkers,knowledge,styleofmanagement

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KnowledgeManagementintheUnitedKingdom:Casesin
Action
SandraMoffett1,RodneyMcAdam2andPaulHumphreys3
1
SchoolofComputingandIntelligentSystems,UniversityofUlsterat
Magee,Londonderry,UK
2
DepartmentofMarketing,EntrepreneurshipandStrategy,Universityof
UlsteratJordanstown,Newtownabbey,UK
3
DepartmentofBusinessOrganisationandManagement,Universityof
UlsteratJordanstown,Newtownabbey,UK
Abstract: For Knowledge Management (KM) to reach a level of maturity
there is a need for it to be implemented and embedded in organisation
cases(Tochtermann,2011).WithintheUKtheMeCTIPmodelandsupport
ing Benchmarking KM assessment tool (Moffett et al., 2000) provide a
frameworkfororganisationstoidentifyKMimplementationopportunities,
currentgapsandlimitations.In2009alargescaleempiricalstudywasun
dertakenwithanumberofUKorganisations;588responseswerereceived
from various organisations types, sizes and sectors. Statistical analysis of
datacollectedidentifiedkeyfactorsthatorganisationsneedtoconsiderfor
successful KM implementation in the form of macroenvironmental, cul
tural,technical,informationalandhumanconstructs.Awardingeachorga
nisationafactorscorebasedontheirlevelofKMcompetenceenabledthe
developmentofaknowledgetaxonomywhereorganisationscouldbeca
tegorisedaspoor,competentorsuccessfulatKMimplementation.Taking
thisastagefurthereachorganisationcouldbecategoriseddependingon
the implementation approach they adopted from nonviewer, adhoc im
plementationto those that focused on KM elements, such as cultural as
pectsortechnicalapproaches,tothosethathadastrongcombinationof
people, process and technology for successful KM initiatives. This paper
presentstheresultsofthisanalysisprocess.Havingidentifiedvariousim
plementationtechniquesandinitiativesfromarangeoforganisations,fur
ther case research was conducted to obtain deep, qualitative analysis of
KM implementation processes. A total of six organisations were selected
formultilevelanalysis,gainingindepthviewsofstrategicandoperational
KMfromarangeofemployees.ThispaperpresentsthefindingsofthisKM
in Action approach. Qualitative findings are applied to support current
literature; anecdotal quotations provide insight into the views of those
involvedintheKMimplementationjourney.

89

Keywords: knowledge management, empirical investigation, action re

search,UKorganizations

HumanResourcesManagementRoleinKnowledge
ManagementaStructuralModel
SamuelMonteiro1andLeonorCardoso2
1
UniversityofBeiraInterior,Covilh,Portugal
2
UniversityofCoimbra,Coimbra,Portugal
Abstract:KnowledgeManagement(KM)issometimesregardedasifitwas
technicallyandpoliticallyneutralwithregardtopreexistingmanagement
processes (of work and workers) and its underlying assumptions. The
presentpaperfocusesonthehumanresourcesmanagement(HRM)analy
sis as an influent factor for KM implementation. The paper focuses the
studyoforganizationalknowledgeandits(conceptualandoperative)non
independence over (the nature of the assumptions of) the organizational
processes application of HRM, in particular, those related to training and
compensation.Itaimstounderstandtheapplicationandrepresentationof
theseprocessesandtoexpandtheintelligibilityofitsdynamicsofconflu
enceandinfluenceinorganizationsofatraditionalindustrialactivitysector
inPortugal,intheknowledgeera.Multivariatestatisticalanalysiswasim
plemented in a sample of 55 industrial companies and a total of 1364
questionnaireswerecollected.Specifically,thestructuralequationmodel
lingwasusedtotestandanalysethevalidityofatheoreticalmodel,asa
whole,inwhichtheassumptionsofspecificprocessesofHRMarerelated
totheprocessesofKM.Thepaperfocusesthespecificationandidentifica
tion procedures of a structural model. This model will be analysed in its
structural component, which specifies the hypothesized causal structure
establishedbetweenlatentvariables,andalsointhemeasurecomponent,
thatspecifytherelationshipbetweenobservedvariablesorindicatorsand
latent variables. The evaluation of the structural model strengthened the
ideathatimplementationoftrainingandcompensationoutlook,initsfaci
litativeassumptions,directlyaffectthemanagementofknowledge,but,in
particular,seemtobepositivelyassociatedwiththecreationofanorgani
zational environment, culturally oriented for the enhancement of know
ledge,whichinfluencespositivelyformalpractices,strategicprocessesand
also informal processes of social and discursive management of know
ledge. The paper describes methods of parameter estimation, sets fit in

90

dices, presenting estimated coefficients and their significance test, inter

preting and presenting the adjustment rates of the hypothesized model,
based on the deepening of knowledge management conditioning factors
theoreticalframework.
Keywords: knowledge management, human resources management,
structuralequationmodel

OrganizationalKnowledgeManagementtoIncrease
Productivity
ArturoMoraSoto1,MariaIsabelSanchezSegura1,AlejandroRuizRobles2
andFuensantaMedinaDominguez1
1
CarlosIIIUniversityofMadrid,Spain
2
UniversityofPiura,Peru
Abstract:InthispaperauthorspresentanOrganizationalKnowledgeMan
agementCapabilityModelasaproposaltohelporganizationstomanage
their tacit and explicit knowledge and to offer a mechanism to align a
knowledge management initiative with their productivity business goals
and to monitor how organizational knowledge is fostering goals achieve
ment.
Keywords: organizational knowledge management, organizational know
ledge and intellectual capital alignment, organizational knowledge man
agementassessment

TheConditions,MotivesandMethodsofSharingKnowledge
WiththeParticipationofkeyPersonnelinEnterprises
MieczysawMorawski
FacultyofEconomics,ManagementandTourismDepartmentofBusiness
Administration,WroclawUniversityofEconomics,Poland
Abstract:Thefundamentalproblemistheoreticalresearchandapplication
verificationconditions,motivesandmethodstoencouragekeyemployees
ofcompanieswithuniquepowersanddeterminingthecompany'scompet
itiveposition,tocommunicatetheknowledgeoflowskilledworkers,such
as newly recruited adepts. Key personnel are a topclass professionals.

91

Theyincludemanagers,seniorexecutivesandleadingspecialistscompany,
Featuringuniqueknowledgeandcapabilities.Keypersonnelintheorgani
zationoftendonothaveanyreasontobegeneroustoshareknowledge.In
a highly competitive economy, and this is after the knowledge economy,
having a unique and at the same time important for the company is the
source of exclusive competence of the organizational position. Their cur
rentknowledgeisknowledgeofanadvanced,innovative,anduniqueand,
therefore, is always very personal. Its rich and varied resources are long
term effects of the learning process. Promoting knowledge sharing, in
whichthefocuswillbekeypersonnelrequireacomprehensiveapproach.
In the set of possible actions you need to put those that are focused on
issues related to: organization of the work environment, incentives, and
principlesofcareerdevelopmentincludingcareervision.Theprimaryob
jective of this paper is to present knowledge sharing between key em
ployeesandotheremployeesinthePolishservicecompanies.Theauthor
presentstheresultsofresearchbasedonquestionnairesurveysofasam
pleofthetargetofseveraldozencompanies.Basedontheresultswillbe
presented on the application form to motivate key employees to share
knowledge.
Keywords: key employee, the processes of knowledge sharing, motivate
keyemployee,humancapital,tourismenterprises

AStructuralEquationModelforPerformanceinUniversities
BasedonKnowledgeManagement
FattahNazem
DepartmentofEducation,RoudehenBranch,IslamicAzadUniversity,
Roudehen,Iran
Abstract: The purpose of the present study was to provide a structural
modelforperformanceinuniversitiesbasedonknowledgemanagement.
ThepopulationoftheresearchincludedallemployeesofIslamicAzadUni
versity (IAU) in Iran. 1906 employees were selected using stratified and
cluster random sampling method. The research instruments were two
questionnaireswhichwereadministeredin89IAUbranchesandeducation
centers:Aresearchermadequestionnaireforperformancewhichwascon
structedbasedontheHerseyandGoldsmiths'(1980)theorywith48items
(=0.87)andSallisandJoness(2002)KnowledgeManagementQuestion
nairewhichconsistedof42itemswithCronbachAlphaof0.97.Theresults
92

ofpathanalysisusingLISRELsoftwareindicatedthatdimensionsofknow
ledgemanagementhadadirecteffectonperformancewiththeindicesof
0.72. The model also showed that the factor of learning organization in
knowledgemanagementhadthehighestdirecteffectonthefactorofin
centive in performance. It was also concluded that the proposed model
showedfullfit.
Keywords: performance, knowledge management, structural model, uni
versities

AStructuralEquationModelofKnowledgeManagementfor
EmpowermentinUniversities
FattahNazem
DepartmentofEducation,RoudehenBranch,IslamicAzadUniversity,
Roudehen,Iran
Abstract: The purpose of the present study was to provide a structural
equationmodelofknowledgemanagementforempowermentinuniversi
ties.ThepopulationoftheresearchincludedallemployeesofIslamicAzad
University(IAU)inIran.1906employeeswereselectedusingstratifiedand
cluster random sampling method. The research instruments were two
questionnaireswhichwereadministeredin89IAUbranchesandeducation
centers:Spreitzers(1995)empowermentquestionnairewhichconsistedof
12 items with four underlying constructs of meaning, competence, self
determination, and impact and Cronbach Alpha of 0.84 ,and Sallis and
Joness (2002) knowledge management questionnaire which consisted of
42 items with ten underlying constructs of vision and mission, strategy,
organizational culture, intellectual capital, learning organization, leader
ship and management, teamwork and learning communities, sharing
knowledge, knowledge creation and digital sophistication with Cronbach
Alphaof0.97.TheresultsofpathanalysisusingLISRELsoftwareindicated
thatdimensionsofknowledgemanagementhadadirecteffectonempo
wermentwiththeindicesof0.53.Themodelalsoshowedthatthefactor
oflearningorganizationinknowledgemanagementhadthehighestdirect
effect on the factor of meaning in empowerment. It was also concluded
thattheproposedmodelshowedfullfit.
Keywords:knowledgemanagement,empowerment,universities

93

KnowledgeManagementandCustomerRelationship
ManagementforAccountingServicesCompanies
MirelaElenaNichita,MarcelVulpoiandGeorgianaToader
AcademyofEconomicStudies,Bucharest,Romania
Abstract: By combining the abilities to respond directly to customer re
quests andtoprovide the customer with a highly interactive, customized
experience, companies have a greater ability today to establish, nurture,
and sustain longterm customer relationships than ever before. The ulti
mate goal is to transform these relationships into greater profitability by
increasingrepeatpurchaseratesandreducingcustomeracquisitioncosts.
Customer Relationship Management (CRM) has a significant potential to
leverage an organizations performance, but it does not come without a
clearsenseofdestinationandtypicallywithoutpain.Successrequireslea
dership,honesty,andpragmatism.Atitscore,CRMisasimple,intuitively
appealingconcept:attractnewcustomers,knowthemwell,givethemout
standing service, and anticipate their wants and needs. When companies
do these things well, increased revenues and profits are likely to follow.
ButCRMmeansdifferentthingstodifferentpeople,anditsbeingimple
mentedindifferentways.Tosomecompanies,CRMmeanscreatingoffers
tocustomersbasedontheirpastbehavioursanddemographiccharacteris
tics. To others, it means giving service representatives information about
customerprofitabilityandhowcustomersgenerateprofits.Tostillothers,
itmeanschangingtheappearanceofaWebsitebasedoncustomerpro
filesandpreferenceinformation.Inthesametime,companieshaveinte
grated their customer relationship management (CRM) and knowledge
management(KM)effortsbecausetheyrealizethatKMplaysakeyrolein
CRMsuccess.Fortheresearchmethodologyweusethedatabaseofcus
tomersofaRomanianaccountingservicescompanyVulpoi&ToaderMan
agementSRL,whichisanimportantplayerinthismarket.Thegoalofour
paper is to find out the link between KM and CRM for this company and
howtheseinnovationscontributetoincreasethevalueofbusiness.
Keywords:knowledgemanagement(KM),customerrelationshipmanage
ment(CRM),accounting,profit,valueofbusiness

94

FacilitatorsandBarriersinLocalEmergencyKnowledge
Management:CommunitiesofPracticeinInterOrganizational
Partnerships
MartinNkosiNdlela
FacultyofBusinessAdministrationandManagement,HedmarkUniver
sityCollege,Norway
Abstract:Amarkedincreaseincrises,uncertaintiesandperceivedriskshas
impelled the government of Norway to reconsider its contingency plans
anddevolveitsemergencymanagementcapacitytolocalauthorities.Ithas
become imperative that any effective emergency management require
collaborativeeffortatthelocallevel,withmunicipalitiessharingstrategic
resources, including knowledge repositories. The municipalities lack of
necessary resources to provide emergency management services, as re
quired of them by law, compel them to seek ways of cooperation and
coordination with other municipalities in their proximity. Municipalities
havecometoarealizationthatefficiencyinanticipatingandhandlingcris
es is dependent on the way they collaborate with each other. To remain
preparedmunicipalitiesmustsharetheknowledgeneededtoplan,antic
ipate and handle emergencies. Participating municipalities are obliged to
establish knowledgesharing strategies in order to promote interactions
betweencrisismanagementpractitioners.Thispaperexaminestheemer
gence of communities of practice in a crisis management inter
organizationalpartnershipinacountyinNorway.Thepaperidentifiesfac
torsthatadvanceorinhibitknowledgesharingprocessinthispartnership.
Keywords: communities of practice, knowledge sharing, communication,
publicsector

WhatorWhomdoKnowledgeManagersManage?
HansErikNissen
DepartmentofInformatics,LundUniversity,Lund,Sweden
Abstract: Knowledgemanagement has a long history in the work place
enacted variously as apprenticeship, corporate libraries, and professional
training programs. As an academic topic, it first appeared after Nonakas

95

(1991)paper.Westernauthorsonknowledgemanagementgenerallytreat
knowledge and information as some kind of a commodity. Know
ledgeandinformationarethoughttobeacquiredandtransferredlike
othercommodities.Thepaperarguesthattheuseofverbshasvalueover
nouns.Itismoreusefultorefertoprocessesofbecomingmoreknowled
geableandbetterinformedthansimplyusethenounsforms.Thispapers
thesisis:aconsistentchangeofusingverbstorefertoprocesseswillopen
some new vistas in researchon knowledgemanagement. The paper will
alsodiscusswaystoconceiveoflearningandcommunicating.Inthesedis
cussionsitwillargueriskingamisleadingviewoncommunicatingbyusing
the nouns knowledge andinformation. The paper will further discuss
howthiswillavoidtheriskofdevelopingphlogistonliketheories.Thenthe
paperwillturntotwoapproachesofwhatitmeanstobecomemoreknow
ledgeableattheindividuallevel.Onewayisdirectandtheotherbyindi
rectexperience.Thelatteruseslanguage.Nextthepaperwilladdressthe
transitionfromindividuallearningtoinnovativecompanies.Thiswillstart
fromhowpeopleobserveandinteractastheylearnandhowthiscanbe
disseminatedandappliedwithincompanies.Inthiscontextthequestionof
What and whom do knowledgemanagers manage? will be taken up.
Knowledgemanagers generally will direct creativity by asking questions.
The paper will then reflect on Nonakas spiral of knowledge. Then the
paper will turn to problem formulation and solution. Next it will address
some supporting factors and obstacles to reflecting creatively, both for
individuals and companies. The paper will end with some conclusions in
whichitwillreviewnewvistasindicatedinthetext.
Keywords: autonomy, connotative language, data, distinguish, observer,
reorient

TheUnobtrusivewayofOrganisationalKnowledgeMapping
JosefNoika
UniversityofEconomics,Prague,CzechRepublic
Abstract:Implementingtherightexpertiselocationsystemcouldbecome
painforacompanyincaseasolutionisrequired,thatreflectswelltheac
tual state of knowledge of a company, allows the search for emerging
areasofknowledgeandatthesametimeitsmaintenancedoesnotrequire
hugeamountsofeffort.Thisarticlestartsbyadescriptionoffundamental
96

directions in expertise location, analyses their advantages and disadvan

tages. On the grounds of this analysis presents a new expertise location
technique that tries to avoid disadvantages of current expertise location
systemsbykeepingtheiradvantages.Thetechniqueisdesignedtorespect
theneedsofeffectiveknowledgemanagementwithinacompany,whose
mainassetsaretheiremployeesandtheirknowledgereflectedinunstruc
tureddocumentstheyproduceasapartoftheirdailywork.Describedex
pertiselocationtechniqueanalysesdocumentpublicationhistoryofcom
pany members and proposes various measures to asses and characterize
their knowledge. The software implementation of the expertise location
techniqueallowsitsdirectusage(asanexpertsearchengine)aswellasits
own evaluation (validity of search engine results). The efficiency of pro
posed measures on various types of document sources (project directo
ries/versioningrepositories/)isevaluatedbythepracticalevaluationme
thod introduced withinthearticle. The evaluation tookplace in theenvi
ronment of a middlesized software company allowing to see directly a
practical usability of the expertise location technique. The results of the
evaluationarepresentednotonlyinstatisticalform,butinaformofsug
gestions of how to implement the model on various document sources
withinthecompany.Thearticlesummarizesthekeyresultsofmydoctoral
research.
Keywords: knowledge management, knowledge search, knowledge map
ping,expertiselocation,dynamicsofknowledge,publishinghistoryexplo
ration

TheNeedforaRobustKnowledgeAssessmentFramework
JamieOBrien
St.NorbertCollege,DePere,USA
Abstract:Theprimaryaimofthispaperistohighlighttheneedforarobust
Knowledge Assessment Framework (KAF). The need for a case study ap
proachalsowillbehighlighted.ThedevelopmentofaKAFisimportantfor
organisationsforthreereasons.Firstly,theuseofknowledgeassessment
allowsfirmstopinpointknowledgegaps.Secondly,itallowsfirmstoman
ageknowledgemoreeffectively.Thirdly,itgivesorganisationsadiagnostic
toolwithwhichtogaugetheirknowledgebase.Theeffectivemanagement
ofknowledgecanbeconsideredacompetencythatenablesagreaterlevel
97

of service to be extracted from other resources within the organisation.

Theresultsofthisstudyhighlightseveralpointsfororganisationsinterest
ed in understanding their knowledge base. The analysis moved beyond
simplylookingattheframeworkitselfandofferssomeinterestinginsights.
Keywords: knowledge, knowledge management, assessment framework,
casestudy

ExploringComplexityintheRelationshipBetween
EntrepreneurialKnowledgeExplorationandExploitation:
IndividualAssignedPatentsinIreland,19762009
MarieOConnor1andNolaHewittDundas2
1
SchoolofEconomics,UniversityCollegeCork,Ireland
2
QueensUniversityManagementSchool,QueensUniversityBelfast,UK
Abstract:Evidenceforapositiverelationshipbetweeninvestmentinknow
ledge creation and performance is welldocumented for nations (Guellec
andvanPottlesberghe2004)andfororganisations(DamanpourandEvan
1984). Less well researched is the role of individuals in the innovation
process specifically the knowledge generation and commercialization
process. Studies incorporating individuals, have typically positioned them
as a distinct tier in knowledge flows, comprising individuals, groups and
organisations (Kamhawi 2010). However, implicit to these studies is the
assumption that individuals are embedded in organisations. In this paper
we examine a largely neglected area of knowledge creation, namely pa
tents that are both invented and assigned to individuals. These patents
tend to be excluded from studies of knowledge creation as the organisa
tionalcontextisambiguousandthereforeitisvirtuallyimpossibletointe
grate this information with other data sources on business activity and
performance.Yet,asisthecaseinIreland,patentscreatedbyandassigned
toindividualsaccountforasignificantproportionoftotalpatents(c.10per
cent). This knowledge represents substantial novel technology with the
potentialtobeexploitedcommercially.However,intheabsenceofanap
propriate environment for the exploitation of the technology, the return
onthetechnologymaybelost.Basedonasurveyofallindividualsbeing
awardedaEuropeanand/orUSpatentbetween1976and2009,amount
ing to 666 patents, the paper analyses the individual and organisational
context of patents that are invented and assigned to individuals as op
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posedtoprivateorpublicsectororganisations.Weexploretheextentto
which individual patents are commercialised and the various routes to
commercialization taken, including intrapreneurship and licensing. Our
findings contribute to the literature on entrepreneurial learning and the
relationshipbetweenexplorationandexploitationbothwithinandacross
organisational boundaries. Our results are of interest to policy makers in
identifyingtheextenttowhichnoveltechnologycreatedbyandassigned
toindividualsis,orisnot,exploitedandtherelationshipbetweentheenvi
ronmentforknowledgeexplorationandsubsequentexploitation.
Keywords:patent,independentinventor,exploration,exploitation

KnowledgeManagementintheFashionIndustry
SabinaOlaru1,PyerinaCarmenGhituleasa1andEmiliaFilipescu2
1
NationalR&DInstituteforTextilesandLeather,Bucharest,Romania
2
FacultyofTextile,LeatherandIndustrialManagement,GheorgheAsachi
TechnicalUniversity,Iasi,Romania
Abstract: Traditionally the most important center of the fashion culture
and fashion industry is Europe. Of the five globally recognized centers of
fashionintheworld(Paris,London,Milan,NewYorkandTokyo),threeare
locatedinEurope.Underthesituationofeconomicglobalization,thelead
ing position of Europe in fashion culture and fashion industry has been
attenuated because of quick transmission of new designs and fashion in
formationonInternet,diversificationofconsumersneedsandsignificant
relocation of its manufacturing to lowwages countries. In order to en
hance the competitiveness, European textile and fashion companies
shouldbecapableofdeliveringpersonalizedproductstoconsumerswithin
a very short time. Mass customization is then considered as a significant
strategyforthesecompanies.Moreover,asthetextileandfashionindustry
in Europe is dominated by small and mediumsized enterprises, they
strongly need an adequate circulation of knowledge across the entire
supply chain and along the different layers of organization (industry, re
searchandeducation).Eachlinkinthesupplychainandlayerhasitsown
specific expertise and relevance. The fashion industry has shifted from a
resourcebasedindustrytoaknowledgebasedindustry.Thisrequiresthe
educationproviderstodelivernewtrainingmethods,permittingstudents
and professionals to quickly master key technologies for designing and
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producing personalized products and fully make use of the knowledge in

theentiresupplychain.Anappropriateinformationtechnologybasedplat
formcanprovidenecessarysupporttoreachthisobjective.Thispaperex
aminestheknowledgemanagementinthefashionindustry.Ofalllevelsof
knowledge existing in the textile supply chain, fashion design represents
themostimportantaddedvalue.Thevalueoffashiondesignisabout70%
for important brands and 30% for the mass clothing. In this background,
improving the quality of training on fashion design towards customers
personalizedneedsandexplorationoftextileandfashionknowledgeofthe
entiresupplychainaresignificantfordevelopingasustainabletextileand
fashioneconomyinEuropeandpreservingEuropeanfashionreputationin
the world. Fashion designers attempt to designclotheswhich are func
tionalaswellasaestheticallypleasing.Thoughmostclothingwornforeve
ryday wear falls within a narrow range of conventional styles, unusual
garmentsareusuallysoughtforspecialoccasions,suchaseveningwearor
partydresses. Some clothes are made specifically for an individual, as in
the case ofhaute coutureorbespoke tailoring. Today, most clothing is
designedforthemassmarket,especiallycasualandeverydaywear.Know
ledge management within the fashion industry includes the way know
ledgeflowsinproductionnetworksandsupplychains,andthewayknow
ledge of fashion moves across geographical boarders. Within the fashion
industryitisnotnecessaryneitherpossibletopossessalltheattributesof
fashiondesignandcreativityinhouse,butratheritisimportantknowing
wheretoacquireitwithinthewiderfashionenvironment.
Keywords:knowledgemanagement,fashion,customization,CAD/CAM

CynefinforPractitioners:AvoidingDiagnosticandIntervention
FeedbackErrors
GaryOliver
TheUniversityOfSydney,Australia
Abstract: The Cynefin framework consists of five domains or zones for
sensemaking. Instead it has become a decision making tool whereby ac
tions and circumstances are categorised and intended decisions are
framedaroundthekindsofactionswhichareattachedtoeachdomain.In
somerespects,theattempttocommunicatethesalientaspectsoftheCy
nefinframeworkhasworkedagainstitbeingusedasadiagnostictooland
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the intervention has become paramount. The purpose of the paper is to

recapitulate the framework, then identify the common errors that have
been made using the framework and recommend some antidotes to the
mistakes.Theantidoteswillincludereemphasisingtheimportanceofmi
cronarratives (an account by a story teller of what happened and how
theymadesenseofit)bothinassessingthecurrentpositionaswellasin
evaluatinganyinterventions.Thisapproachisconsistentwiththegeneral
philosophicalpositionofdistinguishingbetweenwhatisthecaseandwhat
oughttobeaccomplished.ThephilosophicalworkoftheAustralianphilo
sopher John Anderson is used to underpin this argument. In considering
theerrorsmadewhentheCynefinframeworkisusedinacategoricalman
ner the approach is tentative since the use of the Cynefin framework is
usually undocumented and often unobserved by persons who would be
likelytochallengeitsuse.Itisnoteworthythatwhenoriginallypractised,
itsauthor,Snowdenplacedheavyemphasisontheproponentsbeingob
servedandbeingrotatedthroughtheirfacilitatorrole.Onetypeoferroris
theviewthatitispossibletoassemblealltherequiredknowledgebefore
the decision is made. Related to this, is that all this information is both
clearlyunderstoodbytheparticipantsandtheparticipantsunderstanditin
thesameway.Evenwhereitacceptsthattherearelimitstotheavailable
knowledgethroughthecontinueduncertaintyovereventsitassumesthat
themanifestationswillbeclearlydelineatedasfallingwithinadomain.It
also assumes that the required knowledge can be suitably codified such
that there will be general agreement over what it represents. The major
errorisavoidingexploringthedatacollected.TheCynefinframeworkcan
be used as a personal decision making tool and with groups. The initial
allocationtodomainsandregionsistentative,neveramodel.Inaddition,
progressiveevaluationcanbeinsufficientattentionsincetheoriginalform
oftheCynefinframeworkvisuallywithitsfoldbetweenunorderandorder
reminds the user that there are tipping points which can result in unex
pectedfailure.
Keywords: Cynefin, Dave Snowden, John Anderson, knowledge manage
ment,sensemaking

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OrganizationalLearningandCorporateReputation:Relations
andEffectsonFinancialPerformance
IsabelOlmedoCifuentesandInocenciaMartnezLen
UniversidadPolitcnicadeCartagena,Cartagena,Spain
Abstract:Theaimofthispaperistodeterminetherelationshipamongtwo
intangibleassets.Specifically,westudiedtherelationshipbetweenorgani
zational learning and corporate reputation because both have similar
properties which suggest the existence of a strong positive association.
Organizationallearningisacriticalinfrastructurethatsupportsthestrategy
formulation and implementation systems of a company where corporate
reputation is a key element, relying on the perceptions of stakeholders
aboutthebehaviourofthecompany.Consequently,organizationallearn
ing has a positive effect on corporate reputation. An empirical study was
donefor the Spanishaccounting audit firm in 2010, because professional
servicefirmsseemtobemoresensitivetoorganizationallearningandcor
porate reputation, and to the attitude of employees (mainly managers).
Auditingisalabourintensiveservice,wherethemanagersandemployees
are important actors in the interaction with customers and, therefore, in
the development of organizational learning and the configuration of the
firmscorporatereputation.Thispaperalsoanalyzestheinfluenceoforga
nizational learning and corporate reputation on financial performance,
becausebothareintangibleassetsthroughwhichfirmscanachievecom
petitiveadvantage.Subsequently,aregressionanalysisconfirmsthatorga
nizationallearningactivitieshaveapositiveandsignificanteffectonsome
dimensionsofcorporatereputation,differentiatingitsmajorinfluenceon
internaland/orexternaldimensions.Aswellasthis,thedirectandindirect
effects among organizational learning, corporate reputation and financial
performanceofthefirmaretestedthroughastructuralequationsmodel.
The results exhibit the positive and direct influence of corporate reputa
tiononfinancialperformanceandthepositiveandindirecteffect(through
corporate reputation) of organizational learning on that firms results.
Therefore,thisstudyservesasanimportantcontributiontotheliterature
byexaminingandidentifyingthepositiverelationbetweenorganizational
learning activities and corporate reputation, testing their direct and indi
recteffectonbusinessresults,inparticularonfinancialperformance.

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Keywords:organizationallearningactivities,corporatereputation,internal
andexternaldimensionsofcorporatereputation,financialperformance

LessonsLearnedfromKnowledgeManagementFailureFactors
AndrewOlogboandKhalilNor
FacultyofManagementandHumanResourceDevelopment,Universiti
TeknologiMalaysia(UTM),Johor,Malaysia
Abstract: The importance of managing organizational knowledge for sus
tainable competitive advantage has gained much recognition in manage
ment and knowledge management literature and these have made con
temporary organisations to be aware that the most important asset of
everyorganizationisitsorganizationalknowledgewhichisembeddedinits
people.Therefore,thejudiciousmanagementofitwillcreatecorecompe
tencies, greater performance and advantage for the organization over its
competitors in the business environment. But is knowledge management
allaboutsuccessstories?Infact,thereareevidencesthatagreatnumber
ofknowledgemanagementprojectsendupunsuccessful.Knowledgeman
agement scholars are mostly interested in the success stories of KM im
plementationandprocessesbutinpractice,KMfailstosometimesjustify
the return on investment. While many KM scholars agree that organiza
tionallearningisanessentialpartofknowledgemanagement,itisthere
foreimportanttoemphasizethatcriticalorganizationlearningcomesfrom
lessons learned from failures. In the process of Knowledge Management,
theselessonslearnedfromfailureshelpanorganizationtocreateitsknow
ledgeandavoidreinventingthewheel.Therefore,learningfromprevious
KM failures is important for any organization that strives to manage its
knowledge. This paper is aimed to explain some of the key points of the
lessonslearnedfromKMfailures.ThepaperexplainswhyKMfailuresfac
torsshouldbeexaminedwithkeeninterestofhelpingKMpractitionersto
learnfromKMfailuresandavoidreinventingthewheel.Thereviewofre
levantliterature,reportsandarticleshavebeenstudiedwiththepurpose
of understanding the reasons for KM failures and the failure factors. No
doubt,thispapercontributesimmenselytoexistingbodyofknowledgeon
KMfailuresandwillhelpKMmanagersandpractitionerstoavoidmaking
thesamemistakewhileimplementingKMintheirorganization.

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Keywords: knowledge management, organizational knowledge, lessons

learned,KMfailurefactors

DecisionMakingMethodologytoSupporttheProject
ImplementationofKnowledgeManagementinBusiness
JosAlfredoVsquezPaniaguaandJennyMartnezCrespo
UniversidadEafit,Colombia
Abstract:Normallythedecisiontoimplementinvestmentprojectsincom
panieshasanorientationtowardagoal:prioritizationoftechnical/finan
cial (profit maximization or cost minimization), although there are other
importantobjectivesforthecompany.Inthiscase,itisassumedthatthe
otherobjectivesareimpliedinthecentralobjective.Becauseofthis,objec
tives leading to nonprofitable goals are often underestimated (such as
managerial,coordinating, organizational, human,cultural,among others),
whichoftenleadstomistakesintheimplementationstageofprojects.In
Knowledge Management (KM) Projects something similar can occur since
important aspects can be ignored and this can help avoiding mistakes in
their execution. Thus, some authors believe that when it comes to deci
sionmakingprocesseswithdifferentobjectives,centralizedtoolsortech
niquesonasingletargetarenotthemostrelevant.Becauseofthis,since
the nineteen seventies, decisionmaking tools under multi objective or
multicriteriaapproachhavebeendeveloped.Thesetoolsallowabroader
and comprehensive decisionmaking process in companies. In this sense,
this paper proposes a methodology for guiding multi criteria decision
making processes to support the implementation of KM projects in com
panies. The method considers the stages of a decisionmaking process,
besides the usage of multi objective analysis techniques. The proposed
methodologygivesacomprehensiveviewofdecisionmaking,usingqualit
ativeandquantitativetoolstosupporttheimplementationofKMprojects
incompanies.Theproposalstemsfromareflexivequalitativeresearchon
theprocessesofimplementationofKMinColombiancompanies.
Keywords: decision making, projects, knowledge management, multi
objectiveanalysis

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PuttingKnowledgeManagementtoWork:Modelingand
OperationalizingtheRelationshipBetweenKnowledgeTransfer
andInternationalProjectSuccess
ArthurPantelides
SumitomoDriveTechnologies,ChesapeakeVirginia,USA
Abstract:Withglobalizationfirmlyentrenchedintovirtuallyeveryfacetof
oursociety,whetherconsumer,industrial,financial,orevensocial,thereis
an emerging need to understand the processes, systems, and organiza
tionalmechanismsthatcontributetothesuccess,orlackthereof,ofinter
nationalprojectsmanagedbyinternationalteams.Atthecoreofsuchin
ternational company systems and teams is the notion that correct global
knowledgetransferneedstotakeplacesothattheprobabilityofsuccess
of these projects and teams can be optimized; thus benefiting all stake
holders whether customers, suppliercompanies, or employees of both
customer and supplier companies. This is a fundamental relationship of
deliveringvaluethrutheknowledgetransferstructureofaninternational
organization and, additionally, understanding to what level knowledge
managementand transfer is effective in that organization. This paper ex
pandsuponpreviousresearchbytheauthorintheinvestigation,identifica
tion, and analysis of factors and attributes associated with success of in
ternationalprojectsandtherelationshipofthesefactorstoainternational
corporationsglobalknowledgetransferstructure.Aquantitativemodelof
the Knowledge Transfer / Project Success Relationship was established
using a comprehensive, multilingual (English, German, Italian, Japanese)
surveytargetinginternationalindustrialmachinerycompaniesintheU.S.,
Europe, and Japan. The datagathering process successfully provided a
responserateof41%withdatafrom69internationalcompanies.Theprac
tical benefit of the established model is its utilization of a specifically
definedsetofattributesandrelationshipsthatcanbeusedinsimulations
andultimatelyforsettingupoptimizedknowledgetransferchannelswithin
variousoperationsofanyinternationalcompanywithinourscopecovering
industrial machinery in the U.S., Europe, and Japan. These channels can
enabletheoperationsofthesecompaniestobebetterequippedinmanag
ing larger scale international projects which require optimal information
flowcriticaltoprojectandbusinesssuccess.Furthermore,ourresearchcan
beusedbyinternationalindustrialmachinerycompanieswhoareconsider
ingestablishingoperationsintheU.S.,Europe,Japan,andeventherestof
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Asiadependingontheculturalproximityofcertainattributesdescribedin
our work. In an attempt to establish a greater utility of the theory pro
posed,thepaperwillfurtherpresentthepracticaloperationalizationofthe
quantitativemodelintoasoftwarebaseddecisiontoolprogramwhichcan
contributetoimproveddecisionmakingcapabilitiesbyvariousindividuals
inanorganizationfromknowledgeworkerstoprojectmanagers.Thisdeci
siontoolsoftwarewillbegraphicallybasedandwillprovideacomprehen
sive framework from which key indicators such as probability of project
success, knowledge transfer index, and others, can be utilized in global
projects.
Keywords: knowledge management, knowledge transfer, project man
agementsuccess,corporateculture,decisiontool

PsychologicalContractandKnowledgeManagementMediated
byCulturalDynamics
VishalParikhandJohnWalton
SheffieldHallamUniversity,Sheffield,UK
Abstract:Contactcentresrepresentscriticalcomponentinthevaluechain
throughtheirdifferentiatingroleinservicedelivery.Thevitalityisassessed
in terms of performance and global service quality that is brought into
sharpfocusifthecentreisoutsourcedbecauseoftheimpactofthestra
tegicbehaviouroftheprincipalanditsrelationwithitsagents.Theassoci
ationofemployeeswiththebrandinoutsourcedoperationisnotaseffec
tiveasincaptiveoperationspartlybecausecommunicationsfromprincipal
to agent are attenuated. Emotional connectivity, diagnostic skill set, re
quirementgathering,andknowledgearesomeofthemostsensitivequali
ties required in agents working in the contact centres. These characteris
ticsdifferinaninhouseandoutsourcedoperationwhichfurtherreflects
the psychological contract between service providers and employees. In
addition,theemployeesareunlikelytoachieveanyrewardsandareuna
bletoofferanycommitmentstothecustomerinanoutsourcedoperation
becauseofcostobviousreasonsandhence,thepsychologicalcontractis
breached.Oneoftheconsequencesofthisbreachisonknowledgeman
agement.Theknowledgeofanemployeeregardingtheproductsandser
vices attrite with that employees attrition. Employees then have little
interest towards customer service and organizational welfare, which im
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pacts on the customer centric goals of the principal. We argue that the
psychological contract between the employer and an employee has posi
tive influence on Knowledge Diffusion, which further contributes to the
overall organizational effectiveness. This paper aims to investigate, as a
pilotstudy,theelementsoforganisationalcultureandsecondlyitsrolein
the diffusion of knowledge in contact centres, inhouse and outsourced.
We demonstrate how by deploying a blend of qualitative methods, it is
possibletoperceivetheeffectofeachelementoftheculturalwebondif
fusion.FinallyweproposeahypothesisoftherolethatPowerDistancecan
play,asaproxyforthePsychologicalContracttoleverageknowledgediffu
sion.
Keywords: knowledge diffusion, powerdistance, contact centres, cultural
web,forcefield,psychologicalcontract

GlobalSocialKnowledgeManagement:TheFutureof
KnowledgeManagementAcrossBorders?
JanPawlowskiandHenriPirkkalainen
UniversityofJyvskyl,Jyvskyl,Finland
Abstract: Web 2.0 and Social Software revolutionize the knowledge ex
changewithinandbetweenorganizations.Thisisoneoftheclaimsconsul
tantsandsoftwarevendorsinthefieldhavemade.Buthavethepromises
beenkeptandhasevidencebeenachievedsofar,inparticularforknow
ledgemanagementingloballydistributedsettings?Asastartingpoint,our
paper introduces the field of Global Social Knowledge Management
(GSKM).Weseethisareaasoneofthemainresearchareaforfuturere
searchintheKnowledgeManagementdomainleadingtochangingpractic
es in organizations. A variety of social software applications have already
been seen promising and incorporated into the context of knowledge
management(Avram2006;ZhengandZheng2010;Levy2009).Interand
intraorganizational microblogs (Zhao & Rosson 2009), social networks
(DiMiccoetal,2008)ororganizationalwikis(Levy2009)arejustsomeex
amplesforpotentialapplications.Onemainassumptionisthatsocialsoft
ware could bridge the traditional gap between human and technology
orientation(Avram2006;Fiedler&Welpe2011).However,thereissofar
onlyanecdotalevidencehowtheseapplicationsworkincomplex,globally
distributedorganizationalsettings.Weseesomeinitialindicationsthatthe
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field is very promising but it is highly necessary to perform more coordi

nated research. Within this paper, we present the key issues for GSKM.
Oneofthemostimportantissueisthechoiceoftoolsaccordingtogoals
andprocesses.Tosupportanadequatechoice,weprovideamappingbe
tween Social Software, key barriers and knowledge activities. The main
research domains related to GSKM areSocial Softwareand Global Know
ledgeManagement.Wepresentabriefreviewofstateoftheartresearch
forthesedomainsandfocusindetailonSocialSoftwaresupportedknow
ledgeactivities.WeelaborateonthekeybarriersforGSKMthataffectthe
usageandadoptionofSocialSoftwareinKMactivities.Asoneofthefirst
efforts of mapping Social Software to KM, we present a Social Software
framework,mappingthemajorbarrierstotoolsandKMactivities.Wesee
thismappingasacrucialsteptowardsfindingtherighttoolsfororganiza
tions purposes. With this framework, we emphasize the need to analyze
the implications of the global (cultural) influences to the existing and
emerging Social Softwaresupported knowledge activities and processes.
Thepaperisastartingpointfordiscourseonthispromisingfield,outlining
theresearchfieldofgloballydistributedSocialSoftwaresupportedKnow
ledge Management and discussing current research efforts on the main
components. By this paper we intend to contribute towards a research
agendaforGlobalSocialKnowledgeManagement.
Keywords: global social knowledge management, social software, know
ledge management, distributed teamwork, internationalization, cultural
influence

ManifestoforaStandardonKnowledgeExchangeinSocial
KnowledgeManagementEnvironments
RenPeinl1,StefanThalmann2,LarsHetmank3,PaulKruse3,IsabellaSee
ber2,JanPawlowski4,MarkusBick5,RonaldMaier2andEricSchoop3
1
HofUniversityofAppliedSciences,Hof,Germany
2
UniversityofInnsbruck,Innsbruck,Austria
3
TUDresden,Dresden,Germany
4
UniversityofJyvskyl,Jyvskyl,Finland
5
ESCPEuropeBerlin,Berlin,Germany
Abstract: Knowledge management (KM) instruments increasingly utilize
social software applications which provide an opportunity to connect hu
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man and technology orientation to improve knowledge activities. Social

systems,suchaswikis,microblogsororganizationalsocialnetworks,sup
portseveralknowledgepurposes,e.g.,tocreateanddevelopknowledge.
Even though knowing the context of knowledge creation is considered
beneficial for reusing and developing knowledge, it is currently not well
representedinsuchsystems.Sofar,thereisnostandardtoexchangein
formation between diverse systems. To address this gap, we introduce a
specification which allows for an activity streamoriented perspective on
knowledgetorepresentthecreationcontextofknowledgeaswellasthe
exchangeof information onknowledge activities between social systems.
OurapproachisbasedonexistingstandardstocaptureinformationinKM
settings for the main entities knowledge activities, objects, context and
people. We suggest extensions to take on the challenge of representing
thevastvarietyofcontextresultingfromtheusageofmanydifferentkinds
of(social)softwareandservices.
Keywords: activity stream, knowledge activity, knowledge process, social
software

UnderstandingtheRoleofTrustinVirtualCommunitiesof
Practice:PerspectivesFromMembersandBusinesses
HangThuPho,NinaSaustrupandTorbenTambo
AUHerning,AarhusUniversity,Herning,Denmark
Abstract:Trusthasdifferentconnotationscharacterizedbyvariousaspects
such as sociology, psychology and economics. However, the focus of this
paper is on trust within virtual context in the field of digital information,
where trust reflects humancomputer interaction. Virtual communities
haveextendedthereachofourinteractionsbeyondthegeographicallimi
tations of traditional communities, forming new kinds of communities
basedonsharedpractice(Wenger2006).Onthisbasis,weemphasizetrust
in virtual communities of practice (VCoPs) where online groups exchange
information,knowledgeandexperience.Thispaperisqualitativebasedon
literature studies and employs a comparative methodology in studying
trust, trust perception and psychosocial relations to VCoPs. This paper
investigatesthreecasestudiesofvirtualcommunityproviders(VCPs)(Fa
cebook, LinkedIn and ExpertsExchange) grounded on trust taxonomy by
researcherspaststudies.FacebookandLinkedInareknownassocialnet
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working sites (SNSs) but they comprise different VCoPs while Experts
ExchangeisasolevirtualcommunityofpractitionersinIT.Firstly,thispa
per adopts the trust dimensions conceptualized by Usoro et al. (2006)
(competence, integrity and benevolence) and their findings that trust is
relatively related to knowledge sharing behavior in VCoPs. Secondly, this
paper advocates that trust creates users loyalty to the VCPs, leading to
increased business value. Finally, this paper suggests an overall model of
understandingwheretrustfacilitatesknowledgesharingamongmembers
and increases business value for VCPs. This model presents the links
amongsttrust,knowledgesharing,loyaltyandbusinessvalueintheVCoP
setting. This paper suggests extending from the personal outcome of vir
tual communities to the relation of the professional aspect of VCoP to a
business perspective. A model presented extends the individualized trust
dimensionsintoabusinessdimensionsupportingmotivationstotransform
VCoPsintopotentialbusinessmodels,valuecreationandprofessionalized
credibility. Trust, loyalty and willingness to spend time for members of
VCoPsishighlyinterestingrelatedtopersonalmotives.Thispapercontri
butes to the discussion and future perspectives of the interrelation be
tweenthepersonallevel,thecommunitylevelandbusinesswherebusi
nessistheunderlyingandimpliedsponsoringofVCoP.
Keywords:communitiesofpractice,onlinecommunities,socialnetworking
sites,trust,loyalty,knowledgesharing,businessvalue

TheImpactofRelationshipMarketingontheDevelopmentof
theIntellectualCapitalofaCompany
NicolaeAl.PopandCorinaPelau
AcademyofEconomicStudiesBucharest,Romania
Abstract:Theintellectualcapitalofacompanyhasthreecomponents:the
humancapital,thestructuralcapitalandtherelationalcapital.Theobjec
tiveofthisarticleistodeterminetheroleandtheactionsoftherelation
shipmarketingonthedevelopmentoftheintellectualcapitalofacompa
ny,especiallyontherelationalcapital.Relationshipmarketingistheresult
ofaradicaltransformationofthemarketingvisioninacompany,bymov
ingthefocusofitsactivityintheidentification,keepinganddevelopment
ofgoodrelationshipswithallitsstakeholders.Theimplementationofthe
relationshipmarketingatacompanylevelimposesachangeofmentality
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atalldecisionlevels.Allthesechangesleadtothedevelopmentofthere
lational capital of a company, which has become in the contemporary
economy,oneofthemostimportantintangibleassetsofacompany.After
the conceptual clarification, based on a wide literature review, there is
presentedthemethodologicalbasisofaqualitative,explorativeresearch,
whichwasdonein12multinationalcompaniesinRomania.Themainob
jective of the research was the relation between the actions of the rela
tionshipmarketingandthedevelopmentoftherelationalcapitalofacom
pany. With the help of a conversation guide based on a in depth semi
conducted interview, there were tested eight hypotheses regarding the
way in which the managers of the Romanian companies understood the
roleandthepositionoftherelationshipmarketingintheincreaseofprof
itabilityforacompanyandforthedevelopmentoftherelationalcapitalof
anorganization.Theresults oftheresearchconfirmthefactthedecision
makersunderstoodtheroleoftheactionsoftherelationshipmarketingfor
theprofitabilityofacompany,buttheyseeonlypunctualconnectionsbe
tween these and the development of the relational capital. There are no
operational instruments for the connection of the relational capital and
knowledge management in the questioned companies. Based on the re
sults of the research, in the end of the article there are suggested some
directionsforactionforincreasingthevalueandimpactoftherelationship
marketing for the development of the relational capital of a company.
These directions focus on the development of a systemic thinking, based
onamediumandlongtermvisionofacompanyaswellasthecreationof
an appropriate organizational frame which should keep and improve its
relational capital (data base of customers or other stakeholders, an effi
cientcustomerrelationshipmanagementandasupplierrelationshipman
agement,acomplaintandreclamationmanagementwhichshouldimprove
therelationshipwiththecustomer,aplatformwhichshouldstimulateand
gathernewinnovativeideas,resultsoftherelationwiththestakeholders
ofthecompany).
Keywords:intellectualcapital,relationalcapital,knowledgemanagement,
qualitativeexplorativeresearch,Romanianbusinessenvironment

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DependenceofResearchProductivityonTransactionCosts
EvgenyPopovandMaximVlasov
InstituteofEconomics,theUralBranchoftheRussianAcademyofSci
ences,Yekaterinburg,Russia
Abstract:Thepresentpaperprovidesanempiricalassessmentforthede
pendenceofacademicorganizationsproductivitymeasuredquantitatively
on the transaction expenses on scientific activity. The establishment of a
stableinstitutionalstructureisshowntoallowthetransactioncostminimi
zation,whichinturnbooststhepublicationactivityandacademicmobility
ofacademicinstitutionswhenspenttopromotescientificpublicationsand
participationofyoungresearchersinconferences.
Keywords: knowledge management, economy of knowledge, transaction
costs,economicinstitutions

ActionLearningandKnowledgeManagement
CtlinaRadu
AcademyofEconomicStudies,Bucharest,Romania
Abstract:Thispaperrelatesactionlearningandknowledgemanagement.
Areallycompetitiveuniversityshouldfocusonbothinformationandcapa
bilities and should permanently adapt to its students and to demands in
theworkmarket.Capabilitiesareclearlybetterdevelopedbyactionlearn
ing.This paper aims to emphasize the idea that action learning is better
also for acquiring knowledge. Although many ideas are very well unders
tood by simply reading a text or seeing a documentary, every process is
reallyfeltonlywhendoingthings.Mypaperaimstopresentthegen
eral benefits and potential risks of action learning, by having as a case
studyacourseofOperationsManagement.Iuseasasamplemystudents
fromtheFacultyofManagement(secondyearofstudy),intheBucharest
AcademyofEconomicStudies,Romania.Studentshavetomeetboththe
perspectiveoftraditionallearningandactionlearning.Studentshavepar
ticipatedinmanyprojectslookingassimplegames(i.e.theyhavetoorgan
izethemselvesinteamsinordertoproducesnowmenmassproduction
andteamsareverycompetitive).Debriefingisveryimportantandleadsto
a series of conclusions for each student that he/she keeps in mind for a
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longperiodoftimefromthenon.Themainmethodsusedforthispaper
are observation, data analysis of their results as part of the continuous
assessmentprocess,andaquestionnaireinwhichmystudentsgavevalua
blefeedback.Resultsconfirmthehypothesisthatactionlearningleadsto
deeperknowledgeoftheprocesses.Properworkingwithstudentsmeansa
goodbalancebetweenteamworkandindividualwork,betweentraditional
learningandactionlearning.Inordertodoso,themajorityofprofessors
shouldusemoreteamworkthantheypresentlydoand/oruseitdifferent
ly,withoutgivinguptoindividualwork.Theyshouldalsousemoreaction
learning and pay attention to the debriefing process. The implications
shouldbeseenalsoforstudentsandtheirfutureemployers.
Keywords: action learning, knowledge management, capabilities, team
work

StudentsKnowledgeManagementandUsesofWeb2.0
TechnologiesinHigherEducation:ComparativeStudyBetween
FourDifferentCountries(Canada,U.S.A,India,andSaudi
Arabia)
LilaRajabion1,SamirShah1,KumarashvariSubramaniam2andRezaAri
aeinejad3
1
FacultyofInformationSciencesandTechnologyPennStateUniversity,
MontAlto,USA
2
FacultyofInformationTechnologyPrinceMohammadUniversity,Saudi
Arabia
3
DegrooteSchoolofBusinessMcMasterUniversity,Hamilton,Ontario,
Canada
Abstract:Thispaperaimstohelpunderstandcollegestudentsperceptions
of Web2.0 technologies in four differentcountries and their practices of
personal knowledge management in higher education. This studycollects
the primary data through a sampling method. The questionnaire was
createdanddistributedstudentsinfourdifferentregions,locatedinUnit
ed States of America, Canada, Saudi Arabia and India. The population of
interest was randomly selected college students at different educational
level.ThegoalsaretoexaminehowcollegestudentsuseWeb2.0technol
ogiesformanagingknowledge.Thispilotstudydemonstratesthatthecol
legestudentshavebeenawareoftheimportanceoftheKMandtheWeb
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2.0 asa channel to acquire knowledge.Most respondents have indicated

thattheyuseWeb2.0toolstoshareknowledgewiththeirfriendsandfam
ily. Web 2.0 generates codified knowledge and enables collaboration
acrossdifferentteams.Studentshaveaccesstoalargepoolofinformation
onWeb2.0tools.WikiwebsitesarethemostusefulWebtoolsthatallow
users to create, modify or delete the content of websites. Students can
collaborateandshareknowledgewitheachotherthroughthesewebsites.
Knowledgemanagementmodelsuggeststhattherightkindofknowledge
must be given to the right kind of people through regular technology in
realtime.TheuseofWeb2.0toolsforknowledgemanagementpurposeis
affectedbythecultureofthesystem.Eachculturehasdifferentperspec
tives of knowledge sharing and collaborations. Several future research
directions are outlined. Future research such as comparative study be
tween students in U.S. higher education India, Canada and Saudi Arabia
higher education in broader range should be conducted. Our sample size
could be bigger such as 2000 students to get more accurate result. It is
interesting to see how college students in the U.S. would respond the
samesetofsurveyquestions.
Keywords: personal knowledge management, web 2.0, learning, higher
education,globalization,culturaldifferences

IdentifyingBarriersofKnowledgeSharinginMalaysianSmall
andMediumSizedEnterprises(SMEs)
AshkanRangamiztousi1andNeoTseKian2
1
UniversityTechnologyMalaysia,FacultyofManagementandHRD,Johur
Bahru,Malaysia
2
MultimediaUniversity,Facultyofcreativemultimedia,Cyberjaya,Ma
laysia
Abstract: The knowledgebased economy (keconomy) requires that all
employeesareknowledgeworkers.Forthat,employeesneedtocooperate
tosharetheirknowledgewiththeircolleaguesandpeers.Knowledgehas
become an important corporate asset in many organizations and nowa
days may be an organizations greatest competitive advantage. With the
emergenceofKnowledgeManagement,sharingknowledgeinanorganiza
tion has become more possible. Knowledge sharing cultivates a positive
environmentinanorganizationandsupportstheorganizationsgoalsand
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missions.Nevertheless,theknowledgesharingprocessesdoesnotseemto
be successful in many organizations. Some employees are not usually
aware of other colleagues skills and experiences. These scenarios show
that there are some barriers which block knowledge sharing among em
ployees. Many aspects of knowledge management (KM) have been sub
jected to significant study by KM researchers and companies from large
multinational companies (MNCs) to small and medium sized enterprises
(SMEs). This research focuses on Malaysian SMEs, as these have been
shown to be significant contributors in many economies. In a national
economy,SMEsplayaverycriticalrole(Johnston&Loader2003)andarea
keyfactorinitsdevelopment.Thisresearchexaminespotentialreasonsfor
resistancebytheknowledgeworkforcetothetransferofknowledgeinside
a company by examining individual, organizational and technological fac
tors. Barriers and challenges are revealed as the major obstacles to the
greater sharing of knowledge among Malaysian SMEs. The quantitative
studywithasurveyquestionnairewasconductedtoinvestigateobstacles
insidecompaniescausedbyinsufficientknowledgesharing(KS).Asample
of126employeesworkinginsmallandmediumsizedenterprisesinMalay
siawassurveyedtocollectthedataanalyzed.Thestudydemonstratesthat
there are many of obstacles to KS. In individual knowledge sharing the
mostsignificantbarriershavebeenshowntobetimeandeffort,followed
byreciprocity,thenlackoftrustandlastlyhierarchyandpositionbarriers
mosteffectiveonknowledgesharingbetweenemployees.Afterthese,the
most significant barriers were shown to be the structure of an organiza
tion, followed by extrinsic rewards, and then knowledge sharing training,
Andatlasttechnologicalknowledgesharingbarriersknownastechnology
bias, followed by the cost of technology were demonstrated to be the
mosteffectivebarrierstoknowledgesharingbetweenemployeesworking
insmallandmediumsizedenterprises.
Keywords: knowledge transfer, knowledge sharing, small and medium
sizedenterprises(SMEs),barriers,Malaysia

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LearningOrganizationsinEmergentEconomies
RuxandraRauliucandConstantinBratianu
AcademyofEconomicStudiesofBucharest,Romania
Abstract.Thepurposeofthispaperistopresentourresearchresultscon
cerning the way organizations in an emergent economy may become
learning organizations. According to Peter Senge, learning organizations
arethosethatareabletogobeyondadaptivelearningasaneedfortheir
survival. Learning organizations must be able to think and to create their
ownfuture.Theseorganizationsmusthaveavisionofwhattheywouldlike
tobecomeinadesirablefuture,andtheyshouldbeabletodevelopthose
strategic resources and dynamic capabilities necessary to generate a sus
tainablecompetitiveadvantage.Oneofthemostimportantdynamiccapa
bility is organizational learning that means the capacity to integrate indi
viduallearningofalltheemployeesintoanorganizationalprocessbyshar
ingthesamevisionandculturalvalues.Throughlearningwerecreateour
selves such that we meet our shared goals and the external business re
quirements.Sinceinemergingeconomiesthesecontextualfieldsofforces
becomemoreandmoreunpredictableandrapidlychanging,itisimportant
fororganizationstodeveloplearningcapabilities.Inthegeneralcontextof
globalization, achieving the competitive advantage on a given market
meansforanorganizationtohaveafastreactiontoexternalchangesand
learn how to influence the external environment itself. It is not so easy,
especiallyintheformerEuropeansocialistcountrieswherebeforethepo
liticalchangetherewasacentralizedandstatecontrolledeconomywith
outanyrealbusinesscompetition.However,thislatestartinthefreemar
keteconomycanbeovercomeonlythroughanaccelerateddevelopment
based on organizational capabilities of learning. Learning is not a simple
cyberneticprocesswithafeedbackmechanismlikeinengineeringsystems.
Itismuchmore,adynamicprocessbasedonthecapacityoftheorganiza
tiontorenewitselfthroughinnovationandchangingperformancesettings.
Our research has been designed in concordance with these above ideas,
andwedevelopedaquestionnaireaimingatidentifyingandevaluatingthe
keyfactorsneededforrealizationofanorganizationallearningandampli
fyingittotheleveloflearningorganization.Mainly,weareinterestedto
identifythefollowingthreeinternalfieldsofforces:(a)leadership;(b)or
ganizationallearningprocesses,and(c)asupportiveorganizationalculture.
Leadershipisimportanttodefineavisionandtocreatemotivationalme
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chanismsforallemployeestosharethatvisionandtoworkwithinitsgrav
ityforce.Organizationalmechanismscouldbespecifictodifferentfieldsof
businesses,buttheirpresenceisnecessary.Theyarebasedontheorgani
zationalknowledgedynamicsandteamwork.Organizationalcultureisim
portant to sustain all efforts of management and employees such that
there is a convergence toward a common goal. We delivered 1500 ques
tionnairestoagreatnumberofSMEsfromtheNorthEastregionofRoma
niaandwegotarateofresponseof45%.Weprocessedthesequestion
naires with a professional software SPSS. Conclusions show a growing
trendfortheseSMEstodevelopintolearningorganizations.
Keywords: learning organization, organizational learning, knowledge dy
namics,emergingeconomy

TheRoleofKnowledgeintheProcessofGrowthofItalian
Firms
AnnaMariaCostanzaRinaldi
DSSM,UniversityofBari,Italy
Abstract:Italianfirmsarehistoricallycharacterizedbytheirsmallsize.The
small dimension is often not only a starting point but also a condition of
existence itself, due to the harsh environment in which companies work.
Knowledgesharingtogetherwithstablecollaborativerelationshipsamong
firms can help to avoid the environmental constraints that Italian firms
usuallyhavetodealwith.Theaimofthepaperistoshowalsobymeans
ofacasestudyhowcollaborationbasedontrustandknowledgesharing
facilitate the Italian firms process of growth, even in the less developed
areasoftheCountry.
Keywords:hybridorganizations,knowledge,smallfirms

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ManagingKnowledgeNetworksforSportingEvents:Evidence
FromanItalianCase
AnnaRomiti1andDariaSarti2
1
DepartmentofPublicHealth,FacultyofMedicine,UniversityofFlor
ence,Florence,Italy
2
DepartmentofBusinessAdministration,FacultyofEconomics,Univer
sityofFlorence,Florence,Italy
Abstract: In recent years, the increased competition among tourist desti
nationstoattractresourceshasforcedpolicymakersandorganisationsto
identify new ways to distinguish themselves in the global marketplace.
Accordingtotheliteratureonsportstourism,sportsplayanimportantrole
indevelopingtourismincities,regionsandcountries.Sportstourismman
agementisoftencharacterisedbyalackofcoordinationamongparticipat
ing organisations, which tend to pursue individual strategies. This lack of
coordination limits the potential value for network stakeholders. Taking
ourcuefromthecurrentsportingeventsmanagementliterature,wesug
gest that the constructs of cognitive and social capital might offer an im
portant theoretical paradigm for understanding how sporting events can
contribute to the building of community networks, improve social rela
tions,nurturemutuallearningandknowledgecreationandpromoteshar
ing among participants in sports tourism management networks. Using a
stakeholder approach combined with a knowledge perspective and the
theory of interorganisational relationships and networks, this paper de
velopsaframeworkthroughwhichtoanalysesportingeventstakeholders
and to investigate the knowledge relationships inside networks with the
goalofcreatingvalueforthemandforthecommunityasawhole.Know
ledgebasedstudieshavefoundthatsocialnetworksallowforthecreation
andsharingofknowledge.Inthesportingeventsfield,thenetworkmem
bers play important social and economic roles in eventorganisation.Stu
dieshaveshownthatnetworkmemberscooperationcanimprovethecre
ationandsharingofknowledge.Thispapermakesuseofacasestudyanal
ysis to understand the success of network relations, knowledge creation
and sharing inside sporting events. Our findings show that cooperative
networkstrategiesareanimportantwaytomanagestakeholdersthrough
the facilitation of knowledge sharing. For the purposes of this paper, we
interviewedthestakeholdersofoneofthebiggestItaliansportingevents
aswellasthepresidentoftheboardoftheeventpromoter(EP),thatisthe
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focalorganisation(FO)insidethenetwork,andweposedquestionsabout
therelationshipsamongtheirorganisations.Fromapracticalperspective,
the results of this paper may provide support to sporting events organis
ers,privatefirmsinvolvedintourismandsportsandlocalgovernmentsto
bettermanagesportingevents.
Keywords: knowledge networks, social capital, stakeholders, sporting
events,sportstourism

BenchmarkingCompetitiveIntelligenceActivity
HelenRothberg1andScottErickson2
MaristCollege,Poughkeepsie,USA
2
IthacaCollege,Ithaca,USA

Abstract:Thispaperreportsonresultsdrawnfromacomprehensiveda
tabaseformedfrompublicfinancialreportsandaproprietarybenchmark
ingsurveyconductedbyamajorcompetitiveintelligenceconsultingfirm.
Ouroverallaimistoidentifydifferentcircumstancesinwhichknowledge
developmentandknowledgeprotectionhavegreaterorlesserimportance.
Verylittleworkhasbeendoneonaindustrywide(orwider)basisconcern
ing intellectual capital and/or competitive intelligence activities in firms
andhowthatmayvaryaccordingtocircumstances.Thewiderstudyand
databasearedesignedtobetteraddresssuchquestions.Inthisstudy,we
look at one piece of this overall research program, specifically how com
petitive intelligence activity varies in distinctive environments. Based on
theseresults,aspractitionersbetterunderstandtheirenvironments,they
canmakebetterdecisionsonthelevelandaggressivenessoftheirownCI
operations as well as on protection and counterintelligence efforts. The
results will also begin to move scholarly work in the field into these new
areasofmacrostudiesandstrategicchoices.
Keywords:competitiveintelligence,knowledgemanagement,competitive
capital

119

AnEmpiricalandTheoreticalStudyoftheRelevanceof
KnowledgeManagementinEnergyPowerGenerator
Organisations
LourdesSiz1,ngelManzanedo1,RobertoAlcalde1andMaraAlonso2
1
EscuelaPolitcnicaSuperior,UniversidaddeBurgos.C/FranciscodeVi
toria,Burgos,Spain
2
EscuelaTcnicaSuperiordeIngenieraIndustrial,UniversidadPolitcnica
deCartagena.C/DoctorFleming,Cartagena.Murcia,Spain
Abstract:TheenergysectorintheSpanisheconomyhassomequitespecif
icfeatureswhichjustifythedesignandapplicationofitsknowledgebased
managementmodels.Themostdistinguishingfeaturesoftheenergysec
tor is its close relationship with the industrialization of the country, its
strong strategic value or "spillover effects" on other industries, making it
oneofthefundamentalpillarsofitswelfarestate,anditstendencytofol
lowanoncompetitivemarketmodel,which,however,inrecenttimesis
substantially changing with the policies of privatization and liberalization
undertaken by the European Union. From an internal perspective, the
energy sector has tacit knowledge, organizational culture values, know
how,andtechnicalandorganizationalcapabilitiesthatareuniqueandnot
found in other sectors. Furthermore, within the sector is where one can
acquire, build, develop and improve, not only because of the required
yearsoftrainingandexperience,butalsobecauseofconditionsconducive
to learning. The creation,capitalization and sharing of this specific know
ledgeinvolvesthedesignofrobustandeffectiveknowledgemanagement
models for: identifying hidden knowledge and skills; the inventory of ex
perts;themostappropriatewithhold,capitalizationandassessmentme
thods;andthetransmissionofknowledgeandknowhowandtheselection
of who will receive the knowledge. Knowledge management also deter
mines the necessity for training and updating, particularly important are
those that arise every day in this sector, such as new regulatory require
ments,improvedtechnicalskillsorgreateroperatingexperience.Thecase
studied is a company from the energy sector, located in the province of
Burgos.Forthiswork,atotalof120tasks/functionshavebeenanalyzed,
identifying142skillsandcriticalknowledge,withcorrespondingattributes
and characteristics such as the level, the degree of difficulty of its imple
mentation,itsimpactonkeyaspectsofthecompany,howandwithwhoto
gettheresultoftheexecutionofeachtask,peoplewhoknowtheconse
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quences of their absence or methods and more effective transmission

times.Afterthisdiagnosis,inasecondphase,weinvestigatedtheconse
quencesofthestateofknowledgeinthecompany,whichhasbeenusedto
proposethenecessaryperformanceandoperationsfortheidentification,
withhold,protectionandcapitalizationofcriticalknowledgetotheconti
nuity, permanency and value creation of the studied company. This data
setiscompletedwiththedesignofanambitiousbutnecessarycommuni
cation policy, including the support and commitment of managers, the
adoption of culture and values aimed at recognizing the importance of
knowledge,concretegoals,languagewhichshouldbeadaptedtoandun
derstandable by workers, and multiple channels for the generation, en
hancementandtransferofknowledge.
Keywords: knowledge management, tacit knowledge, protect, perform,
withholdingofknowledge,energysector

TheInfluenceofTechnologySlackandTacitKnowledgeinthe
CapabilityofOrganizationalLearninginHospitalIntheHome
Units
PazSalmadorSnchez1,JuanGabrielCegarraNavarro2,GabrielCepeda
Carrin3andEvaMartnezCaro2
1
UniversidadAutnomadeMadrid,Spain
2
UniversidadPolitcnicadeCartagena,Spain
3
UniversidaddeSevilla,Spain
Abstract:Literaturehasstatedcontradictoryargumentsabouttheimpor
tance of tangible and intangible resources. Meanwhile knowledge litera
tureinsistsontheimportanceoftacitknowledge,moretraditionalinnova
tionliteratureandmanypractitionershavepreferredtobefocusedinthe
importanceofspecificandtangibleresourcesinorganizationallearningto
generate innovative processes. The second perspective particularly high
lights the abundance of technological resources because growing impor
tance of information technology. This study examines the relevance of
technology slack and tacit knowledge in the capability of organizational
learning through an empirical investigation of 54 doctors and 62 nurses
belongingto44HospitalintheHomeUnits(HHU).Ourresultsshowapos
itive relationship between technological slack and tacit knowledge and
betweentacitknowledgeandorganizationallearning;whilethedirectpath
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betweentechnologicalslackandorganizationallearningwasnotfoundto
besignificant.
Keywords:technologyslack,tacitknowledge,organizationallearning,hos
pitalinthehomeunits

CompetitiveIntelligenceandCoOpetitiveInfluenceNetworks:
TheCaseofHighTechnologyEuropeanSMEs
DavidSalvetat
LaRochelleBusinessSchoolCEREGE(France)
Lacam Management Science Groupe Sup de Co La Rochelle CEREGE
(France)
Abstract:Theinfluenceofthemanipulativeactionsofactorsandcontexts
inordertoremoveafavorablesituationisincreasinginfirms,regardlessof
size,sector,etc.Thisisseenasatooltobettercompetewithrivals.Actions
ofinfluenceperformedbyaCompetitiveIntelligence(CI)processarealso
designedtohandletheactions,intentionsanddecisionsofcustomersand
suppliersforcooperation.Whilecoopetitiverelationships(simultaneously
competitive and cooperative behaviours between rivals) are becoming
morenumerous,influenceisatoolforpromotingverticalcooperationand
exacerbating competition. CI plays a role in coordinator and facilitator
networks through the tool of influence. Could this influence also be in
tended to manipulate actions and contexts in order to drive rivals to the
adoptionofcoopetitivebehavior?
Keywords:influencestrategies,networks,competitiveintelligence,strate
gyofcoopetition

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IntellectualCapitalandKnowledgeManagementModels
WithinPublicHealthcareOrganizations
RamnSanguinoGalvn,AscensinBarrosoMartnezandDiegoGoenaga
Castro
UniversidaddeExtremadura,Badajoz,Spain
Abstract:Thecomponentsoftheneweconomyarethemarketglobaliza
tion,theinformationandcommunicationstechnologiesadvances,thenew
emergingindustries,andtherapidchangesontheconsumersdemand.In
thisline,wecansaythatcitizensareconstantlydemandingfromtheirgov
ernmentsbetterandfasterservices.Inthisscenariothepublichealthcare
organizations,suffertheconsequencesoflivinginachangingenvironment
that requires increasing doses of innovative capacity to respond to the
challengesofthisdynamicworld.Withinthisidea,therolethatplaysthe
KnowledgeManagementandtheIntellectualCapitalspracticesisessential
fortheseorganizationperformances.Therefore,awiseuseoftheseassets
willhaveapositiveimpactinthecitizenshealthandinthecommunitys
budget.Themainobjectiveofthispapercanbedividedintotwoparts:the
firstoneistoperformadetailedliteraturereviewoftheIntellectualCapi
tal and Knowledge Management models within the public sector, making
especialemphasesonmodelsbasedonpublichealthcareorganizations,in
order to identify main methodologies and categorize the most relevant
researchesinthisarea.Thesecondobjectiveistoproposeandtestatheo
retical model (customized) based on the most relevant literature per
formedonthepreviouspart,alongwithapreliminaryanalysisofthesec
torwiththeassistofthetopofficersoftheHealthCareServices.Themod
el at hand, will allow us to check the established relationships between
KnowledgeManagementandthehospitalsactivity.Todoso,amethodol
ogy to acquired Knowledge Management parameters from the organiza
tionneedstobedevelopedandimplementedinahealthcarecenter.Once
thedataiscollectedandanalyzed,wewilltesttherelationshipsamongthe
three established dimensions of the Intellectual Capital, (Human Capital,
StructuralCapitalandRelationalCapital),anditsimpactontheinstitutions
performanceindicators.Thedataisintendedtobecollectedbyconducting
a survey to the administrative, medical and directive staff of the hospital
and its objective is to assess the current state of Intellectual Capital and
KnowledgeManagementcomponentscontainedbytheorganization.Asa
byproduct,wepretendtoincreasethedegreeofimportanceofKnowledge
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Managementasaresourcetoachievesustainablecompetitivenessadvan
tageswithinthehealthcareorganizationsfield.Finally,westronglybelieve
that a good management of the Intellectual Capital and Knowledge Ma
nagementsresourcesinahealthcareorganizationpositivelyinfluencesthe
activityoftheinstitution.Paperrelevance:Theimportanceofourworkis
basedontheoriginalityof the models of IC andKM in the public health
careorganizations.WetrytodoacasestudydevelopingaPHDresearchin
theExtremaduraHealthcarePublicSector.Themodelissoinnovativeand
adjustedtotheobjectives.
Keywords:intellectualcapital,knowledgemanagement,publichealthcare,
literaturereviewmodels,significantrelationship

IntellectualCapitalandFinancialResults:ACaseStudy
HelenaSantosRodrigues1,GuiomarPereiraRodrigues2andDesireCran
field3
1
Dept. of Economics and Business Sciences, School of Technology and
Management,PolytechnicInstituteofVianadoCastelo,VianadoCastelo,
Portugal and CIEO Centre of Spatial Research and Organizations, Uni
versidadedoAlgarve,Portugal
2
Dept. of Economics and Business Sciences, School of Technology and
Management,PolytechnicInstituteofVianadoCastelo,VianadoCastelo,
Portugal
3
UniversityofSouthampton,Southampton,UK
Abstract: Knowledge has become the primary ingredient of a companys
performance and its competitive advantage. Knowledge assets therefore,
andthepotentialofwhatitrepresents,hasbecomeanincreasingconcern
for companies, and as a consequence, the concept of Intellectual Capital
arises.Ifacompanyaimstosucceedatdevelopingitscompetitiveadvan
tage,knowledgeassetsshouldbeconsideredanimportantresourceasitis
therawmaterialfromwhichfinancialresultsareobtained.ThisCaseStudy
aims to determine whether Intellectual Capital is presented and valuated
inasmallcompanyworkinginthelogisticssector,andifithasanimpact
on the financial performance. The Case Study utilises a pragmatic and
unique,holisticandexploratoryapproach.Datacollectionwascarriedout
mainlythroughinterviewsandobservationcentredontheIntellectualCap
italelements(HumanCapital,StructuralCapitalandRelationalCapital)and
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on the financial performance, conductedon two elements from different

levelsofauthorityandresponsibilitywithinthecompany,adirectorandan
operation employee. A Likert scale of 5 points was used, and the study
concludedthatbothparticipantsinterviewed,sharedasimilarviewofIn
tellectualCapitalandfinancialperformance.Itwasalsoconcludedthatthe
companyevaluatedIntellectualCapital,ingeneral,andthedifferentcapi
talsinparticular,asfollows:1)IntermsoftheHumanCapitalelement,the
employeesformationandtraining,skills,teamwork,internalrelationsand
knowledge share was valuated; 2) In terms of the Structural Capital ele
ment,thecompanyexhibitedasupportiveculture,criticaltomotivateem
ployeestoperformwell,andthecompanyexhibited,aswell,alowhierar
chical distance, with bureaucracy being practically nonexistent and the
companyisfocusingoninnovationforcompetitiveadvantage;3)Interms
oftheRelationalCapitalelement,thecompanycaresaboutcustomersatis
faction,butthisIntellectualCapitalcomponentwaslessvalued;4)Finally,
with regards to financial performance, the company had a positive result
overtheyears,althoughyieldshavestagnatedrecently,andexpenseshave
increasedduetothecurrentinternationalcrisis.Consequently,itwascon
cludedthatinthiscompany,IntellectualCapitalwasvaluatedandthecase
studysuggeststhatthereisarelationshipwithfinancialperformance.
Keywords:intellectualcapital,enterpriseresults,humancapital,structural
capital,relationalcapital,financialresults

ServiceQualityThroughManagingKnowledgeIntegrationin
HealthcareOrganziations:TheCaseofaRehabilitationCentre
inItaly
DariaSarti1andAnnaRomiti2
1
DepartmentofBusinessAdministration,FacultyofEconomics,Univer
sityofFlorence,Florence,Italy
2
DepartmentofPublicHealth,FacultyofMedicine,UniversityofFlor
ence,Florence,Italy
Abstract.Thecurrentdemandforahigherqualityofservice,specificallyin
thehealthcaresector,leadstoanincreaseintheneedforcaregiverswitha
qualified professional attitude and advanced competency. Therefore, or
ganizations in this sector, in order to better meet their goals and pursue
high standards, need to implement managerial systems which are closely
involvedinmanagingknowledgeinsuchawaysoastosupportworkactiv

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itiesandservicequality.Thesepriorconsiderationssupportthemainques
tion of this paper which is: how to provide highquality care through the
useofmanagerialtoolsdevotedtothemanagementofknowledge.Inpar
ticular we will consider the role played by factors such as managerial
commitment and knowledge integration, and the interaction of these as
pectswithindividualcommitmentinaffectingqualitycareasperceivedby
caregivers. Using a knowledge management approach combined with an
organizational learning perspective, in this paper we analyze an issue
about which relatively little is known. That is, the relationship between
care quality as perceived by physicians, nurses, physiotherapists indi
vidual commitment and managerial mechanisms supporting knowledge
integration. The analysis is carried out among healthcare workers in one
rehabilitationcentrewhichoperatesasaScientificInstituteforHospitaliza
tionandCare.Thedataforthisstudyweregatheredthroughaquestion
naire filled in by employees and professionals (i.e. physicians, physiothe
rapists and nurses). A regression analysis was used to analyze the data
coming from a pilot sample (N=33). Prior results show the importance of
thelinkbetweenknowledgemanagementpracticesandhealthcareservice
quality and gave support to the subsequent research stage, currently in
progress,inwhichthequestionnairewasadministeredtothewholeofthe
centrestaff(N=200).
Keywords: knowledge management, healthcare organizations, knowledge
workers,knowledgeintegration,rehabilitationcentre

MultilayerStructureofKnowledgeNodes
ChristianAndreasSchumannandClaudiaTittmann
UniversityofAppliedSciencesZwickau,Germany
Abstract:Knowledgeexistseverywhere;anditisowned,shared,andcross
linked. It is characterized by multiple perspectives, high complexity and
continuousdevelopment.Focusofthisresearchapproachistheconsidera
tion of knowledge as small units called knowledge nodes (in the abstract
context).Eachofthesenodesisadequatetotheknowledgeofanindividu
al.Theviewontothatknowledgestructureandcontentscanbedonefrom
different perspectives, resulting always to other constructs. During this
processonlyselectedknowledgeelementswillbeaccentuated.Butthenot
primarily focused knowledge already exists and indirectly has effects on
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thefocusedelements.Tosumup,thecharacteristicsofknowledgenodes
are determined and affected by multiple layers. That is, their attributes
andbehaviorsareinfluencedbyavarietyoffactors.Themultilayerstruc
ture of knowledge nodes consists of (i) metastructure, (ii) macro
structure, (iii) microstructure, (iv) hypercycle, and (v) transformation
layer. A detailed analysis of those layers leads to a describing parameter
model of which each knowledge node is an entity. The opportunities, to
use the tacit knowledge of individuals more intensive by enriching syner
gieswillbeincreasedbydeveloping,using,andexpandingthismultilayer
model.Thismodelisusefultoovercomee.g.culturalbarriersandtoplace
knowledgenodesintodifferentcontexts(e.g.inelearningscenarios).The
enormous complexity of knowledge inside an individual complicates the
accuracy of the model. But it should be adequate for the acquisition of
cognition,regardingbehaviors,patterns,etc.
Keywords: knowledge node, knowledge quantity, knowledge quality,
knowledgeflow

TheFacilitatingRoleofKnowledgeProcessorsonKnowledge
Costs:ADifferentiatedPerspectiveonKnowledgeIntegration
WithinActionTeams
EvangeliaSiachou
BusinessandITDivision,HellenicAmericanUniversityManchester,USA
Abstract:Thegenerationofinnovativebusinessrequirestheacquisitionof
new knowledge located in other organizations, industries and regions of
theworld.Wedevelopaconceptualframeworkonknowledgeintegration
processwithinteamsthatparticipateinthecreationanddevelopmentof
innovation to define various types of possible knowledge costs, all mini
mized by certain individual level factors exhibited by knowledge proces
sors. The conceptual framework provided, exemplifies the dual role of
knowledge processor in innovative actions, behaving simultaneously as a
source and recipient of knowledge that is externally derived. This frame
work, also, identifies that potential costs may impair the effectiveness of
knowledge integration when certain individual factors are not taken into
considerationandanorganizationisexclusivelydependentupontheexis
tenceofnetworks,theinterorganizationalrelationships,itscultureandits
knowledgestock.Theproposedrelationssupportthattheknowledgepro
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cessorscharacteristicsminimizetheknowledgecostsandcontributeinthe
innovationdevelopment.
Keywords: knowledge processors, knowledge integration, acquisition,
knowledgecosts,actionteams,innovation

IdentifyingKnowledgeManagementCharacteristicsatTeam
LevelinKnowledgeIntensiveOrganizations
RamManoharSinghandMeenakshiGupta
DepartmentofHumanitiesandSocialSciences,IndianInstituteofTech
nologyBombay,Mumbai,India
Abstract:Knowledgeintensiveorganizationshavebecomeimportantpart
ofeconomy.Teamsareprimaryunitofworkinknowledgeintensiveorgan
izations.Knowledgemanagementhasbeenoperationalizedinanumberof
waysinliteratureandanumberofscaleshavebeendeveloped.However,
there is lack of scale to measure knowledge management at team level
especiallywithrespecttoknowledgeintensivework.Inordertooperatio
nalize knowledge management at team level, we conducted semi
structuredinterviewswith24informationtechnology(IT)professionalsin
India.Thestudyusedphenomenologicalapproachtoderivemeaningasso
ciatedtoknowledgemanagementfromlivedexperiencesofITprofession
als. Interviews revealed that the feel that knowledge workers develop
regardingtheirworkisconsideredasmostvaluableassetbyteams.Onjob
trainingisconsideredtobebestwaytoshareknowledgewhereasproject
discussions play crucial in development of ideas and knowledge. While
working, knowledge workers continuously face the challenge to strike a
balancebetweendevelopingnewideasandmeetingtightprojectdelivery
timelines.Inordertogainaccesstofellowemployeesknowledge,profes
sionalsrelyheavilyontheirinterpersonalrelationswithcoworkers.Based
on interviews and literature review, the study proposes that knowledge
management at team level should be measured along three dimensions:
knowledge creation, knowledge sharing and knowledge retention. The
studyproposescharacterisestobeassessedbythescaletomeasureknow
ledgemanagementatteamlevel.
Keywords:knowledgemanagement,teamknowledgemanagement

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KnowledgeManagementforCompetitiveAdvantage:ACase
StudyofaGlobalEnergyConsultingGroup
WalterSkok,KevinClarkeandSandeepKrishnappa
BusinessSchool,KingstonUniversityLondon,UK
KBCAdvancedTechnologiesplc,UK
Abstract:Thispaperdescribesatwoyearprojecttoimprovethemanage
mentoforganisationalknowledgewithinaglobalenergyconsultinggroup
by reviewing current practice and implementing new working practices,
processes and systems. The case study approach adopted is divided into
three parts and includes: the review of the initial situation, the desired
future aims (covering core processes of generation, storage, distribution
andapplicationofknowledge)andacomprehensiveimplementationstrat
egy. The paper outlines the corresponding management of change initia
tive to promote a new Knowledge Management (KM) programme
throughout the organisation and the introduction ofnew processes, staff
responsibilities and roles, knowledge dissemination and sharing, intranet
design using Sharepoint 2010 and an engagement plan for stakeholder
involvement.ThefindingsfirstlyconfirmtheclassicsuccessfactorsforKM
projects, such as management buyin, stakeholder participation, compre
hensive training and need for super users. Secondly, they highlight the
problems associated with standardising business processes across dispa
ratelocationswherestaffhavelocalcustomsandknowledge.Finally,the
case demonstrates the importance of initially considering information ra
therthanknowledgemanagementissues,andexplicitlyshowingpotential
benefits to individuals. In this way, careful consideration of business,
peopleandtechnologyfactorscanproducegainsatanindividuallevelthat
can then lead to long term organisational benefits, such as faster and
comprehensive proposal preparation, improved client satisfaction and
more effective knowledge sharing. The results will be of practical use to
organisationsundertakingsimilarglobalKMinitiatives.
Keywords:knowledgemanagement(KM),KMstrategy,mobileKM,change
management,globaloilandenergybusiness

129

TheRoleofeLoyaltyinOnlineHealthCareServicesSuccess
MarcelinaSolanoLorente1,EvaMartnezCaro1andJuanGabrielCegarra
Navarro2
1
School of Industrial Engineering, Universidad Politcnica de Cartagena,
Cartagena,Spain
2
FacultyofBusinessStudies,UniversidadPolitcnicadeCartagena,Cart
agena,Spain
Abstract:Inanattempttoenhancetheireffectiveness,publichealthinsti
tutions are making a great effort to develop online health care services
targetedtoallcitizens.Theinitialacceptanceoftheseservicesbypatients
is important but their success depends on its continued use, that is, on
patientselectronicloyalty(eLoyalty).Inthisresearch,anintegratedmodel
combining the Technology Acceptance Model (TAM) and the Seddons
Modelisdevelopedtotestonlinehealthcareservicessuccessfromasam
pleof256healthcareendusers.Theresultsobtainedsuggestthatquality
perception dimensions (i.e. information quality and system quality) are
antecedentsofperceptualdimensionsofindividualbenefits(i.e.,perceived
usefulness and satisfaction) and of organizational impact dimensions (i.e.
eLoyalty).Finally,theimplicationsofthefindingsarediscussedanduseful
insightstobuildpatientseLoyaltyareprovided.
Keywords: eLoyalty, satisfaction, technology acceptance model, health
care,patient,informationsystemsuccessmodels

AnApproachtotheQualityAssessmentofHigherEducation
InstitutionsviaKnowledgeManagementPrinciples
JanaStefankova1andOliverMoravcik2
Tomas Bata University in Zlin, Faculty of Management and Economics,
Zlin,CzechRepublic
2
SlovakUniversityofTechnology,Bratislava,FacultyofMaterialsScience
andTechnologyinTrnava,Trnava,Slovakia
1

Abstract:Qualityassuranceofhighereducationinstitutionsandtheobjec
tiveevaluationofqualityisanactualandopenissuetoday.Thisproblemis
ofinteresttoalldevelopedanddevelopingcountrieswhichareconnecting
their economic and educational futures with a modern, efficient higher
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educational system. Today's world is dominated by a generally accepted

andrecognizedbytherankingandratingsystemoftheAngloSaxonenvi
ronment which is largely determined by scientometric indicators. In Eu
rope,therearestillcountriesthatdonotapplythissystembydeliberately
ignoringit.Fromaknowledgemanagementperspectiveitisthereforein
terestingtoanalyzethesystemusedforevaluatingcollegesanduniversi
ties.Therehavebeenattemptstoapplyholisticandsystematicapproaches
togoverningstrategic,operationalandcrisismanagement,physicallyand
financiallytogetherwithelusiveassetflowsofuniversityorganizationsand
leadershipwithinscience,research,educationaswellasmanagementand
administrativeinstitutions.Oneofthekeyprinciplesof"knowledgeman
agement" is to effectively link those who know with those who need to
knowinordertotransferpersonalknowledgeandindividualexpertiseto
theorganization.Indoingso,oneoftheaimsofknowledgemanagementis
to measure and compare in order to create incentives to accelerate the
learningprocessandtoalsocreateaculturalchangewithintheorganiza
tion. In this paper we analyze the concept of the quality of universi
ties/higher education institutions which are evaluated and measured in
individualevaluationsystems,whyitishandledinthesystemwiththistool
andwhattheweaknessesofthetoolareinthesystem.Wepointoutthe
Common Assessment Framework CAF as a tool to enhance knowledge
management in a university institution, the collection and sharing of in
formation, practices, drawing conclusions, self evaluation and external
evaluation by the example of our faculty, which we have specifically ad
dressed. We are going to document welldefined and prepared internal
processeswithintheinstitution,asaresultoftheapplicationofCAFthis
hasresultedina'drag'regardingknowledgeandanincreaseofexternal
"factors" (citations, publication activities, project success, etc.), under
whichthefaculty/universityreceivesahigherrankingintheassessment
charts.Wealsocomparetheevaluationofthequalityofuniversityinstitu
tionswithintheworldwiththatofSlovakia.
Keywords:knowledgemanagement,processmanagement,quality,rating,
ranking,CAF

131

KnowledgeManagementCreativity:CauseandSolutiontothe
FinancialCrisis
MartaChristinaSuciu,CosminImbricandLucianaPicioru
AcademyofEconomicStudies,Bucharest,Romania
Abstract:Thedevelopmentofthecapitalistsocietybroughtintolightnew
challenges,asthesystembehindshowedflawsamongwhichcrisishavea
major impact. However, crisies are a normal phenomenon as history
provesand,asassumedbysomescientists,theyhaveastatisticalcompo
nent.HavingasastartpointtheKondratievtheoryofeconomiccycles,this
paper aims to identify the elements that play a keyrole in an economic
crisis,namelyinafinancialcrisis,andespeciallytoquantifytheknowledge
managementcontribution.Itisinourintentiontounderlinethecloselink
between knowledge management and financial markets. Without an effi
cientframeworkinwhichtooperatetheconsequencesaredramaticthere
foreapresentationoftheneoclasicviewofgrowthisdone,focusingmost
lyontheCambridgeControversies,inordertoshowtheweaknessestothe
current mainstream model. A thorough literature is carried on. The con
cept of knowledge is presented from themodern perspective in order to
understanditsrealmeaning.Also,knowledgemanagementisevaluatedas
aresourcefulfactorintherelaunchingeconomiesprocess.Theempirical
study uses the recent data and information available with regard to the
most recent financial crisis that still affects several parts of the world,
among which Europe. The main indicator chosen is the evolution of the
R&Dandhumanresourcesexpendituresastheyarereflectedintheoverall
knowledge strategy for the business sector. The results of our work, the
influenceofknowledgemanagementoverthefinancialcrisis,mustbein
terpretedinthemoregeneralbackgroundoftheEuropeaneconomy,asit
ishopedthatitrepresentsabrickforalongtermactionplanagainstnega
tiveeconomicimpactofacrisis.
Keywords:knowledgemanagement,financialcrisis,R&D,intellectualcapi
tal,knowledgebasedsociety

132

AspectsofKnowledgeManagementinSlovakIndustrial
Enterprises
JanaSujanova1,PeterGabris1,MiroslavLicko1,PavelPavlenda1andRe
nataStasiakBetlejewska2
1
FacultyofMaterialsScienceandTechnologyinTrnava,SlovakUniversity
ofTechnologyinBratislava,Trnava,SlovakRepublic
2
FacultyofManagement,CzestochowaUniversityofTechnology,Czesto
chowa,Poland
Abstract: The article deals with the different aspects of the knowledge
management.Thefirstpartofthearticleistheanalysisoftheknowledge
management on the governmental level specifically the Slovak Republic
knowledge economy strategy Minerva 2.0. It is focused on the impact of
this strategy on the four main areas: innovations, human resources, re
searchanddevelopmentandinformationandcommunicationtechnologies
withtheemphasisontheindustrialenterprises.Asasourcefortheanaly
sishavebeenuseddatafromtheStatisticalOfficeoftheSlovakRepublic
and EU surveys and reports like: Innovation Union Scoreboard 2011, The
Global Information Technology Report 2012, Innovation Union Competi
tiveness report 2011 and others. The results of the analysis brought up
several problem areas: financing of the research and development, inte
gration of theSlovak research and development in the EU research area,
disproportion between the number of the technical sciences and theory
graduatesandindustrialenterprisesdemands,participationandinEUre
searchprogrammeslikeFP7.Secondpartofthearticlepayattentiontothe
knowledgemanagementmaturitylevelinSlovakindustrialenterprises.The
assessment was oriented on the culture, structure and technologies. For
thoseareaswasdesignedthequestionnaireforthequalitativeresearchof
theknowledgemanagementmaturityinSlovakindustrialenterprises.The
article contains selected questions oriented on the knowledge strategy
implementation,Clevelmanagementparticipationintheknowledgeman
agementstrategyimplementation,orientationoftheinnovationactivities,
knowledge areas and organizational culture orientation. Results of the
knowledge management maturity level in Slovak industrial enterprises
does not allowed us to define correlations between the selected know
ledgemanagementareas.Themainconclusionfromthepresentedanalyse
isthedisparitybetweenthestrategyanditsimplementation.Thereisnota
cleardirectionbetweentheknowledgestrategy,knowledgeareas,innova
133

tion activities and organizational culture. The knowledge management

implementation in industrial enterprises does not have stable pillars to
supporttheincorporationoftheknowledgemanagementprocessintothe
businessprocess.
Keywords: knowledge economy, knowledge management maturity, inno
vation,organizationalculture,knowledgestrategy,industrialenterprises

OnlineMarketinginHigherEducation
PetrSvoboda,JanVoracekandMichalNovak
FacultyofManagement,UniversityofEconomicsPrague,Jindrichuv
Hradec,CzechRepublic
Abstract: The importance of trendy marketing activities in higher educa
tion(HE)iscontinuouslyincreasingalsointhecountries,wherethemajori
ty of local universities are financed from public resources. Although such
arrangementnecessarilyinfluencestheoverallmarketfunctionality,there
still remains a reasonable space where universities heavily compete
againsteachotherforthenewstudents.Manyinfluentialresearchpapers
andreviewsonHEmarketingwerepublishedduringthelastfiveyears.The
mostobviousfindingisthatthewellknownbusinessmarketingprinciples
disregardingwhethertheyconcernusualproductsorservicescannotbe
directlyappliedtotheacademicdomain.Thisismainlybecauseofthein
consistent goals of service providers (HE facilities) and customers (stu
dents). Simply said, some students prefer just the tangible product, i.e.
degreediplomaandsomeothersareinterestedratherincontentandqual
ity of educational process, leading to intangible knowledge. Detailed dis
cussionofthesefactorsandrelationswillappearinthefinalversionofthis
paper.Awareofthissituation,wedecidedtostudythepotentialofonline
marketing in HE. Prospective university students are ideal candidates for
such channeland also theirsensitivity and trusttowards the Internetare
significantly above the average with positive growth forecast. There are
manyrelatedelectronictoolsandmethodsfromsimpleeducationalad
vertisements,throughvariousformsoffocusedcommunicationtogeneral
socialnetworking.Thekeytaskforournextresearchwastofindametho
dology, guaranteeing consistency, understandability and efficiency be
tween problem analysis and solution synthesis. We selected the know
ledgeorientedapproachforthispurpose,becauseknowledge,incontrast
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to the data, exists persistently and under certain circumstances can be

successfullyexternalized.Basedonourlongtimeexperiencewedeveloped
asystemdynamicmodel,characterizingtheproductivityofonlinemarket
ing in comparison with the traditional techniques.Our main concern was
toidentifythemosteffectiveportfolioofelectronicmarketingactivities(=
strategy,model)withinthegivenbudget.Finalmodelalsostrivestomax
imizeprofitfromboththeonlineandtraditionalmarketingcampaigns.To
be realistic, we incorporated multiple natural features of sociotechnical
systems, resulting to their nonlinear and oscillatory behaviour (individual
and group utilities, risk relations of stakeholders, system saturations or
delays).Themodelcanalsobeexecutedinadiscontinuousmode,mimick
ingtheparametricorenvironmentalnonstationarity.
Keywords: online marketing, higher education, knowledgebased model
ing,systemdynamics

IntegratedModelofKnowledgeRiskManagementand
IntellectualCapitalinaBank
AdrianDumitruTanuandElizaLauraPaicu(Cora)
AcademyofEconomicStudies,Bucharest,Romania
Abstract: This paper explores the existence of a correlation between the
emergentintegratedframeworkofKnowledgeRiskManagementandthe
Intellectual Capital environment. Through Knowledge Risk Management
researchers have examined how knowledge improves risk management
techniquesandreducesuncertainties.Sincetheabilityofanorganization
to manage risks derives from its capacity to manage knowledge, know
ledgeriskmanagementstandsasaprerequisiteforcompetitiveadvantage.
Usingknowledgemanagementprocessestoimprovetheapplicationofrisk
managementprocessesisarecentresearcharea,which,incorrelationto
theIntellectualCapitalcontext,createsafieldofstudyyetunexploredin
the specific literature. In this paper, we seek to provide a structured
framework of an integrated research model which combines knowledge
risk management with intellectual capital environment, emphasizing the
connectionsbetweenthetworesearchareas.Themodelwishesto study
the links between Intellectual Capital management, as a core business
process,andknowledge,askeystrategicresourceandtheprimordialfac
tor to mitigate risks. Our methodology is based on the crossimpact as
135

signment to identify and understand the correlation and interdependen

ciesbetweenkeyfactorsinKnowledgeRiskManagementandIntellectual
Capital.Byenhancingsystemicthinking,thecrossimpactanalysisenabled
ustoidentifytheimportantfactorsthatlinkthetwoframeworksstudied.
Focusing on the essential attributes of intellectual capital, organizations
have at handa tool to reduce uncertainty. As distinctive characteristic of
ourframework,weproposecollaborationandcommunicationamongindi
vidualsasintegratorsfortheKnowledgeRiskManagementandIntellectual
Capitalframework.Ourmodelfocusesonthevalueofpeopleinteraction
fromtheknowledgebasedviewofanorganization,sincesuperiorintellec
tualresourcesleadtocompetitiveadvantageandcollaborationandcom
munication stand presented as the new strategic resource of the know
ledgeera.Wethusestablishthatthehumancapitaldimensionisdecisive
fortheriskmanagementprocessandweascertainthatknowledgesharing
depends on the communication of people and enhances collaboration,
which conveys benefits for risk knowledgemanagement. We have tested
our integrated framework in a Romanian retail banking institution and
found the two streams of research to be related, forming a structure of
knowledge synergies that converge on the background of an increased
awarenessofknowledgeriskmanagement.Themodelwasdesignedasa
potential to integrate risk knowledge management with human capital
through communication as core resource. The results of our study can
guide a banking institution to competitive advantage, parting both from
theessenceofhuman,structuralandrelationalcapital,aswellasfromthe
challenge of assimilating knowledge management in risk mitigation
processes.Ourfindingsaimtohelporganizationstobuildcompetitivead
vantage on the foundation of efficient communication and collaboration
amongpeople.Ourmodelbearsanonspecificnatureandisappropriateto
benchmark a service sector institution. This paper will contribute also to
theliteratureofknowledgemanagementbyaligningknowledgeresources
and capabilities with intellectual requirements in a risk management
framework.
Keywords:knowledgemanagement,riskmanagement,intellectualcapital,
communicationandcollaboration,riskknowledgesharing

136

ManagementofTacitKnowledgetoOvercomeLearning
BarriersBetweenProfessions
ChristofThimandNadjaWeber
BusinessInformationSystemsandElectronicGovernment,Universityof
Potsdam,Potsdam,Germany
Abstract:Thehealthcaresectorisunderheavypressurefromlawmakers
andstakeholderstoreducecostsandraisethequalityofservices.Andas
such hospitals are obliged to introduce a quality management system.
Theyneedtobecomelearningorganisationsinordertoadapttothisnew
demand.Thispaperevaluatesproblemswhicharisefromtheprofessional
segmentationandhowhospitalmanagementtriestocopewithit.There
forethepapertiesaspectsofknowledgemanagement,tosensemakingin
theprocessoflearning.Researchwillbeframedbythesystemtheoryap
proach, which divides learning into two phases: triggering irritation and
resultantmodificationofknowledgestructures.Learningiscoinedbyexist
ing knowledge and sensemaking. The first serves as the reference struc
ture,whilethelatterconstitutestheprocessofrelatingthenewinforma
tion to the existing knowledge. Both aspects are affected by profession
which is imposing specific interpretation and observation schemes on its
members. Asa result,this leads to asynchronous learning stagesanddif
ferent learning content throughout the organisation. This problem has to
betackledbyknowledgemanagementtechniquesandgovernance.Acase
study about quality management and daily working routines was con
ducted, by using structured narrative interviews. In addition cognitive
mapswereusedtoanalysetheinterpretationpatternsineachprofession.
Thecoordinatingroleofqualitymanagementwasevaluatedsubsequently.
Interviews and maps revealed hidden semantic connections with group
typical knowledge and sensemaking schemes. The definition of quality
constituted the core of shared knowledge across professions and was
oriented towards the cure and professional autonomy. Yet each profes
sionalgroupretainedtheirownsetofaims,whichledtodifferentdysfunc
tional learning results. Quality management instruments were used to
structureandexplicateknowledgeonthescaleofthewholeorganisation.
Thissynchronisedthesystem'selementstemporarily,inthelongrunonly
emergent interprofessional collaboration led to a mutual understanding
and made hidden interpretations transparent and consensual affiliations
possible. It became clear, that to master the dynamics of organisational
137

learninginhealthcareinstitutions,strategiesofexplicationofandaccess
to knowledge alone fall short. Thus, management of tacit knowledge is
necessary to align different interpretation schemes and ensure cross
professionallearning.
Keywords: organisational learning, professions, collaboration, knowledge
management

KnowledgeManagementintheSmartUniversity
Natalia Tikhomirova, Vladimir Tikhomirov, Valentina Maksimova and
YuryTelnov
MoscowStateUniversityofEconomics,StatisticsandInformatics,Russia
Abstract: The paper presents some results of the study of KM in the
process of transforming an university into a smart one on the basis of
smarttechnologies(viaICT,openinnovations,livinglabs,etc).Themission
ofthesmartuniversityistoteachlearnerstoliveandworkatthelevelof
the most progressive ideas and culture. The smart university faces the
modern challenges and provides visions, insights and approaches to the
solution of cultural, professional, scientific and research problems. The
knowledge management in the smart university aims at enhancing the
quality in the process and performances of educational, research, com
mercial, social and other activities of the university. TheKM in the smart
universityofferstheopportunitytoeachstudent,teacherandanypartici
pantoftheeducationalprocesstodevelopandrealizehisorhercreative,
research, professional capabilities to meet the requirements of the labor
market and smart society. The paper develops the approach of MESI to
transforminganuniversitytoasmartone.Thesmartuniversityischaracte
rized by network collaboration, intensive communication of students and
faculty, adaptable project groups for learning by doing in living labs. The
smartuniversityneedstheformationofaproperknowledgemanagement
system based on smart libraries which integrate content, Web 2.0, feed
backrelationship,andinvolvementofstudentsintoknowledgediscovery.
The paper proposes a practical framework of KM in the smart university
(MESI).Thepaperisofinterestforthosewhodealswiththeproblemsof
knowledge management in universities in new environment. The smart
university aims at training specialists for a knowledge society where the
use of smart technologies, cloud computing, open innovations results in
138

progressive qualitative changes in agents relationships, collaboration, la

bor mobility, generation of ideas and knowledge, values, sustainable and
inclusiveeconomicgrowth.
Keywords: smart economy, smart university, knowledge management,
openinnovation,livinglabs

WhoaretheCustomersSharingKnowledgeinTermsof
InternetShopping?
KamilaTislerova
TechnicalUniversityofLiberec,CzechRepublic
Abstract:Thispaperanalysessuchcustomerswhoarewillingtosharetheir
knowledgeandexperiencebothwiththeenterpriseandothercustomers
intermsofInternetshopping.Attentionispaidtotwocategoriesofsuch
customers:thefirstcategoryconsistsofcustomerscontributingtodiscus
sions concerning the product offered, advocating it, providing additional
advicesandrecommendations.Thesecondcategorydealswithcustomers
who serve asalert feedback providers, they notify the enterprise with all
the discrepancies connected to the purchase procedure, service or the
product itself. Both groups are very precious for enterprises as they sup
port the enterprises control system, contribute to better marketing deci
sions and enrich the management with customerviewed improvement
proposals. The question arises, how to obtain and keep such customers?
Undoubtedly,thereisanecessitytoidentifythemandcomprehendthem.
Therearethreeresearchobjectives:thefirstistoprovideadescriptionof
customerssharingtheirknowledgeandexperiencewhattheattributesof
internetshopsarewhichattracttheknowledgesharingcustomersmost.
The second objective is to explore and describe the differences between
different categories of discussions and alerts contributors. Finally, a seg
mentationofsuchcustomersisprovidedbyclusteranalysis.Theresearch
wascarriedoutonmorethan500respondentsandthequestionnairecon
sistsofbothqualitativeandquantitativeissuessothatalargenumberof
outputs were derived. This paper provides not only characteristics of
knowledgesharingcustomersbutalsodescribestheirpurchasebehaviour
andintentionsforthefuture,sothatInternetbusinessproviderscanbet
terunderstandhowtoattractsuchcustomers.Thesefindingsshouldalso
behelpfulformarketingpractitionersintheirmarketingandcommunica
139

tionmixcreation.Atthesametime,academicsandresearchersshouldbe
enrichedandinspiredbyavarietyofconsequences,linksandconnections
arisingfromthecustomerssharingknowledgeexploration.
Keywords: customers sharing knowledge, customers contributions, at
tractingcooperativecustomers,internetshopping,segmentation

BuildingtheIntangibleCube:AssessmentoftheRelevant
OrganisationalDimensionsofIntangibleAssets
EduardoTom1andMiguelGonzalezLoureiro2
1
UniversidadeLusadadeFamalico,VilaNovadeFamalico,Portugal
2
UniversidadedeVigo,Pontevedra,Spain
Abstract:In2012weliveintheEraoftheIntangible.Organizationshaveto
relymoreonIntangibleAssets(IAs)thanontangibleonestoprosperand
eventosurvive.However,thereisabigconfusioninscholarsandinpracti
tioners regarding the analysis of IAs. This confusion is originated, we be
lieve,becauseIAsarecurrentlybeinganalysedintoomanydifferentpers
pectives.Andhonestly,wethinkwealllackabroadandbackgroundpers
pective on all those analyses. It is that background the Intangible Cube
wepresentprovides.Theresearchquestionofthispaperis:Byhowmany
perspectivescanwecurrentlyanalysetheIAs(part1ofthequestion),and
how can we check if one perspective is more important than the other
(part2)?Inthiscontext,wedefinesixdimensionsbywhichweconsiderIAs
can be addressed. Knowledge Management refers to IA and its conse
quencesintheKnowledgecycle;IntellectualCapitalreferstoIAsasmainly
the knowledgebased economic value, divided into Human Capital, Rela
tionalCapitalandStructuralCapital;HumanResourceDevelopmentrefers
toIAsasorganizationallearning;Economicsdealswiththemicroandma
croeconomic consequences of IAs and with the market of IAs; by Social
Policy we mean IAs investment considered as a commodity which have
socialbenefitsandwhicharemanagedbysocialoperators;andfinallythe
Management and Accountability, where we address the quite old fa
shionedviewaccordingtowhichIAsarestrategicresourcesthatmustbe
accountedforandvaluedformoney.Theremainingquestionis:doorgani
zationsvaluethemequally?Wedefineandjustifythesixperspectives(ad
dressingthefirstpartofthequestion).Wealsooutlinesomeexamplesof
questions which will form a questionnaire we expect to conduct in
2012/13. The outcomes will provide the interest attributed by organiza

140

tions to eachperspective. Finally, we will compare thatposition with the

expectedone,toreachsomekeyquestionsaboutwhyintangiblesstillare
notwidespread.Webelievethispaperaddressesanewanddecisivearea
inthefieldofintangibleanalysis,andofcourseinKM.
Keywords:intangibleassets,organizations,value,perspectives,intangible
management

MakingSenseofPersonalKnowledgeManagement:
RevitalisingKnowledgeManagementSystemsDevelopment
throughanEmpiricalStudyWithinanOrganization
ManChieTseandRavinderSinghKahlon
MiddlesexUniversity,SchoolofEngineeringandInformationSciences,
London,UK
Abstract: Engineering Knowledge Management Systems(KMS) have been
challenging for organizations. Over the years, many solutions have been
developed to overcome various barriers guided by domain experts. This
paperpresentsanempiricalstudy,focusingonastrongretrospectivecha
racter by collecting exploratory use of Personal Knowledge Management
(PKM)intelligencefragmentsfromawiderangeofstakeholderswithinan
organization. The results were categorized to identify stylistic features of
theirsubstantiallikenessfor designprinciplestowardsKMSDevelopment
(KMSD).ThepurposeofthestudyistocontributetotheliteratureofPKM
inKMinordertounderstandclearlytheKMSDcontextandrelationships.
The research aimed to generate new insights into the complexity condi
tions(engineering)ofKMSforresurgenceofeffectivequalitytohelptake
KMStowardsthenextstepbreakthroughs.
Keywords: personal knowledge management (PKM), knowledge manage
ment (km), knowledge management systems (KMS), knowledge manage
mentsystemsdevelopment(KMSD),systemengineering

141

ImportanceofKnowledgeServicesintheCzechRepublicand
Germany:ACaseStudy
ZuzanaTukov
TomasBataUniversityinZln,CzechRepublic
Abstract: Services take more and more space in human activities. In es
sencetheyhaveaccompaniedmankindsincetheyeardot.Whenpeople
started exchanging products among themselves and a middleman mer
chant appeared, we can speak of providing intermediation services. In
humancommunities,therehavealwaysexistedindividualsthatstartedto
take care of others at the time of disease, during injuries, but they also
paidattentiontovariousceremonialsthatdevelopedinthecommunity.In
subsequentyears,peopleextendedtheirsphereofactivityandespecially
seasidecountriescarriedonexplorationsandonthebasisoftheexplora
tions they conducted transport among countries and continents. They
started to spread the experience and knowledge and it progressively de
veloped into intentional education(monasteries, etc.).Nowadays, a huge
areaopenstoservicesinvolvingvariousactivitiesfromtheearliertimesas
wellasnewopportunitiesforservicesarisingeveryday.Ontheonehand,
thenewopportunitiesareprovidedthankstonewinformationandknow
ledgeandthepossibilitiestotransformthemintoservicesand,ontheoth
er hand, needs of people seeking satisfaction are continually developing.
Notonlyduetotheabovereasonsthearticlediscussesthechangesinso
cietythatledtoanincreasingshareofservicesectorandtertiaryservices,
the quaternary sector in particular. It is also important to note that the
distribution of services between different sectors is still not entirely uni
form, which may cause performance problems when comparingdifferent
sectors. In developing a methodology for the distribution of knowledge
services, research is carried out providing some answers to these ques
tions.
Keywords:knowledge,knowledgemanagement,economicsectors

142

IntellectualCapitalStatement(ICS)asaMethodofa
MeasurementandManagementofKnowledgeAssets
AnnaUjwaryGil
ManagementDepartment,NowySaczBusinessSchoolNationalLouis
University,NowySacz,Poland
Abstract:Thearticledescribesempiricalverificationofaninterestingmod
elICStatement(ICS).ICSisanexampleofamethodwhichemphasizes
theEuropeancontributionintothedevelopingtrendofintellectualcapital
(IC)measureandevaluation,withparticularattentionpaidtotheSMEsec
tor(astrongpresenceofScandinaviancountriesandtheUSAisnoticeable
here).ICSispresentedhereasatoolenablingustomanageandevaluate
ICofacompanyandtodemonstratethedynamicsofitschanges.Thear
ticlecontainsacasestudyofacompanyoperatingintheconstructionsec
tor in Poland. It also provides a critical analysis of strengths and weak
nesses of the model. Therefore it is worth considering whether the ICS
modelstandsachanceofbecomingacommonlyacceptedmethodofeva
luating and measuring IC in small and medium enterprises (Polish expe
riencesinthisscope).Thesurveyispractical,butitalsooffersthepresen
tationoftheoreticalfoundationsconcerningtheconceptofIC.Important
part of this analysis is the definition of IC elements and their evaluation
within the QQS approach (quality, quantity and systematic management)
includedinthisarticle.TheanalysisofICfinisheswiththepresentationof
thefieldsofintervention(ICmanagementportfolio),atoolwhichispartic
ularly useful for company managers. The presented results may be of in
terest to other companies, internal and external stakeholders seeking in
formationonwhatICis,whatitselementsare,howtoidentifyparticular
categoriesofIC,howtomeasureit,howtopresentICinsidethecompany,
howtomanageittoincreasecompanyvalue,howtoidentifyICelements
andcompetitivepositioninaparticularcompany,wheretoseekinforma
tiononsizeandqualityofIC,howmuchthecompanydependsonapartic
ularelementofIC.
Keywords:IC,measurement,constructioncompany,casestudy,Poland

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TheCreationandDeteriorationofIntellectualCapitalina
MetaOrganisation
JosVale1,ManuelBranco2andJooRibeiro2
1
FacultyofEconomics,UniversityofPorto,InstituteofAccountingand
AdministrationofPorto(ISCAP)andDEGEI,UniversityofAveiro,Portugal
2
FacultyofEconomics,UniversityofPorto,Porto,Portugal
Abstract:Thispaperaddressesagapintheliteratureconcerningthecrea
tion and deterioration of IC in complex network systems, namely those
withcharacteristicsofwhatwenamedmetaorganisations.Asfarasthe
authorsareaware,mostoftheresearchinIChasbeenfocusedonindivid
ualfirms.AlthoughtherehasbeenanefforttoapplythetraditionalICme
thodologiestoabiggerscope,areviewoftheliteratureonIC,inparticular
theonedevotedtotheanalysisofmacrolevelunits,suchasregions,clus
ters or networks, allowedus to identify empirical contexts thus far unex
plored,suchasthecaseofseaports.Weconsiderseaportstobeveryin
terestinggroundsforourstudy,becausetheyarethemselvesorganisations
(complex network systems) providing a collective service. Accordingly,
thereisahighdegreeofdependencybetweentheinterrelatedandcolla
boratingmembers,whichstriveforcommonobjectives,inordertocreate
valueforthem,forthenetwork,andforthefinalconsumer.Networkgoals
achievementdependsonhowwellcoordinatedasasingleunitareallop
erators in the system. In addition, there is a paucity of management
sciences research on to maritime transportation and seaports. With this
paper we intend to discuss how the metaorganisations IC is created or
destroyedasaconsequenceofitsmembersactionsandtheircapacityto
create,employandcirculateknowledge.Inthediscussionweprovideillu
strations about these processes. Individual actions aimed at increasing
eachofthecollaboratingfirmsICcan,notonlycreatecollectiveIntellec
tualassets,butitcanalsoleadtoanintellectualliabilityforthenetwork.
We also suggest and provide supporting evidence that the whole (collec
tive intellectual capital) is different from the sum of its parts (members
IC). Evidence presented in this paper results from the preliminary inter
viewsconductedaspartofacasestudyonICcreationanddeteriorationin
a seaport. Findingscan have very important strategic and managerial im
plicationsfortheseaportanditsstakeholders,whoareconcernedwiththe
performanceofthewholenetwork.

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Keywords:intellectualcapital,intellectualliabilities,collectiveknowledge,
network,metaorganisation,seaport

KnowledgeManagement:AnEmpiricalStudyoftheAbsorptive
CapacityofPortugueseSMEs
LusValentim1,JooLisboa1andMrioFranco2
1
ManagementDepartment,SchoolofEconomics,UniversityofCoimbra,
Coimbra,Portugal
2
NECEResearchCenterinBusinessSciences,ManagementandEconomics
Department,UniversityofBeiraInterior,Covilh,Portugal
Abstract: Small and Medium Enterprises (SMEs) are more vulnerable to
globalizationandrapidtechnologicalchange,duetotheirlackofresources
and liabilities of size, age and connectedness. In this context, SMEs ab
sorptive capacity allows them access to and dissemination of knowledge
andplaysakeyroleintheirabilitytoexploreandexploitopportunitiesin
theirenvironment.Absorptivecapacitystudieshavebeenfocusedonlarge
companies,neglectingSMEsandcompaniesbelongingtotraditionalmanu
facturingandservicesectors.Empiricalstudiesonabsorptivecapacityare
residualinthewholebodyofinvestigation.Thesestudiesshouldfocuson
theservicesectorwhichisbecomingmoreimportantineconomiesandis
builtoninformationandknowledge.Inordertofillthepreviousgaps,the
main research objectives of this paper are: (i) to identify and categorize
factors which SMEs can adopt to assess absorptive capacity in different
sectors(ii)tomeasuretheinfluenceoffirmscharacteristicsonabsorptive
capacity. The target population was Portuguese SMEs. 4.534 firms were
contactedbyemail.DatacollectionwasmadeinJuneandSeptember2011
through an online questionnaire. A total of 260 usable completed ques
tionnaires were returned, yielding a response rate of 5.73%. Four factors
were found to explain absorptive capacity in SMEs: (i) knowledge of the
firmbasedoncompetition;(ii)knowledgeofthefirmbasedonthevalue
chain;(iii)knowledgeconversion;and(iv)knowledgeapplication.Wehave
confirmedtheinfluenceofsizeonallabsorptivecapacityfactors,andthe
influence of sector of activity and exports on the knowledge conversion
factor.AsageneralconclusionwemaysaythatPortugueseSMEsareen
gaged in knowledge management practices, favouring learning processes
based on the experience of, and knowledge transfer to employees and
knowledgeabsorptionfromemployees,reflectingtheimportancegivenby
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SMEs to the tacit nature of knowledge. Several implications are also pre
sented.
Keywords:knowledgemanagement,absorptivecapacity,SMEs,Portugal

AnExplorationofEpistemicCultureasaBarriertoKnowledge
Flows
ChristinevanWinkelenandJaneMcKenzie
HenleyBusinessSchool,UniversityofReading,UK
Abstract:Alltoooften,initiativesfollowingfromawellconsideredknow
ledgemanagementstrategyfailtoachievetheanticipatedimprovements
to, for example, collaborative working, knowledge reuse, organisational
agility and responsiveness, or innovation. In this paper, we suggest that
thismaybeduetoalargelyunaddressedbarriertotheflowofknowledge.
Thisbarrierarisesbecausetheknowledgebasesofindividuals(andgroups
of individuals with similar disciplinary backgrounds) develop through dif
ferent means. This creates tacit epistemological assumptions which can
becomebarrierswhenpeoplewithdifferentdisciplinaryfoundationsinte
ract in knowledge sharing initiatives. In other words, their epistemic cul
tureactsasapotentialbarriertoknowledgeflows,limitingtheeffective
nessKMimplementation.Therearetwomainpurposesforthispaper.The
first is to raise the attention of those working in the field of knowledge
managementtothepotentialthatepistemiccultureoffersasanexplana
tory concept. The second is to provide insights for practising knowledge
managersintohowtoimprovetheflowofknowledgethroughtheirorga
nisations.Theapplicationoftheseideastopracticehasbeenexploredwith
a group of knowledge managers in two focusgroup sessions. They consi
deredthreeaspectsofknowledgemanagementpractice:usingcollabora
tive working technologies; lessons learnt processes and systems; and
communities of practice. The insights from these exploratory discussions
areincludedtoillustratethepotentialvalueofconsideringepistemiccul
ture differences (and in particular the relative value placed on objective
and subjective knowledge) in knowledge management implementation.
Furtherempiricalworkisrecommended.Keywords:knowledgeflows,ep
istemicculture,collaborativeworkingtechnology,lessonslearnt,commun
itiesofpractice,knowledgemanagementimplementation

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EncouragingInnovationandEntrepreneurshipThrough
InternationalCooperation
VieraVancova,MilosCambal,RastislavBenoandDagmarCaganova
InstituteofIndustrialEngineering,ManagementandQuality
FacultyofMaterialsScienceandTechnology,SlovakUniversityofTech
nology,Trnava,SlovakRepublic
Abstract:Inthepresenttimeofglobalizationtheopportunityforcompa
niestobeinvolvedinclusterinitiativesandinternationalbusinessassocia
tionsis is just the right major factor that contributes to the increasing of
their innovative potential. Companies organized in technological clusters
havegreateraccesstomutualbusinesscontacts,fasterinformationtrans
feranddeploymentofadvancedtechnologies.Companiesthataremem
bers of the clusters cooperate more frequently with universities and re
search development institutions on innovative projects than the non
members.Animportantbenefitofclusterassociationsisthattheycreatea
suitable environment for innovation and the transfer of knowledge by
meansofinternationalcooperationandnetworking.Thissupportiveenvi
ronmentisnoteasytoaccessfordifferentsmallandmediumsizedcom
panies,nonmembersofanyclustersornetworks.Suppliercustomerbusi
nesschannelsexpandbymeansoftransnationalnetworksandexchanges
of experience. Knowledge potential is broadened and joint innovative
projects are developed. Reflecting the growing importance of clusters as
drivingforcesofeconomicalandregionaldevelopment,anumberofcluster
policiesandinitiativeshaveemergedinthelastfewdecades,orientedto
encouragetheestablishmentofnewclusters,tosupportexistingclusters,
ortoassistthedevelopmentoftransnationalcooperation.Toachievethe
goalsoftheEurope2020Strategy,Europeancountriesshouldhaveanin
terest in building strong clusters and developing cluster cooperation by
sharingspecializedresearchinfrastructuresandtestingfacilitiesandfacili
tateknowledgetransferforcrossbordercooperation.Thisrequiresdevel
opinga long term joint strategy in order to facilitate the developmentof
openglobalclustersandinnovativesmallandmediumentrepreneurs.
Keywords:innovation,clusters,internationalcooperation

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KnowledgeManagementandOrganisationalStructure:Mutual
Influences
MihaiVrzaru1,AncaAntoanetaVrzaru2andCarmenCristinaAlbu3
1
ManagementMarketingDepartment,FacultyofEconomicsandBusiness
Administration,UniversityOfCraiova,Craiova,Romania
2
EcomomicsAccountingandInternationalBusinessDepartment,Faculty
ofEconomicsandBusinessAdministration,UniversityOfCraiova,
Craiova,Romania
3
UniversityofTransilvania,Braov,Romania
Abstract:Manyofthecredibleprogresssolutionssuchasinstructionlevel,
the contests for admittance at universities or inventingnew technologies
lose their abilities to transform people in a segmental society, which has
blockages, fiefs, castes and vanities that hide behind locked doors that
protect the existing privileges and accumulations. The new society, the
society of knowledge, is based on an economy of connections, relation
ships, networks and on the collective intelligence that represents the
foundationofdurabledevelopmentandinwhichknowledgemanagement
represents the main instrument. The blockages mentioned above can be
found at micro economical level as well. Knowledge management is pre
paredtoofferanorganizationthemanifestationofcollectiveintelligence.
Through its informal manifestations, knowledge management influences
theprocessofstructuralorganization.Thestructuremust,inreturn,favor
the emergence anddevelopment of knowledge management, inorder to
encourage the emergence of organizational intelligence. The process of
conceivingtheorganizationalstructureremainedtributarytotheclassical
ideaofscientificallyorganizedwork.Thedeterminingoftheactivitylevel
basedonchoosinganimprovedworkmethodrepresentsthekeytoscien
tificorganizing,inwhichthehumanfactorisconstanttoacertainextent.
Theparadigmchangesrelatedtotheroleofthehumanfactorinorganiza
tionalperformancehavenotreceivedanadequateresponseasstructural
organizinggoes, thus the specialty literature and practice havenot bene
fited from methodological improvements or new organizational design
models.Thedevelopmentofknowledgemanagementhasdeterminedthe
emergenceofbigchangesinworkcontent,whichhasbecomemorediffi
culttoquantify,andthisresultedindifficultiestodeterminethenumberof
workers needed. This paper intends to study, first, the effects of know
ledgemanagementimplementationintheprocessoforganizationalstruc
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ture, to bring forth the problems which nowadays management encoun

ters in dimensioning the number of personnel and ways of overcoming
thesedifficulties.Ourintercessionanalyzesandaccentuatestheinfluences
which different types of structures show over the implementing and sus
taining projects of knowledge management in organizations. Thedescrip
tionofthetwogroupsofmutualinfluencesandtheirconsequencescon
tributetoabetterapproachofknowledgemanagementprojectsasshown
aboveandthecorrectdimensioningofpersonnelintheorganization.
Keywords: knowledge management, organizational structure, structural
forces,adocracy

KnowledgeTransferStrategiesinMedicalEducation
SimonaVasilache
AcademyofEconomicStudiesBucharest,Romania
Abstract: Knowledge transfer strategies have received attention in both
higher education (Huggins and Izushi, 2008; Landry et al., 2010; Nixon et
al.,2006)andmedicalpractice(BishopandWing,2006;Kerner,2006).Yet,
notthesameattentionisgiventotheparticularitiesofknowledgetransfer
inmedicaleducation,andtotheselectionofappropriateknowledgestrat
egies. Medical education is based on clinical practice and, thus, differs
fromothertypesofhighereducation,inthesensethatstudentslearnfrom
practice and the knowledge they acquire becomes transferable in real
time.Thus,thetransferisclosertothemultidirectionaltypethaninany
other higher education environment. Our analysis, building on previous
literatureinbothfields,andlookingforpatternsofintegration,willoutline
theculturalfactorsinfluencingknowledgetransfer,whosenatureremains
relatively unknown, even in the corporate world. We will distinguish be
tween passive, or nonspecific knowledge transfer strategies in medical
education,andstudentspecificstrategiesofknowledgetransfer,assessing
their respective effectiveness. The sample includes 282 medical students
and interns from 10 Romanian hospitals offering medical education, se
lectedbasedonthestudents'involvementinknowledgetransferactivities:
congresses,conferences,onlinedebates,tutoringotherstudentsetc.The
data collection method used is questionnaires and several field visits, in
order to assess the effectiveness of knowledge transfer processes. The
data is interpreted using principal component analysis in order to reduce
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thenumberofvariables,andclusteranalysis,forlinkingthetypesofstrat
egieswiththetypesofcontexts.Thediscussionsandconclusionsprovide
insightontheexistenceofknowledgetransferstrategiesandontheirre
liability,aswellasonthefactorsinfluencingthem,inthecontextofatran
sition economy, whose medical system is under continuous pressure for
reformation.
Keywords:medicaleducation,knowledgetransfer,Romanianstudents

AFrameworkforCreatingCreativeWorkspaces
ChristianWalter
TheInstituteforKnowledgeandInnovationSouthEastAsia,Bangkok
University,Bangkok,Thailand
Abstract:Creativityisattheverybeginningoftheinnovationprocess.Or
ganizationshavelatelystartedtosetupworkenvironmentsthatlooken
gaging,funandhaveaveryaestheticdesign.Theproblemhoweveristhat
these looks might just be deceiving. Research has yet to prove that the
environment can increase creativity or foster innovation. This paper sug
gestsaframeworkforcreatingaworkspacethatincreasescreativity.This
conceptualpaperstartsoutbyreviewingtheconceptofcreativity,thecre
ative process, and subsequently clarifies the different concepts of space.
Architectural concepts will be reviewed that take learning environments
and the needs of knowledge workers into account. By bringing these dif
ferent concepts together the paper will present a conceptual framework
that sets creativity in the wider organizational context, and incorporates
the organizational climate for creativity, learning environments, physical
featuresoftheworkplace,andthedifferentstagesofthecreativeprocess.
Keywords:creativity,physicalworkenvironment,officedesign,workplace
design

150

LinkingCongenitalLearningWithOrganizationalPerformance
ThroughWorkLifeBalanceCulture
AnthonyWensley1,DavidCegarraLeiva2,MariaEugeniaSanchezVidal2,
andJuanGabrielCegarraNavarro2
1
TheUniversityofTorontoatMississuaga,Canada
2
UniversidadPolitecnicadeCartagena,Spain
Abstract:Thispaperexaminestheroleofcongenitalknowledgeprocesses
asadriverofanorganizationsworklifebalanceculture,andasasubse
quentsourceofitscompetitiveadvantage.Apossibleexplanationforthe
numerous failures in the implementation and use of work life balance
(WLB)practicesmayrelatetothefactthatthemajorityofcompanieshave
introducedthemwithoutexploringthenatureandextentoftheirfounders
orownerspriorknowledgeofWLBandWLBpractices.Congenitallearning
explains the phenomenon of how knowledge from founderprogeny rela
tionshipsmovesthroughanorganization.Thispaperanalysesthefounder
progenyknowledgetransfer,thefounderprogenyknowledgetransforma
tionandthepresenceofanopenorganizationalcontext,andtheimpactof
thiscongenitallearningontheWLBcultureandfurtherittriestoidentify
whether WLB culture impacts on the business performance through an
empirical study of 229 SMEs in the Spanish metal industry. Our findings
show that in order to create positive attitudes toward WLB, managers
need to create and support a congenital learning framework. These find
ings provide interesting insights into the drivers of organisational perfor
manceforSMEsdevelopingandsupportingaWLBsupportingculture.
Keywords: founderprogeny knowledge processes, organizational perfor
mance,worklifebalanceculture

KMinAction:ExperiencesFromanAustralianGovernment
TrialofIntellectualCapitalStatements
MerrylWhyteandSuzanneZyngier
SchoolofBusiness,LaTrobeUniversity,Bundoora,Australia
AbstractAsaconcept,IntellectualCapitalManagement(ICM)isfairlynew
and ambiguous. During recent years many models to support ICM have

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beenproducedyettheextantliteratureprovidesfewexamplesofpractical
application,particularlyinanonEuropeancontext.AsICMtools,Intellec
tualCapitalStatements(ICS)grewoutofaneedtosupportorganisations
inbothmanagingandreportingontheirknowledge,definedasintellectual
capitalorintangibleassets,andtosupportthedevelopmentofknowledge
basedstrategy.TherearemanyversionsofICS:theyvaryincontent,struc
tureandintentandanincreasingnumberofnonprofit,researchandgov
ernmentorganisationsarepublishingICSandusingthemasmanagement
tools.ProvidingafreshperspectiveonthepracticalapplicationofICSwith
inanonEuropeancontext,thispaperpresentsoutcomesfroma2011trial
of the Danish ICS method by two teams within the Australian State Gov
ernment Department of Primary Industries, Farm Services Victoria (FSV).
The trial was prompted by an identified need for better management of
theknowledge,skillsandconnectionsofFSVstaff,whichareintegraltothe
organisationscoreactivities:research,practicechange,policyandstrategy
advice,andemergencyresponse.Priorstrategiestocapture,communicate
and nurture knowledge and skills within FSV had been sporadic and iso
lated measurement type initiatives. It was therefore proposed that as a
second wave KM tool, development of the Danish ICS would assist the
organisation move towards the management rather than measurement
secondwaveapproachtoKM.Throughtheuseoffocusgroupsandlinked
individualjournals,thiscasestudypresentstheindividualandgroupexpe
rienceofthetwoAustralianpublicsectorteamswithinFSVwhotrialDa
nishICSdevelopment.Thetrialconfirmedthestrategicmanagementand
communicationutilityofthisICSmethod,howeverreactionstotheprocess
and a lack of lasting affect within the organisation at trial end reveal the
difficulties of using this KMtool within a culture where a first wave KM
viewisthenorm.
Keywords:knowledgemanagement,intellectualcapital,intellectualcapital
statements,Australiangovernment

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ACaseforRepositoriesinKnowledgeManagementSystems
RyanZammitandMarkWoodman
MiddlesexUniversity,SchoolofEngineering&InformationSciences,The
Burroughs,Hendon,London,UK
Abstract:Thereappearstobeseveralproblemswithrepositoriesinknow
ledge management systems (KMS). During the twentyplus years of KMS
therehavebeenmanycriticismsoftheuseofrepositoriesandtheKMin
itiativesgivingrisetothem.Suchrepositorieshavebeenusedbyarangeof
company types and sizes and in a number of sectors. However, many of
theinitiativeshavefailedtoachievetheirexpectedbenefits,asevidentin
the literature, which obscured any real benefits. There may have been
misguided expectations arising from the capacity to remember know
ledge that information systems (IS) provide, and from the ease with
whicholdormislaidknowledgemaybefoundusingthem.Suchexpecta
tionswerentalignedtothegoalsofKMinitiativesandtheorganizational
needs that led to them. We perceive two issues. The first is that many
scholarsandpractitionersstillviewKMSasacategoryofIS.Secondly,KMS
are implemented retrospectively they are designed and built to meet
currentneedsasinformedbypastchallengeswhichmayorientateaKMS
towardstacklingpastissuesandmakeKMSinflexible.KMSneedtobeless
rigidandmoreadaptabletotheconstantlyevolvingneedsofanorganiza
tion.WereportonaKMprojectwithacompanythatdeliveredasuccess
fully flexible and adaptable KMS based on a standard IS repository. The
project was carried out based on an action research approach within a
knowledgeintensive service provider which had been experiencing prob
lemsitbelievedcouldbeaddressablethroughKM.Byadoptingthesocio
technical perspective of KMS and a hybrid strategy between personalisa
tion and codification a KMS was built, evaluated, and modified through
action research within the customer service departmentof the Firm. The
paper represents a workinprogress report and describes the R & D ap
proach including findings from the relevant literature in knowledge man
agementandchangemanagement.Inourfindingsweputforwardanew
perspectiveintohowknowledgerepositoriescouldbeviewedandputinto
practice mainly through the removal of a rigid structure, which arguably
hinders participation in KM. We argue that our approach empowers the
users and produces greater trust enhancing collaboration. We contend
thatthesewellestablishedaspirationsofKMhavenotyetbeenthoroughly
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or widely explored with traditional repositorybased KMS. Through our

findingsweconsolidateanumberofgood/bestpracticespreviouslydocu
mented. These show that by empowering and trusting the end user, and
through the introduction ofa flexible design of a KMS and its repository,
helpmotivatingtheusers.Thepaperdescribeshowthishasbeenobserved
withinthesituationofanITcustomerservicedepartment.Asideeffectof
theresearchisasetofnewinsightsintotacitknowledge.
Keywords: knowledge management, knowledge management systems,
knowledgerepositories,businessimprovement,actionresearch,smalland
mediumenterprises,SME,casestudy

TracingEmergingMeaningsbyComputer:SemioticFramework
IgorZatsman
InstituteofInformaticsProblemsoftheRAS,Moscow,Russian
Federation
Abstract: The paper presents a semiotic approach to the study of know
ledgecreationprocesses.Theseprocessesareaimedatgeneratingexpert
knowledgebasesindifferentsubjectareas.Nowwearestudyingthisge
nerating in scientometric and linguistic investigations. Our prime applica
tionaimistocreateanexpertknowledgebaseaboutnewdevelopedindi
cators for monitoring and evaluating implementation of R&D programs.
Ourapproachconsistsofthesixpartsemioticframeworkandtwosemiotic
modelsforadescriptionofdevelopmentstagesofindicators:thefrozen
statemodelforadescriptionofastateoftheprocessofindicatordevel
opmentandthetimedependentmodelforadescriptionofadynamicsof
the process of indicator development. These models are based on the
Fregestriangle,whichconsistsofconcept,nameanddenotatumvertices.
Foreachstateofnewdevelopedindicatorthesethreeverticesofthetri
anglearethesignmeaning(theindicatorconcept),thesignform(theindi
catorname),andthedenotatumofthesign(bothanindicatorcomputing
programandsourcedata).Forthedescriptionofstagesoftheseprocesses,
a new notion of Freges space is introduced. We use the Freges space
foraquantitativedescriptionofthesubsequentiterationsofindicatorde
velopment. The purpose of the Frege's space is to represent how devel
oped indicators change, using sequences of semantic, information and
objectcodes,generatedbycomputer.TheFregesspacehasthreeaxesof
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reference:semantic,information,andobjectcomputercodeaxes,aswell
as the fourth one the time axis. A related example is an application of
two semiotic models to knowledge acquisition for an expert knowledge
basenamedtheproactivedictionary,whichisacomponentofanevalua
tionsystem.Thisdictionaryenablesexpertstofixstagesofindicatorsde
velopment,topresenttheresultsofdevelopingdifferentvariantsofindi
catorsingraphicform,tocompareandevaluatethesevariants.
Keywords: goaloriented creativity, frozenstate model, timedependent
model,Fregesspace,developmentofnewindicators,proactivedictionary
fornewindicators

HowKnowledgeBrokersPromoteResearchFindings:Theory
andEvidenceFromCanadianHealthServices
SalihaZiam,RjeanLandryandNabilAmara
ManagementandEconomyDepartment,TluQUniversity,Qubec,
Canada
ManagementDepartment,LavalUniversity,Qubec,Canada
Abstract:Background:Knowledgebrokerscontributetotheperformance
of health care organizations by facilitating access to new knowledge for
problemsolvingandinnovation.Indoingso,theymustrecognizethevalue
of knowledge relevant to their organization, screen and present it in for
mats accessible to potential users. Although many authors stress the im
portanceoftheseactivitiesforinnovation,weknowlittleabouthowthese
people actually absorb research findings. Objectives: The authors of this
studyanalysedthedynamicsoftheabsorptionprocessofresearchfindings
forbrokersandexaminedhowtheycontributetotheemergenceofinno
vations.Method:Forthis,theauthorsdrewonasurveyofarepresenta
tivesampleofknowledgebrokersworkinginhealthcareorganizationsin
Canada.Thedatacollectedwereanalysedusingaconfirmatoryapproach
according to the methods of structural equation modeling. Findings: The
findings highlight the preponderance of the interaction aspect in the dy
namicsoftheabsorptionprocessofresearchfindingsbybrokers.Conclu
sion:Knowledgebrokerspreferinteractivemodesofacquiringandexploit
ing knowledge. These interactive modes of learning can be reinforced by
organizationalresourcesfacilitatingexchanges,suchastheestablishment

155

of platforms for sharing knowledge, and the budget allocation for the
trainingofbrokers.
Keywords:healthcare,knowledgebrokers,policymakers,surveydata

156

NonAcademic
Paper

157

158

KnowledgeManagementMonitoringandMeasurementin
Organizations:EcopetrolExperienceandStory
OscarGuerraandWilliamSnchez
ECOPETROLS.A.,Colombia
Abstract:ECOPETROLS.A.istheNationalOilCompany(NOC)inColombia,
andcurrentlyoneofthefourmaincompaniesintheoilandgassectorin
Latin America. During 2010 and 2011 ECOPETROL S.A. was nominated as
one of the finalists for the Global Most Admired Knowledge Enterprise
(MAKE)award,asaresultoftheworkdonesince2004aroundthetopicof
knowledge management. These results have made ECOPETROL a bench
mark company in knowledge management in Colombia and one of the
leadersinLatinAmerica.Since2004,Ecopetrolhasworkedontheidentifi
cation, development and implementation of different methods and me
chanisms for monitoring knowledge management and measuring the re
sults generated by it in different operational activities. Within these me
thodsandmechanismsECOPETROLhasperformanceindicatorsinthebal
ance score card and performance objectives associated with knowledge
management. There is also a process indicator associated with ECOPE
TROLSknowledgemanagementmeasurementmodelforkeypracticesand
processes inside the company. Documentation and dissemination of suc
cessstoriesassociatedwithknowledgemanagement,complianceofmiles
tones for knowledge management activities and metrics and statistics on
theuseofcollaborativetoolsinintranethavebeencaptured.Themonitor
ingandmeasurementoftheresultsgeneratedbyknowledgemanagement
efforts in enterprises has been and will be an area of knowledge where
thereisalottobuildonandshare.ForthisreasonECOPETROLwantsto
share the experience acquired and built in the area of knowledge man
agement monitoring and measurement. This article will be of interest to
theattendeesasarealcasestudyoftheindustryintheconstructionand
implementation of methods for knowledge management monitoring and
measurementwithinorganizations.
Keywords: knowledge management, knowledge management monitoring
andmeasurement,ECOPETROL

159

160

PhD
Papers

161

162

InnovationStrategyandnewProductSuccess:AnEmpirical
ReviewoftheRoleofExploitationandExploration
HammadyAhmedDineRabeh,DanielJimenzJimenzandMicaela
MartnezCosta
DepartmentofManagementandFinance,UniversityofMurcia,Spain
Abstract: This paper presents an empirical model; highlighting the ob
servedeffectsofinnovationstrategyuponnewproductdevelopmentsuc
cess(NPDS),exploitationandexplorationononehand,andtheeffectsof
exploitation/explorationuponNPDSontheotherhand.Astructuralequa
tion modeling was used to check the hypotheses with a sample of 249
Spanish industrial companies. Overall, our findings show that innovation
strategypositivelyaffectsbothexploitationoffirmsexistingresourcesand
capabilitiesandexternalexplorationofnewones,andalsohasapositive
effectuponNPDsuccess.Regardingtherelationshipbetweenexploitation
andnewproductsuccess,resultsshowapositiveeffect.Inadditiontothat,
accordingtotheanalysis,explorationofexternalresourcesandcapabilities
positivelyaffectsNPDS,asexternalsourcingisconsideredtobeanefficient
way to renew organizational knowledge basis, which in turn, affects the
organizationaleffectivenessandperformance.
Keywords:innovationstrategy,exploitation,exploration,NPDsuccess

TheImpactofOrganizationCultureonKnowledgeSharing
AmongEmployeesinCommercialBankofEthiopia(CBE)
TemtimAssefa1,MonicaGarfield2andMillionMeshesha1
1AddisAbabaUniversity,AddisAbaba,Ethiopia
2BentleyUniversity,Boston,USA
Abstract: Organizational culture is the main contextual factor that both
directlyandindirectlyaffectsknowledgesharingamongemployees.There
isnoempiricalresearchsofarconductedonorganizationalcultureofCBE
thatcaninformselectionofappropriatesolutionsfromexistingtheoretical
research.Ourinvestigationfoundthatriskavoidanceisakeydimensionof
organizational culture that promotes the sharing of existing knowledge
throughonthejobtrainingandthroughthecodificationofknowledge.On

163

theotherhand,ariskavoidanceculturehindersnewknowledgecreation
andorganizationalinnovationthroughindividualcreativity.Ourcasestudy
foundthatwhenemployeesareheldresponsibleforanyfailurethatmay
occur if they work outside approved organizational procedures, they are
less likely to find new and effective solutions to work related issues. The
reuseofexistingknowledgeisbeneficialinanorganizationwhenitiswork
ing towards eliminating routine or common errors but it is not sufficient
whenthegoalistoimproveinternalefficiency,productsandservice.The
maintheoreticalcontributionofthisstudyistoextendexistingfindingson
theinfluenceoforganizationalcultureonknowledgesharingacrossdiffer
entorganizationandsocioeconomiccontexts.
Keywords: knowledge, knowledge sharing, organizational culture, com
mercialbanks

CulturalSideofTacitKnowledgeManagement
AndreaBencsik,ViktriaStifterandAndreaSlyom
SzchenyiIstvnUniversity,Gyr,Hungary
Abstract:Inthe21stcenturytacitknowledgeanditsmanagementhasbe
comeacentralthemeoforganizationsandenterprises.Untilthelastdec
ade,thepossessionofphysicalresourcesmeantwealthandpowerinbusi
ness.Labour,capitalandnaturalresourceswerethekeyfactorsofproduc
tion.Today,thistrendisundeniablychanging.Intherapidlyevolvingworld
of technology the only important factor providing longterm competitive
advantageistheknowledgeoftheemployees.Tacitknowledgeisaninvisi
ble resourcewhichhas anenormous effect on theperformance andsuc
cessofacompany,thoughitispersonal,contextandculturespecific,be
sideshardtoformalizeandcommunicate.Tacitknowledgeincludesexpe
riences, ideas, values and emotions and of course the factors of national
culture.Themainproblemisthatinstitutionsarenotawareofwhatkind
ofknowledgeandinformationtheypossess.Hence,theseassetsareunor
ganizedandnotfocusedtowardsanyobjectives.Thedifficultiesofsharing
the lessons and experiences lead to wasting time and money on solving
problemsthathavealreadybeensolved.Thatiswhyitisnecessarytoen
gage in knowledge management. As part of a widerange research, we
haveexaminedwhichmethodsandproceduresareusedbyHungarianand
Slovak companies to facilitate the retention of tacit knowledge of their
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employees in the organizational memory. How can the national culture

influence the use of tacit knowledge management methods? The study
involved 124 Hungarian and 122 Slovak companies and raised important
questions in the scientific and organizational life as the focus of our re
search.Inourresearchweaspiredtoinvolveawiderangeofenterprises,
subsequently we examined small and mediumsize enterprises, multina
tionalcompaniesandorganizationsfromboththeforprofitandnonprofit
sectors.Weconductedbothqualitativeandquantitativeresearchbecause
this is the most effective way of understanding the problem mentioned
above.
Keywords:tacitknowledge,knowledgemanagement,culture

TheoreticalComprehensionoftheTermTrustanditsRolein
IntraOrganisationalKnowledgeSharing
MadeleineBlock
UniversityofEasternFinland,Kuopio,Finland
Abstract:Incontemporarybusinessenvironmentknowledgeisconsidered
tobeoneofthecriticalorganisationalresourcesneededtogainandsus
tain competitive advantage. The management of knowledge is a process
that involves different activities such as knowledge acquiring, creation,
diffusion,sharing.Theabilitytoshareknowledgeeffectivelyandefficiently
is considered to be one of the most important steps towards knowledge
creation and further organisations success. Various researchers suggest
differentconditionsorfactorsforaccomplishingknowledgesharing.Know
ledgesharingisdeterminedtoalargeextentassocialinteractionbetween
individualsandgroups,andtrusthasbeenidentifiedasoneofthecrucial
factors that affect knowledge sharing. This paper focuses on trust as an
enablerofintraorganisationalknowledgesharing.Incontrasttonumerous
studieswhichhavemainlyexploredtrustandknowledgesharingempirical
ly, this research backpedals and attempts improving comprehension of
thetermtrustanditsroleinknowledgesharingfromthetheoreticalpers
pective.Thisresearchdoesnotprimarilyfocusonthequestionwhattrust
isandwhatkindofimpactithasonknowledgesharing,butinstead,onthe
questionhowtrustworksandhowtrustinteractswithknowledgesharing.
Therefore,thisstudybeginswithcomprehendingthemeaningoftheterm
trust in considering trust as an attitude as well as trust as (specific) deci
165

sion.Furthermore,trustisplacedinorganisationalcontextinordertode
velop an analytical distinction between horizontal and vertical trust rela
tionships. At this, the interaction between trust and intraorganisational
knowledgesharingisanalysedbasingonthesocialexchangetheory.Then,
theroleoftrustasastabiliserforintraorganisationalknowledgesharingis
explored by studying and comparing trust mechanism with control me
chanismconsistingofsuchstructuralmeasuresas,forexample,contracts
andmonitoring.Finally,theinteractionofbothtrustandcontrolaresupe
rimposedontoknowledgesharingwithinorganisationalcontextandcom
binedinaconceptualizedmodel.Asaresultthepaperconcludesthatin
traorganisational knowledge sharing, which is understood to a large ex
tentassocialexchange,requirestrustandthatbothtrustandknowledge
sharingaremutuallyreinforcingeachother.
Keywords:knowledgesharing,organisation,socialexchangetheory,trust

KnowledgeBasedManagementforSMESfromRomanisand
Spain:ComparativeStudy
AlinaCiocrlanChituceaandDanPopescuandCristinaState
AcademyofEconomicStudies,Bucharest,Romania
Abstract:Thelastdecadehaswitnessedanexponentialgrowthofinterest
inknowledgemanagement(KM).Thiscomesasanaturalconsequenceof
theevermorewidespreadunderstandingoftheknowledgebasedecono
myasarevolutionarychangeintheglobaleconomy.Theriseoftheservice
economy,theincreasinglyflowofglobalinformation,andthegrowingrec
ognition of the importance of intellectual capital are turning knowledge
into a key critical resource and a source of competitive advantage in the
globaleconomy,makingfromKManevolutionaryratherthanarevolutio
narydevelopment.Ourgoalistoidentifyandformulateproposalsaimed
to improve the KM for small and medium enterprises (SMEs), from the
perspectiveofhumanresourcesprofessionaldevelopment,aswebelieve
this present context represents a scientific and practical challenge. We
havechosenthehumanresourcesareaforourinvestigationbecauseithas
gainedapermanentrolenotonlyasanacademicdiscipline,butalsoasan
empiricthemeinthedevelopmentarea.AtermfirstusedbyDruckerinhis
1959book,LandmarksofTomorrow:AReportontheNewPostModern
World,theknowledgeworkerincludespeopleworkingintheinformation
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technology and communications (IT&C) fields, such as programmers, sys

tems analysts, technical writers, academic professionals and researchers.
Inotherwords,aknowledgeworkerisanyonewhoworksforalivingatthe
tasks of developing or using knowledge (Drucker 1999). Our survey in
cludes217respondentsbelongingtoSMEsfromtourism:accommodation,
restaurants, passenger transports, travel agencies and cultural tourism
organization. The survey was performed between September 2010 and
March 2011 in different regions of Romania and Spain (Cartagena in
cluded)andconfirmstheresearchhypothesisregardingKMcontributionto
SMEsperformance.Theresultsofthesurveysuggestthattoolswhichena
blediversificationofindividualsoutputsshouldbeprovidedtoKMapplied
inSMEs.InadditiontodiscussingthechallengesposedtoKMingeneral,
we also approached the ways in which specific functional areas of SMEs
activitiescanrespondtothesechallenges,aswellasdiscussingtheimplica
tions of the managers in implementing KM. Tools that have been devel
opedinKMfocusedoninformationmanagementdonotsupportmanyof
the keyknowledge work processes. Neglecting the fact that each know
ledgeworkerdevelopshisownsubjectiveconfigurationbasedonpastex
periences, the information he has absorbed and the particular context in
whichhehasusedhisskillsandabilities,corporatesoftwareprogramsaim
tolevelorstandardizethedifferencesbetweenindividualworkers.
Keywords: knowledge management, knowledge worker, small and me
diumenterprises,managers,Romania,Spain

KnowledgeManagementandEnterpriseRiskManagementin
RomaniaAStudyCase
AdinaCristianaComanescuandIulianVisoiu
AcademyofEconomicStudies,Bucharest,Bacau,CastanilorStreet,
Abstract:Thispaperstartsfromtheviewpointthatriskmanagementisa
specific application of knowledge in order to control the deviations from
strategicobjectives.Thisstudyislookingforinsightsintohowknowledge
managementcanimprovetheenterpriseriskmanagement.Thispaperisa
casestudyoftheimpactofusingknowledgemanagementinRomaniaand
in it we will present the advantages and the disadvantages of using the
knowledge management, we will classify the risks that can appear and I
will present a model for this risks. Keywords: knowledge management,
enterpriseriskmanagement,impact,advantagesanddisadvantages

167

UnderstandingtheRoleofEgoCenteredKnowledgeNetworks
inProblemSolvingandIndividualPerformance
MahmoodGhaznavi,MartinPerry,KeriLogan,andPaulToulson
SchoolofManagement,MasseyUniversity,NewZealand
Abstract:Professionalsneedtocollaboratewithotherprofessionalswhen
they do not possess all relevant knowledge to perform knowledge tasks.
Forspeedyandeconomicaccesstoknowledge,modernknowledgework
ers develop and maintain knowledge sharing ties with colleagues who
work in similar professions and knowledge domains. The ties between
knowledge workers develop through work associations and/or personal
interactions.Suchtiesareformedirrespectiveoftheorganizationalboun
dariesandformalstructuresandknownasegocenterednetworksofpro
fessionals.Egocenteredknowledgenetworkshavenotbeenrecognisedas
efficient means of acquiring workspecific knowledge in the knowledge
managementliterature.Researchisneededtounderstandhowegocentric
knowledgenetworksprovidereadyaccesstoworkspecificknowledgethat
can help professionals to solve complex problems and improve perfor
manceatwork.Usingtheoriesofsocialcapitalandsocialexchange,wetry
toanswerquestionswhatroleegocenterednetworksplayincoordinating
workspecific knowledge and how do professionals collaborate to share
knowledge in the absence of organisational control mechanisms. Data is
collectedthroughaquestionnairesurveyfrom342individualsworkingina
varietyofprofessionsandindustrysectorsinNewZealand.Questionswere
asked to find the existence of egocentred knowledge networks around
professionals and the use of this network to acquire workspecific know
ledge.Ourresultsprovideevidencethatprofessionalsshareworkspecific
knowledgeintheiregocenteredknowledgenetworksastheybelievethis
would help them improving their problem solving capability and perfor
manceatwork.Professionalsbelievethatnormofreciprocityisimportant
infosteringinformalknowledgecollaborationwithpeers.Implicationsfor
practiceandfutureresearcharediscussed
Keywords: egocentered knowledge networks, knowledge sharing, know
ledgemanagement,socialnetworking,socialexchange

168

ClientsVersusEmployees:AStrategicProposaltoTransfer
EmotionalKnowledge
ClaudiaGrigore
TheBucharestUniversityofEconomicStudies,Bucharest,Romania
Abstract:Thepurposeofthispaperistopresenthowacompetitiveorga
nizationalstrategycanbeperformedbasedupontheemotionalknowledge
of its workers. Highly criticized in the economic environment, emotions
encloseanextraordinarypotentialfordefiningcompetitiveadvantageand
customerloyalty.Aperfumegetssoldnotonlybecauseofitsflagrance,but
alsobasedupontheemotionaldisplaythatitencompasses(e.g.love,joy
orenergy).Asimilarsituationisencounteredwhentalkingabouttheser
viceindustrywherethoseintangibletradessatisfyeventhemostpreten
tiousneeds.Standardoperationscannolongerdefineaqualitativeservice.
Nowadays,customerspretendhigherrightstocourtesy,friendlinessorjoy
than employees do. An empirical study was conducted over 304 respon
dents in five Romanian organizations from a twofold perspective over
emotional knowledge. The subjects expressed their opinions from a dual
pointofview:jobandcustomerrequirements.Theiranswererswerecol
lectedfromSeptembertoDecember2011,withthehelpofaquantitative
research instrument the questionnaire. Results confirmed that em
ployees who experience frequent customer interactions in the service in
dustryupholdtheiremotionalprerequisitesevenwhentheyshiftrolesto
being customers. Such opinions are labelling the transfer of emotional
knowledgeandembodythepremisesforaneffectiveorganizationalstrat
egy.Theinteractionbetweenaservicesupplierandaclientcanfurtherbe
describedwiththehelpoftheemotionallabourtheorythatpointsupthe
differencebetweenfeltanddisplayedemotionsatwork.Infact,thiscon
ceptillustratestheeffortthatanemployeehastomakeinordertocreate
a feeling of courtesy, happiness or even friendliness. A company can fur
therbenefitfromagreateruseofemotionalknowledgeinordertocreate
a Glad to Help organizational culture which may improve the perceived
qualityofitsservices.Suchastrategymaybeprojectedbyenablingemo
tionswithanexchangevaluethroughknowledgeandlabour.Thesupreme
competitive advantage in such industries gets shaped with a strategy
basedupontailoredserviceswhereemployeesarerequiredtoperforman
organizational role as customers raise their expectations over a service
delivery. Based upon an empirical research that studied dual opinions of
169

how a service should be provided, this paper suggests that an effective

strategyforacustomerorientatedcultureistotransferemotionalknow
ledgefromemployeestoclientsandviceversa.
Keywords: emotional knowledge, strategy, emotional labour, perceived
servicequality.

PerformanceAnalysisMethodologyofEnvironmental
KnowledgeattheOrganizationalLevel
IonutViorelHerghiligiuandLuminitaMihaelaLupu
GheorgheAsachiTechnicalUniversityofIasiRomania
Abstract:Thewayofthinkingofmanmustchangeifwewanttohavea
future,whichiswhyenvironmentalissuesareinthecenterofattentionall
over the world. Sustainable development, environmental management,
environmentalknowledgemanagementandbeyond,arephrasesthatde
scribetheessentialpreoccupationsofcontemporary.Theobjectiveofthis
study is to identify the importance and the purpose of environmental
knowledgemanagementattheorganizationlevel,presentingamethodol
ogy (model/procedure) for measure performance of the environmental
knowledge circulation process (of environmental informational system).
Starting from the premise that environmental knowledge management
(EKM), at organization level, can be viewed as a standalone, integrated
into its general information system, we can give the following definition:
environmentknowledgemanagementsystemisallmethods,mechanisms,
processes, structures, policies, strategies, people, data and information
thathavetheabilitytocreate,capture,collect,store,query,useandtrans
ferenvironmentalknowledgewiththemaingoaltoimprovetheenviron
mental impact of the organization (adapted after Finster). The proposed
methodology takes into account 1. the performance of environmental
knowledge systems, analyzing a) environmental knowledge creation b)
environmental knowledge accumulation c) distribution of environmental
knowledge d) use of environmental knowledge e) internalization of envi
ronmentalknowledge;2.organizationalcharacteristics,analyzinga)orga
nizationalstructureb)organizationsizec)typeofactivity.Thisarticleaims
todescribeanefficientandpertinentwayforanalyzingtheenvironmental
knowledgesystemoforganizations,aimingtoemphasizeitsvalueandim
portance. Keywords: environmental knowledge management, environ
mentalprotection

170

HowdoIndividualsAffecttheProcessofManagingTacit
Knowledge?
JenniferKennedy,ClaireGubbinsandFinianBuckley
DCU,Dublin,Ireland
Abstract:Tacitknowledgeisoneelementofknowledgethatmanyorgani
zations rely upon in the knowledgebasedeconomy(Little, Quintas and
Ray 2002; Gertler 2003). However, many organizations do not recognize
the value of tacit knowledge until an employee leaves (Lahaie 2005;
Mldkov 2007). This can result in lost expertise if an employees know
ledge is not managed (Davies and Merali 2001). Therefore, it may be
surmised that the creation, retention and distribution of relevant tacit
knowledgeisavitalfocusfortheknowledgemanagementfield.Itcouldbe
surmised that tacit knowledge management specifically is unique to gen
eral knowledge management methods because tacit knowledge is
owned by the knowledge worker rather than the organization (Kreiner
2002;WrightandMcMahan2011).Kreiner(2002)statesthattacitknow
ledgeneedstobemanagedintacitways.Aspeoplecannotbeseparated
fromtheirknowledgeinthewaytheycanbeseparatedfromfinancialand
physical assets, individual behaviour is important to the concept of tacit
knowledge. For example, employees couldchoose to withhold the know
ledgeandabilitiesthattheirfirmrequires(WrightandMcMahan2011).In
lightofthis,individualbehaviours,promptedbyfactorssuchaspersonality
traits, could explain some of the variance in an individuals behaviour
(Matzleretal.2008).Personalitytraitshavebeenlargelyignoredbyknow
ledge management literature as a whole (Matzler et al., 2009;Wang and
Noe, 2010) and researchers have called for more examination into its ef
fectonknowledgesharing(Cho,Li,andSu,2007)andtheotherknowledge
managementprocesses (Cabrera, Collins,and Selgado, 2006). This paper
seeks to explore current theory surrounding the management of tacit
knowledge and discuss the empirical evidence which would suggest that
individualbehaviourmayinfluencethistopic.
Keywords:tacitknowledge,knowledgemanagement,individual,personali
tytraits

171

CorporateTraininginNeedofnewLens
SajidKhanandPhilRamsey
SchoolofManagement,MasseyUniversity,PalmerstonNorth,NewZea
land
Abstract:Therapiddevelopmentincomputertechnology,telecommunica
tion and networking has transformed the world into an extremely non
linear and excessively complex system. In the context of today's complex
anddynamicorganisationswhichareoperatinginourcomplexworld,in
tellectual capital has become even more important. Among the three di
mensions of IC human capital, structural capital and relational capital
humancapitalisregardedasthemostimportantdimension.Ahugebody
ofempiricalevidencedemonstratesthatthereisastrongpositivelinkbe
tweenhumancapitalandorganisationalperformance.Moderndayorgani
sationsthereforespendaconsiderableamountoftheirbudgetontraining
anddevelopmentaimedtowardenhancingthevalueoftheirhumancapi
tal. Although a huge amount of financial resources is spend very little is
achieved in terms of enhancement in skills, knowledge and/or attitude.
The reason being that existing training practices are based on linear and
outmoded assumptions. Historically, the Scientific Management Theory
along with Behaviourism, Cognitivism and Constructivism consecutively
caused three major paradigm shifts in the field of training. Each of these
paradigmsremaineddominantaslongasitspresumptionswerematching
the dynamics of the respective era. The most recent paradigm shift oc
curredintheearlyninetiesfromCognitivismtoConstructivism.WhenCon
structivismemergedtheworldwasstillrelativelysimpleandstable.How
ever, the existing world is extremely complex and highly dynamic. As a
result,new,genuineandvaluabletrainingpracticesneedtobedeveloped
so that training programs can effectively contribute to human capital en
hancement.Howthatchallengecanbemasteredisstillanopenquestion
along with the role trainers can play in the development of such training
practices. We suggest the application of the principles of the Complexity
theory partial order, reductionism and holism, predictability and uncer
tainty,probabilism,emergenceandinterpretationtotrainingspace.This
not only enables the trainer to appreciate the ambiguity, complexity and
dynamism involved in a training program but also assists in developing
novelandconstructivesolutions.

172

Keywords: human capital development, training design and delivery, be

haviourism, cognitivism, constructivism, implication of complexity theory
fortraining,learningparadigm

BanksIntangiblesinDevelopingRelationshipsWithYoung
Customers
MonikaKlimontowicz
UniversityofEconomics,Katowice,Poland
Abstract: In recent years banks are operating in an increasingly competi
tivemarketenvironment.Thechangingeconomicenvironmenthassignifi
cantimpactonbanksstrategy.Theexpansionofbankingsector,stronger
competition,changesincustomerneedsandhabits,andtheemergenceof
new information technology accelerated the shift towards knowledge
based or innovationdriven activities. In the response to unstable market
environmentcommercialbanksinPolandhaveshownarenewedinterest
inmarketingtheirproduct/servicestotheircustomereffectively.Theyfo
cus on relationship marketing and developing longterm relations leading
tocustomersloyalty.Knowledgeembodiedinintangibleassetsisbecom
ingcrucialforthatactivityandinlargeextendinfluencesbankscompeti
tivenessandgrowth.Theimportanceofintangibleassetshasincreasedin
developing and maintaining competitive advantage, value creation and
competitiveness.Thepurposeofthispaperistoexaminetheroleofbanks
intangible assets in the developing positive relationships with young cus
tomers.Theresultsshowtowhatextentbanksservicescorrespondwith
theirneedsandwhichintangiblesarecrucialforthem.
Keywords:intangibles,customerrelationship,competitiveadvantage

173

EnterpriseWikiApplicationScenariosandTheirRelationto
UserMotivation
DadaLinandStefanEhrlich
TechnischeUniversittDresden,Germany
TSystemsMultimediaSolutionsGmbH,Germany
KnowledgeResearchCentere.V,Deseden,Germany
Abstract:Awiderangeofcompaniesisalreadyusingsocialsoftware.En
terprisewikisarethemostfrequentlyusedtype.Thebestknownexample
ofawikiistheonlineencyclopediaWikipedia.ManycompaniesuseWiki
pediaasanexampleandthusestablishaninternalwikiencyclopedia.But
therearealsootherpurposesforwhichenterprisewikiscanbeused.For
example, some companies use the wiki as a news portal, discussion plat
form or as a project management tool. In research there is still no ade
quate systematization of the possible usesof enterprisewikis. Therefore,
the aim of this paper is to examine the different application scenarios of
enterprise wikis and to explore application scenariorelated motivational
factors.Toexaminetheapplicationscenariosofenterprisewikis,aqualita
tiveoriented case study on the internal wiki of the company TSystems
Multimedia Solutions GmbH was conducted. The Atlassian Confluence
based wiki called TeamWeb was introduced in 2008 and has gradually
establisheditselfasaglobalIntranet.Apeculiarityofthiswikiisthatitis
not strictly specified, how the staff has to work with it. In this way, over
timemanydifferentapplicationscenarioshavebeenestablished.Thereare
now about 56,000 wiki pages in TeamWeb. These wiki pages were ana
lyzedandcategorizedtoapplicationscenarios.Asaresult,aclassificationis
proposedwhichdifferentiatesandcharacterizesfourarchetypicalapplica
tionscenariosofenterprisewikis:presentation&communication,encyc
lopaedia, project organization and collaborative design. Subsequently
semistructured interviews with selected employees were conducted in
order to understand their motivation to wikiuse. It could be determined
that the use of wikis is always primarily for egoistic goals. Altruistic
goals,suchashelpothers,however,wererarelymentionedasaprimary
motivation.Topromotetheuseofenterprisewikis,itis thereforeneces
sarytofurthertheegoisticapplicationscenarios.
Keywords: enterprise wiki, motivation, application scenarios, typology,
groundedtheory
174

CollectiveIntelligenceModelforKnowledgeManagementin
TechnologyBasedClusters
CarlosMarulanda1andPatriciaLopesMarceloyLpez2
1
UniversidadNacionaldeColombiasedeManizales,Colombia
2
UniversidaddeCaldas,Colombia
LogoPolisS.A.S,Manizales,Colombia
Abstract:Theclusterisanevolutionaryorganizationmodewhoselifecycle
includes several states: concentration (intentional encounter among sev
eralcompaniesandotheractorsinaterritory),emergency(severalactors
inthegroupbegintocooperatearoundacoreactivityandtheyarebene
fitedofit),development(academicactorsfromthepublicsectorandthe
civil society are linked as well as brand, use, and appropriation of digital
technologies are generated) maturity (clusters specialization is related
withotheractivities,clustersandterritories),transformation(becauseof
thechanges in the markets, in the technologies or in theprocesses). The
innovationintheclusterisassociatedtotheknowledgegeneratedbyso
cial interaction, the knowledge management is essential to enhance the
clusterinitsdifferentstates.Themodelproposedisbasedonthetranspa
rency,collaboration,authenticity,participation,andalltheprinciplesthat
definesocialnetworksandsocialmobilization.Themodeliscomposedby
nine patterns that determine the profile of each organization to manage
knowledge,eachpatterncountswithevaluationvariablesandintervention
variables.Thepatternsare:humantalentcapabilities,organizationalmoni
toring,digitaltechnologiesmonitoring,socioeconomiccontext,interorga
nizationalbenchmarking,educationandtraining,knowledgemanagement
strategies, implementation project and good practices. For generating
networkeffectsandsynergieswithintheclusterconsciously,butalsoun
consciously, the model uses selfregulatory mechanisms such as ben
chmarking among the actors, sectors and chains; including generation of
roadmaps to incorporate the knowledge management starting from the
collectiveintelligence.Inthisarticlearepresentedaswelltheinteractions
that occur over the patternsstarting from the computational intelligence
sothatclustercontoursemergeunitedtotheirprestatesandintegralbe
haviorpropositions.Eachactorofthemodelcanaccesstoacompleteand
updatedperceptionofCluster(totality),andeachoneofthemthankstoits
interaction experience and its skill, is going to have the model tools to
makedecisions,adjustingandcoordinatingwiththeactionsofothers(oth
175

eractorsperceptions);thankstothefeedbackloopsthatthemodelman
agestoconfronttheindividualandcollectivescope.Itisexposedhowthe
learning process is given, from the individual scope incorporating to the
social process that recognizes rights and wrongs, to integrate and trans
formsharedcognitiveobjects,enhancedbytherelationalintelligencethat
welearnbyourselvesandthatitisusefultoothers.Therelationsgeodesy
is persistently updated depending on the cluster states, the model pat
terns, the actors perceptions, the tasks to accomplish, or the relational
rulesbasedontheclustervaluesandrulesandinthemeaningofmaintain
ingitsevolution.
Keywords:emergentsystem,holisticspace,socialpact,polymorphicarchi
tecture,organizationallearning.

AKMPerspectiveonImplementinganElectronicPatient
RecordWithinanNHSHospital
SaraMcCrackenandJohnEdwards
AstonBusinessSchool,OperationsandInformationManagement,Aston
University,Birmingham,UK
AbstractTheElectronicPatientRecord(EPR)isbeingdevelopedbymany
hospitalsintheUKandacrosstheglobe.WeclassanEPRsystemasatype
ofKnowledgeManagementSystem(KMS),inthatitisatechnologicaltool
developed to support the process of knowledge management (KM).
Healthcareorganisationsaimtousethesesystemstoprovideavehiclefor
more informed and improved clinical decision making thereby delivering
reducederrorsandrisks,enhancedqualityandconsequentlyofferingen
hancedpatientsafety.Findinganeffectivewayforahealthcareorganisa
tion to practically implement these systems is essential. In this study we
use the concept of thebusiness process approach to KM as a theoretical
lenstoanalyseandexplorehowalargeNHSteachinghospitaldeveloped,
executed and practically implemented an EPR system. This theory advo
cates the importance of taking into account all organizational activities
thebusinessprocessesinconsideringanyKMinitiatives.ApproachingKM
throughbusinessprocessesallowsforamoreholisticviewoftherequire
mentsacrossaprocess:emphasisisplacedonhowparticularactivitiesare
performed,howtheyarestructuredandwhatknowledgedemandedand
notjustsuppliedacrosseachprocess.Thisfallsinlinewiththeincreased
176

emphasisinhealthcareonpatientcentredapproachestocaredelivery.We
havefoundinpreviousresearchthathospitalsarehappywiththedelivery
ofpatientcarebeingreferredtoastheirbusiness.Aqualitativestudywas
conductedoveratwoandhalfyearperiodwithdatacollectedfromsemi
structured interviews with eight members of the strategic management
team,12clinicalusersand20patientsinadditiontononparticipantob
servation of meetings and documentary data. We believe that the inclu
sionofpatientswithinthestudymaywellbethefirsttimethishasbeen
doneinexaminingtheimplementationofaKMS.Thetheoreticalproposi
tionsstrategywasusedastheoverarchingapproachfordataanalysis.Here
Initial theoretical research themes and propositions were used to help
shapeandorganisethecasestudyanalysis.Thispaperwillpresentprelim
inary findings about the hospitals business strategy and its links to the
KMSstrategyandprocess.
Keywords: knowledge management, knowledge management systems,
health,hospitals,businessprocesses

CompositionofICTProjectTeamsFromSocialNetwork
AnalysisPointofView
LiborMesicekandJiriSvoboda
UniversityofEconomics,Prague,CzechRepublic
Abstract:Thearticlefocusesonthepsychological,sociologicalandknow
ledge aspects of the ICT project teams structure, analyzing the existing
socialnetworkswithinacompanyaswellastheconceptoftheteamroles
when setting up the project team by mapping the existing relationships
amongtheteammembersandthepossiblepersonalitydivergenceofeach
employee.AccordingtooursurveyresultstheICTprojectmanagersoper
ating in the Czech Republic demand wider possibility of influencing the
selection of team members in their projects. The first part of the article
summarizestheimportantmilestonesformappingthesocialnetworks,the
possibilityofmappingthenetworkofsocialrelationships,communication
channels,knowledgesharingandrelationshipsinthecompany,itisfocus
ingonthedifferencesbetweenateamandaworkgroupandtheconse
quences on their functioning. The article represents the researched find
ingsamong36ICTprojectmanagers.Basedontheseresults,wearepre
senting a process design that supports and is important for the ICT team
177

leaders nominations, as well as for the ICT team members, respecting

their relationship structure, results of past cooperation, their experience
andteamroles.Theprocessincludesamappingofasubsetofsocialnet
works,recommendationsofcompetentmanagersfortheapprovedproject
charters based on the output of the analysis, progress and outcomes of
finished projects and other relevant business information. The following
stage carries the selection and recommendation for individual leaders in
regards of the appropriate team members. To ensure the continuous
process improvement and preservation of knowledge for the next cycle,
the last part is completed by the feedback, knowledge preservation and
evaluation. The proposed process cycle should stress the importance of
psychologicalandsociologicalfactorsandknowledgecarriedbyeachteam
memberwhensettinguptheICTteamsinordertospeeduptheteamde
velopmentandachievemaximumteamperformanceassoonaspossible.
Keywords: social network analysis, ICT project, knowledge, team, work
group,teamroles

WhatEffectDoesMultiStakeholderRolesandInteractions
HaveonUniversityTechnologyCommercialisation?
KristelMiller1,SandraMoffett2,RodneyMcAdam2,MichaelBrennan2
1
QueensUniversity,Belfast,UK
2
UniversityofUlster,Belfast,UK
Abstract:Withtheemergenceoftheknowledgebasedeconomy,universi
tieshaveundertakenanewentrepreneurialrolewherebytheycancon
tribute directly to economic development through the commercialisation
of knowledge residing within universities. However, technology commer
cialisationfromuniversities,bymeansoflicences,spinoutfirmsandjoint
ventures can by very risky. In order to increase the chances of success,
knowledge flows and exchanges from multiple actors and entities is re
quired to help develop, commercialise and market embryonic technolo
gies. To date very little research has looked at the effect multiple stake
holdersrolesandinteractionshasinrelationtothecommercialisationof
technologies within universities. This is surprising considering the impor
tance of multistakeholder knowledge to aid the chances of university
technology transfer success. Therefore it is important to understand the
knowledgetransferandsharingprocessesbetweenmultiplestakeholders
and how they can be managed. This research attempts to fill this gap in

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research by exploring the effect multistakeholder roles and interactions

haveonuniversitytechnologycommercialisation.Theresearchwasexplo
ratory in nature with the aim of inductively building theory in an under
researchedarea.Aqualitativemethodologywithinoneintrinsiccasestudy
ofauniversitywasundertaken.Datawascollectedinfourstagesbymeans
ofpilotstudyinterviews(stageone),indepthinterviewsofmultiplestake
holders,namelythetechnologytransferofficestaff,principalinvestigators,
enterprisecoordinatorsandgovernment(stagetwo),observationalanaly
sisoftechnologytransfermeetingsoveraperiodof8months(stagethree)
and repeat interviews of multiple stakeholders (stage four). It was found
that stakeholder roles and relationships were important in relation to
access, absorption and exploitation of external knowledge. However, the
interactionsandrelationshipsbetweenthePI,TTO,governmentandindus
trywerepowerrelationshipssinceoftentheyaffectedknowledgetransfer
behaviour. Power relationships were found to be the result of university
remit,conflictingobjectivesbetweenthestakeholdersanddisharmonyas
a result of technology assessments and technology transfer rules and
process. These power relationships were found to potentially impede
knowledgetransferandsharingwhichconsequentlycouldinhibituniversi
tytechnologycommercialisation.Thisresearchisofinteresttopolicymak
ers, practitioners and researchers alike since it provides knowledge and
understanding of the roles, knowledge transfer and exchanges between
stakeholders which can be used to develop future policies and interven
tionswiththehopeofenhancinguniversitytechnologycommercialisation
success.
Keywords: university technology transfer, knowledge transfer, absorptive
capacity,triplehelixstakeholders,powerrelationships

MeasuringCustomerSatisfaction:AnInfusionofPractical
InsightintoanoldParadigm
PushkalKumarPandey,SandraMoffettandRodneyMcAdam
UniversityofUlster,Jordanstown,Newtownabbey,UK
Abstract: To employ the information regarding customer satisfaction
judgementsinanykindofoperationalsettingitisessentialthatourunder
standingofcustomer'ssatisfactionevaluationsachievestheclosestpossi
blesemblancetohowcustomersperceiveit.Inthepresentstudy,theem
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phasisisonunderstandingtheunderlyingstructureofcustomer'sevalua
tionofsatisfactionthroughadescriptiveanalysisofcustomersatisfaction
survey data. The study uses the context of call centre service delivery to
analysetheeffectofeachlevelofperformanceforchangeineachdegree
ofsatisfactionacrossallrelevantqualityattributes.Thecallcentrecontext
is used due to the widely prevalent issues with quality of service in this
area.Thisstudydemonstratesthatcustomersdoacumulativeassessment
ofperformanceonallthequalityattributestoformaspecificlevelofsatis
faction. The study demonstrates that performance on taskfocussed
attributesdetermineswhetherthecustomerwouldbesatisfiedordissatis
fied, although the degree of satisfaction is guided by performance on
more personal attributes. A variety of practical implications may be de
rived out of present research. Most importantly, it provides a more in
depthunderstandingofhowcustomersevaluatequality.Thisstudyshow
casestheinterplayofinformationonperformanceonqualityattributesin
a very elaborate form. This would allow marketing analysts not only to
ensurehighlevelsofsatisfactionbutalsoguidethemonhowtomaintain
optimumlevelsofsatisfactionwhenitisnotpossibletosolvecustomers
requests.
Keywords:customersatisfactionmeasurement,callcentre,servicequality

CriticalKnowledgeMonitorSystemModel:HealthcareContext
TiagoPereiraandHenriqueSantos
InformationSystemsDepartment,MinhoUniversity,Guimares,Portugal
Abstract: In order to provide a better service, sharing knowledge with
partnersandcommunitiesisbecomingpartofthehealthcareorganizations
culture. Data, information and clinic knowledge require specific cautious,
because it involves ethical and legal issues. The constant evolution of In
formationandCommunicationTechnologiesbringsnewopportunitieswith
multipleformsofcommunication(web2.0),therefore,newwaysofshar
ingknowledge.Further,thereisawideknowledgesources:patientsfeed
back;knowledgefromInternetsources;knowledgefromdecisionsupport
systems; and inference knowledge (e.g. Knowledge from Data Mining
techniques)justifyingtheuseofknowledgemanagementsystemstogetits
benefits. The Critical Knowledge Monitor System Model, proposed here,
allows knowledge sharing in a controlled ambient and could be a part of
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theanswertothisparadigmthathealthcareorganizationsface.Toimple
ment the Critical Knowledge Monitor System model well need to apply
knowledge engineering techniques such as ontology construction, text
mining techniques, Information retrieval, among others. Since not all
knowledgemanagebyhealthcareorganizationscouldbeconsideredcriti
cal (or much critical), its necessary to define constructs to classify clinic
knowledge.Toachievethis,wellimplementafocusgroupapproachwith
the use of risk management techniques to classify knowledge as critical
anditscriticalleveltodrivenontologywiththeclassandtermsusedbythe
healthcareorganizationunderstudy.Essentially,thesearethemotivesof
thisresearch.
Keywords: knowledge management, knowledge management systems,
criticalknowledge,knowledgeengineering,ontology

TheImpactofIndividualandOrganizationalCharacteristicson
KnowledgeSharing
AlexandruIonuPohonuandPaulaFuioag(Bsu)
GheorgheAsachiTechnicalUniversityofIasiRomania
Abstract: Purpose This research study seeks to explore how personal
traits(suchasage,levelofeducation,andworkingexperience)andorgani
zationalcharacteristics(suchasfirmsizeandindustrytype)mayinfluence
the relationship between knowledge sharing willingness in context of
learning organization. Design/methodology/approach This paper reports
thefindingsofasurveycarriedouttoaccesstheknowledgesharingcapa
bilities within learning organizations, located NordEast Region, Romania.
Findings The study result shows that there are significant differences
between demographic factors of employees, organization characteristics
and knowledge sharing process. Research limitations/implications
Through further research can be identified ways to improve knowledge
sharing process taking into account the level of influence from individual
and organizational characteristics concerning knowledge sharing
processes. Practical implications The research model proposed in the
presentstudyisusefultootherresearchersseekingtounderstandthede
mographic factors that influence the knowledge sharing behavior among
theorganizations.Theresultsofthisstudyprovideempiricalevidencefora
new model that shows that the demographic factors of employees and
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organizational characteristics are implicated in knowledge sharing beha

vior.
Keywords: knowledge sharing behavior, demographic factors, organiza
tionalcharacteristics

OrganisationalKnowledgeManagement:ThreeCaseStudiesin
theHospitalityIndustry
BernardeteDiasSequeira1,AntnioManuelSerrano2andJooFilipe
Marques1
1
ResearchCentreforSpatialandOrganizationalDynamicsCIEO,Faculty
ofEconomics,UniversityofAlgarve,Faro,Portugal
2
ManagementDepartment,Universityofvora,vora,Portugal
Abstract: Under organisational theories, knowledge management is the
organisationalcapacitytodevelop,innovateandenhancecompetitiveness.
Fromthisperspective,knowledgemanagementisamanagementcontext
inwhichknowledgeisused.Themainissueisthecreationofanenviron
ment in which the development, acquisition and dissemination of new
knowledge can be fosteredand nurtured using organisational tools expli
citly designed for that purpose. From the perspective of organisations,
knowledge resides in documents, routines, procedures, practices and
norms. However, above all, knowledge is reflected in the organisational
development of new products and services, in taking decisions regarding
customersandintheformulationofstrategies.Suchknowledgeisthere
sult of thedissemination ofknowledge byindividual organisational struc
tures. Hospitality is an activitybased service sector in which information
andknowledgearefundamentalinordertodeveloprealisticstrategiesand
business plans. This paper thus presents an analytical model and several
preliminary results of an investigation called "Organisational Knowledge
ManagementinTourismOrganisations".Thisstudyinvestigateshowtour
ismorganisationsintheAlgarveregionofPortugalmanageknowledgeby
observinghowtheycreate,retain,shareanduseit.Thisempiricalresearch
isbasedonthreecasestudiesofhotelsthatusedocumentalresearch,in
terviewsandquestionnairesaswellastheanalyticmodelintroducedhere
in. The latter identifies the different stages of knowledge management
(acquisition / knowledge creation and retention / storage and transfer /
sharinganduse)andthemanagementpracticesthatfacilitateit(strategic
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management,organisationalculture,structureandworkprocesses,human
resources policies, information systems and communication, measuring
results and relationships with the environment outside the organisation).
Asfarasispossible,wehavetakenintoaccountthemultifacetedcharacte
ristics of knowledge management and its practical significance. The two
majoraxesofthemodeldonotexistinisolation.Rather,theycomplement
eachotherandareessentialforacomprehensiveapproachtoknowledge
management.
Keywords:knowledge,organisationalknowledgemanagement,facilitating
practices

TransformExplicitKnowledgetoImplicitStatusorProcess
AndreaSlyom,AndreaBencsikandViktriaStifter
SzchenyiIstvnUniversity,Gyr,Hungary
Abstract:Thefactthatknowledgemanagementplaysanimportantrolein
thelifeofbusinessescanbeprovedbythenumberofthescientificpubli
cationsdealingwiththisissue.Itcanbesaidtobeacurrentfavouriteand
wellprocessed topic of literature. In practice among middle and senior
managers it has become ameans of strategycreation as its methods are
moreoftenusedatanoperativelevel.Ourdecisiontobeginourresearch
inthisfieldwasstrengthenedbythefurtherconsiderationofaquotation
byEdwinLandtheleaderofHPoftencitedintheliteratureonthistop
ic.AccordingtoLand90percentofPolaroidscapitalgetintheircarand
gohomeeveryevening.ThisisindeedtruebutaccordingtoLandthefol
lowingmorningtheyalsogetbackintheircarand90%ofthecompanys
capital will again be in the same place and available once more. Since a
part of knowledge belongs to the individual, meaning that it cannot be
documentedorverbalisedasitisbasedonexperience,thequestionarises
astowhattypesofnewtaskstheholdingofthisknowledgecreates,espe
ciallyinthecaseofthoseinkeypositionsandemployeesconsideredaskey
figures from another viewpoint. This question becomes particularly excit
ingwherewearealsoabletoseetherealvalue/benefitofthisstudyif,
through analysing the most common form of predictable labour move
ments(hereIrefermainlytoretirement),suchaprocedurecanberecon
structed,thusprovidingbusinesseswiththemeanstopreparethemselves
for a continuous share of tacit or experimental knowledge in the case of
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other predictable labour movement (like maternity leave or a longer pe

riodintheforeigndomicilesofasubsidiaryoraparentcompany).Amajor
part of preserving competitive advantage nowadays is knowledge, espe
cially tacit knowledge. For this reason we will highlight that due to these
dynamicprocessestacitknowledgesharingofbusinessesshouldbeconti
nuousincorporatepracticeinthecaseofeveryimportantperson.This
direction would differ from the approaches of knowledge management
dealingwithimplicitknowledgeinthatwewouldnotlookforthesolution
totransformingimplicitknowledgetoexplicitknowledgebutratherinsuch
a systembased process, the result of which would be a conscious man
agementoftacitknowledgesharing.Themainlineofknowledgemanage
mentscienceishowtotransformimplicitknowledgetoexplicitinorderto
shareit.Iwouldliketointroduceanewwayofknowledgesharingwhich
doesn'trelyontraditionaltools.
Keywords:tacitknowledge,knowledgemanagement,sharingofknow
ledge

WillthenewManagementStructuresOvercometheInstability
oftheEconomicEnvironment?
GeorgianaGabrielaToader,MihaelaAdrianaDumitrana,MirelaNichita
andMarcelVulpoi
TheAcademyofEconomicStudies,Bucharest,Romania
Abstract: In general terms, the success of an economic project requires
severalsoundelementssuchasquickadjustmenttothemarketconditions
andflexibilityinresponsetothechangingeconomicenvironment.Starting
2009,theeconomicagentsactivatinginRomaniawererequiredtoprovea
sustainedadaptingandinnovatingcapacityanditsresultsmaybealready
observedthroughthesignificantchangesthattookplacewithinthemar
ket.Thepurposeofthispaperistopresentseveralobservations,acknowl
edgedintime,overthenewmodularsystemssettingupprocessbeginning
to materialize in Romania, over the generating conditions (economic cri
sis), over the main tools used for defining the relationship within these
newstructures(contractandleadership),themotivatingfactors(principal
agenttheory,knowledgesharing).Theprofitthatshouldensurethelifeof
thebusinessisinfactthemainfactorthatdeterminesthevelocityofthese
changes. In analyzing this changing process, it worth considering the ob
servationpresentedbyWilliamH.MecklinginhispaperTheoryoftheFirm

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(Journal of Financial Economics, October, 1976): Managerial Behaviour,

AgencyCostsandOwnershipStructure:Itisimportanttorecognizethat
mostorganizationsaresimplylegalfictionswhichserveasanexusforaset
ofcontractingrelationshipsamongindividuals.Indeed,themajorcompa
nies,functioningasmodularstructurescontainingseveralinternaldepart
ments are moving to a new approach: these departments are becoming
totally externalized and are coordinated by the shareholders through an
agent,namelythemanager.Suchamanagementstructure,developedasa
threelevelshierarchy:central,intermediaryandprimary,involvesdifferent
decisionalcompetenceandrequiresasoundknowledgeofresponsibilities
byeveryparticipant.Thefunctioningofsuchacomplexstructurerequires
theuseoftwoessentialtools:contractandleadershipfordefiningthere
lationships and the decision tree. Apart from them, a well functioning
companyneedstohaveefficientcommunicationchannelsforsharingthe
informationanddecisions(knowledgesharing),toensureasetofcommon
rulesforalltheparticipantsaswellastopromote,asacompanypolicy,a
continuousprocessofinnovationforimprovingthecompanysresponseto
the environment requirements. The goal of our research is to emphasize
thatacompanyisobligedtoundertakedevelopmentsregardingthefunc
tioning structure as a prerequisite for improvements at operational level,
but most important, as a condition for attaining the profitability target.
Additionally, the paper would like to represent an incursion over the
process concerning the changing operational structures, specific to the
Romanianentities,emphasizingtheresultsobtainedalongwiththerelated
motivationsandexplanations.
Keywords: principal agent relationship, innovating process, modular
structure,jointmanagement,knowledgelearning,knowledgesharing

185

SOPIM:SensitiveOrganizationsProcessesIdentification
MethodologyforKnowledgeLocalization
MohamedTurki1,2,3,InsSaad2,4,GillesKassel1andFaezGargouri2
1
UniversityofPicardieJulesVerne,MISLaboratory,Amiens,France
2
UniversityofSfax,ISIMS,MIRACLLaboratory,Sfax,Tunisia
3
InstituteofTechnologicalStudiesofSfax,Univ.ofSfax,Sfax,Tunisia
4
AmiensSchoolofManagement,Amiens,France
Abstract:Inthepresentpaper,weproposeamethodologyforidentifying
sensitiveorganizationsprocessesforknowledgelocalization,entitledSO
PIM.Thismethodologyiscomposedoftwophases:(i)constructionofthe
preference model, and (ii)exploitation ofthe preference model (decision
rules) to classify the Potential Sensitive organizations processes. The
first phase is relative to constructive learning devoted to infer the prefe
rencemodelofthedecisionmakers.Practically,itconsistsininferringaset
of decision rules from some holistic information in terms of assignment
examplesprovidedbythedecisionmakers.ThisisdonethroughtheDo
minance based Rough Set Approach. The previous set of rules may be
used to classify the Potential Sensitive OP. More precisely, this phase
includes the preference model construction and the OP evaluation with
respect to a convenient set of criteria (see appendix). Indeed, we con
structedwiththestakeholdersthefirstlistofcriteriaduringthreebrains
torming sessions. This initial list needs to be checked and validated after
thedecisionrulesinference.Inthesecondphase,thedecisionmakeruses
thepreferencemodels(decisionrules)definedinthefirstphasetoassign
thenewOPwhicharecalledpotentialorganizationssensitiveprocesses,
to the classes Cl1 weakly sensitive organizations process or Cl2 sensi
tiveorganizationsprocessorCl3verysensitiveorganizationsprocess.
Theproposedmethodologyisconductedintheassociationofprotectionof
motorsdisabledofSfaxTunisia(ASHMS).
Keywords: sensitive organizations processes, multicriteria decision mak
ing,knowledgelocalization,DRSA

186

WorkinProgress
Papers

187

188

KnowledgeManagementMaturity:CriticalReflectionsand
IdentificationofGaps
GiovanaEscrivoandSergioLuisdaSilva
UniversidadeFederaldeSoCarlos,SoCarlos,Brazil
Abstract: The purpose of this research is to identify gaps in KMMM and
provideanewproposition.Althoughseveralstudieshaveadvancedinthe
investigationofmaturityoffunctionalareasoftheorganizations,KMisa
novel area of management, still its infancy, so its stages have not been
consolidated.Therelevanceofthisresearchcanbejustifiedbythelackof
goodresponseforthefollowingissues:i)mostmodelsfocusononeaspect
only(e.g.,technology)indetrimenttootheressentialaspectsofKM(e.g.,
peopleandlearning);ii)manymodelshavealinear,sequential,determin
ist and invariant perspective of KM development, which have been criti
cized because although they are good characteristics to define a product
development process, they are not good for defining an organization de
velopment; iii) several studies show the difficulty in proving a unique se
quenceofstagesandthereisntaconsensusaboutthenumberofstages;
iv)somemodelsassociatethedevelopmentoftheKMwithitsgrowthin
size,whichhasbeenthreatenedbysomeresearches;v)almostallmodels
conditionthematuritywiththelaststage,whenactually,therearecases
thatthecostsdonotoutweighthebenefitstokeepupinthelaststage;vi)
areasonablenumberofmodelsdontconsiderthedeathoftheorganiza
tionor,whentheydo,theyputitafterthematuritystage,butactually,this
can happen at any moment; vii) there is a consensus among various au
thorsregardingtheexistenceofsituationalfactorsthataffecttheKMde
velopment,buttheyhaventbeenidentified;viii)andfinally,thefewnum
berofempiricalstudiesonthesubject.Thisarticlecanbecharacterizedas
a theoretical essay based on existing research literature. It is part of a
broaderstudy,thus,toobtain the final results, case studies and survey
will be conducted. Asresultofthearticlegapsareidentifiedinmodelsof
theKMMMliteratureand,inthefuture,wewillpresentaproposalbased
onabroaderviewofthesubject.
Keywords:knowledgemanagement,lifecycle,stages,maturity,model

189

AutomatedKnowledgeAcquisitionandDiscovery:of
SemanticallyAnnotatedCorpusofAncientArtefacts
ManuellaKadarandMariaMuntean
1Decembrie1918UniversityofAlbaIulia,Romania
Abstract: This study investigates and improves a machine learning ap
proach which automatically recognizes semantically annotated datasets
extractedfromalargedatabaseofancientartefacts.Themainhypothesis
ofthisresearchisthatsemanticbackgroundknowledgeandasemantically
annotated corpus can improve the overall accuracy of an automated dis
covery system. Our approach was to create four semantically different
training sets, corresponding to two subclasses of the International Com
mittee for Documentation of the International Council of Museums (CI
DOC) Conceptual Reference Model (CRM). In this paper we present two
different experiments carried out in order to evaluate whether selecting
positive and negative instances among those belonging to the same se
mantic group can improve the results or not and to understand whether
semanticfeaturesareofanyinterestfortheimprovementofthemachine
learning approach. We mainly focused on the importance of filtering the
training data and splitting it into different semantic classes. Various clas
sifiershavebeentestedonthetrainingdatasetstodiscoverthealgorithm
thatgivesthebestaccuracy.
Keywords: automated knowledge acquisition, machine learning tech
niques,semanticannotation,formalontology,heterogeneousdatabase

ThenewDynamicsofStrategy:VisualDecisionMakingin
aComplexandComplicatedOrganization
RavinderSinghKahlonandManChieTse
MiddlesexUniversity,SchoolofEngineeringandInformationSciences,
London,UK
Abstract:Thispaperaddressesthreemainkeyaspectsofaportfolioforan
organization decision support, strategy and the intent of applica
tiondiversification. It describes this with a Composite Features Diagram
ming impact Assessment (CFDiA) model, a visual decisionmaking device.

190

Theauthorshavedevelopedtohelpmanagersandemployeesbothmake
senseofthecomplexitiesmadevisiblethroughquantifyingandqualitative
assumptionsandattributes.TheCFDiAmodelisderivedfromseveralyears
of action research intothe use of capital and engineering organization
knowledge,decisionmaking,strategy,policymakingandimplementation.
Themodelisexplained,itsconceptualgroundworkisoutlinedbringingan
old skill into a new context,and its use in visual decision making is de
scribed.Finally,theconsequencesofusingCFDiAasmechanismareconsi
dered.
Keywords: knowledge management, strategy, composite features dia
grammingimpact assessment (CFDiA), decision making, project manage
ment

TransferofKnowledgeThroughPatents
NelaPopescu
AcademyofEconomicStudiesfromBucharest,Romania
Abstract:Tobecompetitive,companiesandcountriesneedtoinvestinthe
"creation of new knowledge" or "acquisition of external knowledge".
Krugman(1991)believesthatthesecondform,"theuseofexternalknow
ledge",iscrucialforeconomicdevelopment.Ontheotherhand,Reinstaller
and Unterlass (2008) identifies three ways that can be gained "external
knowledge": i) collaboration, ii) diffusion (spreading) "of informal know
ledge"andiii)embodiedknowledgetransferbygoods,servicesetc.Within
myworkinprogress,transferofknowledgewasanalyzedinthecontextof
economicandtechnicalspecializationofcountrybasedonsecondarydata
(takenfromthestatisticaldatabaseofWIPOWorldIntellectualProperty
Organization). In order of this analysis was formed a group consisting of
the following countries: China, USA, United Kingdom, Russia, Romania,
Italy,Greece,France,India,Germany,Brazil,Bulgaria,Norway,andJapan.
The group of countries is heterogeneous both in terms of the governing
system and the sociocultural value system and level of economic devel
opment. Technology portfolio of each country was made based on the
largestshareofpatentscoveringtenareas most demandingin terms of
number ofpatent applications filed, areasforwhichdatawereavailable.
Timehorizonofdatawasaperiodoftime19992009,andthedataseries
included: number of patent applications belonging to residents, non
191

residents and those made abroad by residents. Based on population of

each state and the number of patents, I have calculated the intensity of
innovation relative to one million inhabitants (method that is recognized
acceptedandused,amongothers,bytheWorldBankinitsreportsonthe
calculationknowledgeeconomyindexKEI).Myfindingsrevealthatgeo
graphical proximity seems to have a positive impact on the transfer of
knowledge within the cases where the national technology portfolios are
similarorcomplementarybutnotwhentheyarecompeting.
Keywords:newknowledge,externalknowledge

MeasuringandManagingIntellectualCapitalataUniversity
Hospitalinthe21stCentury
CamarenaFredericSampedro1,MariaPazSalmadorSnchez2,Frederic
SampedroSantal3andEduardRuizCasta4
1
OncologyResearchUnit,HospitaldeSanPablo,UniversidadAutnoma
deBarcelona,Barcelona,Spain
2
FacultyofEconomics,UniversidadAutnomadeMadrid,Madrid,Spain
3
FacultyofPhysics,UniversidaddeBarcelona,Barcelona,Spain
4
FundacinPuigvert,UniversidadAutnomadeBarcelona,Barcelona,
Spain
Abstract:Intellectualcapital(IC)includesallintangibleassetsthatarene
cessaryinthepresenttoassurecontinuousfuturesuccessofanorganiza
tion. IC is the main source of value creation in the new economy. In the
beginningofthe21stcentury,physicians,clinicsandhospitalsarethecen
tralactorsinthehealthcaresystemwheremostvalueisactuallycreated
and delivered. Measuring, managing and increasing IC begins with a hos
pitals strategy from which key success factors can be derived and
achieved.Weuse Intellectus model as one of the available methods. Our
mainresearchconsistsoftryingtoanswerthefollowingquestion:CanIC
indicatorsbetranslatedintoamonetaryunit?Thismeasureisknownand
understoodbyeveryone.Nevertheless,nowadaysthereisnotamodelthat
directlytranslatesICindicatorsintomonetaryvalue.Innovationandentre
preneurshiparekeyfactorsinthemanagementandmeasurementofthe
intellectualcapitalintheorganizationssuchasuniversityhospitalsbecause
both involve processes of value creation. The research is developed as a
pilot indepth case study at Fundacin Puigvert, which is part of Hospital
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deSanPabloasauniversityreferencehospitalinSpain.Themethodology
usedisbasedontheselectionofbothqualitativeandquantitativeindica
tors,whichareanalyzedasawholeusinganalyticaltechniqueswithSPSS.
Keywords: intellectual capital, innovation, entrepreneurship, value crea
tion,intellectusmodel,universityhospital

KnowledgeManagementandEmpowermentataUniversity
Hospitalinthe21stCentury
CamarenaFredericSampedro1,MariaPazSalmadorSnchez2,Frederic
SampedroSantal3andEduardRuizCasta4
1
OncologyResearchUnit,HospitaldeSanPablo,UniversidadAutnoma
deBarcelona,Barcelona,Spain
2
FacultyofEconomics,UniversidadAutnomadeMadrid,Madrid,Spain
3
FacultyofPhysics,UniversidaddeBarcelona,Barcelona,Spain
4
FundacinPuigvert,UniversidadAutnomadeBarcelona,Barcelona,
Spain
Abstract:Hospitalsareknowledgeintensiveorganizations.Fromtheknow
ledge management point of view, many hospital services involve know
ledgeintensive processes that are carried out to solve patient health
relatedproblems.Hospitalsincreasinglyrecognizeaneedtomoreactively
manage their knowledge. Today, knowledge management is nothing new
in an economy oriented society, where knowledge workers are the main
resource.. Knowledge management is an example of leadership through
empowerment. Leadership, knowledge management and empowerment
are key points in making decisions on public health, especially at future
universityhospitalsinthe21stcentury.Theexistenceofmodelstomeasure
and manage the knowledge, such as the Intellectus model, must accom
plishthatfuturemanagerswillbemoreinvolvedinintroducingknowledge
managementinuniversityhospitals.Themainobjectiveofourresearchis
to evaluate the binomial knowledge managementempowerment, as a
new management tool that promotes a deep renovation in the way of
leading and managing sanitary institutions and university hospitals, as a
previous stage of accomplishing excellence and sustainable competitive
advantageinthefuturesanitarysystems.Ourstudyisbasedontheuseof
selfmanagedteamsandLivingLabs,asmainpillarsofempowerment.The
researchisdevelopedasapilotindepthcasestudyatFundaciPuigvert,
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whichispartofHospitaldeSanPabloasauniversityreferencehospitalin
Barcelona,Spain.
Keywords:knowledgemanagement,leadership,empowerment,university
hospital,selfmanagedteams,livinglab

KnowledgeSharinginCallCentersUnderstandingthe
Specificities,EffectivenessandConstraints
CristinaSouzadeCastroandLeonorCardoso
UniversityofCoimbra,Coimbra,Portugal
Abstract:Theobjectiveofthisstudyistoexploreknowledgesharing(KS)in
call centers in order to understand how features of this new work envi
ronment influence the way call center agents share and improve their
knowledgeinordertoprovidehigherqualityservicetothecustomers.The
investigationwillexplorethesocialcapital,theinfluencesoftrust,cooper
ation, commitment and knowledge management strategies in the way
knowledgeissharedamongtheemployees.Afteronedecadeofresearch,
call centers are still defined as a paradox in terms of structure and man
agement(Russell2008).KSisbeinglargelyinvestigatedasoneofthemost
critical activities to knowledge creation and dissemination (Cabrera and
Cabrera 2005). But in call center context, it seems to be a topic not yet
fullyexplored,despitesomeauthorshaveciteditsimportanceincallcen
ter daily learning activities (Batt and Moynihan 2002; Frenkel et al 1998;
Houlihan2000).
Keywords: call centers, social network analysis, knowledge sharing, trust,
cooperationcommitment

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KnowledgeSharingandKnowledgeAcquisitionBehaviour:
AnalysisBasedonExperimentalEconomics
FedericoTorresCarballo1andBeatrizRodrigoMoya2
1
TechnologicalInstituteofCostaRica,Cartago,CostaRica
2
NationalUniversityofDistanceEducation(UNED),Madrid,Espaa
Abstract:Thepresentresearchisaimedtoapplyexperimentaltechniques
tostudydecisionmakingonindividualswhofacethetaskofacquiringnew
knowledgeandshareit,inthiscase,theuseofcomputersoftware,anew
applicationforMicrosoftExcel.Thefactorialexperimentsproposedinclude
variables such as risk aversion, methods of acquiring knowledge (docu
ments, help files, tutorials and videos or browsing through the tool) and
theexecutionofataskoractivityforevaluation.Thepayoffsincashofthe
experimentsaredeterminedbythedecisionsofsubjectsandtheirperfor
manceintheevaluationtask.Tomeasureriskaversion,thestudyisbased
on a widely used instrument in the literature of the field. For the design
andimplementationprocessoftheexperiments,weusedzTreesoftware
(Zurich Toolbox for Readymade Economic Experiments) as well as Micro
soft Excel and Power Point. ZTree software is a specialized tool for the
development and implementation of economic experiments, allowing dy
namic games, markets, negotiation, auction and others. In this study, it
enables to build an application that captures the activities and time
records of the subjects in their use of support or exploration of Excel. It
alsoallowsindividualstosendinquiriesandresponsestoeachother,asa
measureofwillingnesstosharethenewknowledgegained.Forstatistical
analysiswedefinealikelihoodfunctionforallthechoicesthatindividuals
make and jointly estimate the parameters of the utility function. The
measured variables through factorial design and the control variables of
characteristicsofthesubjectsincludedinthefunctiontoestimateitssigni
ficance.Thisstudyisongoing.Wehavepreliminaryresultsofexperiments
for the variable of risk aversion on university students. The other experi
mentsareinthedesignphase.Theburgeoningexperimentalresearchbe
came interested in areas not directly related to economic theory. Experi
mental economics supports these areas with empirical studies, greater
control and isolation of variables, and a set of statistical techniques and
software associated with the experimental sciences. This research shows
how experimental techniques can analyze individual behavior in acquisi
tion and sharing of knowledge, and promote these techniques as a re
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searchalternativetoscalesandpsychometrictests.Subjectsreceiveacash
prizedependingonlaboratorydecisionsthereforethedatarepresentreal
decisionstakeninacontrolledenvironment.
Keywords:knowledgemanagementanddecisionmaking,knowledgeshar
ingandacquisition,learningcurves,experimentaleconomics,learningap
plicationsoftware,riskaversion

IdentifyingCriticalFactorsinKnowledgeCreation:A
ComparativeStudyinTechnologyBasedCompanies
ThaisElaineVickandMarceloSeidoNagano
SchoolofEngineeringofSoCarlos,UniversityofSoPaulo,SoCarlos,
Brazil
Abstract:Thescenariodescribedbyrecenttheoreticalconceptionsabout
innovationreflectsamomentoftransitionfromindustrialparadigmtothe
knowledge paradigm. A great expectation has arisen concerning the indi
vidualsresponsiblefordefiningcontextsandpromotinginnovation.Inthe
interest of approaching a wider concept of the knowledge creation
process,thisstudyseekstoanalyzehowittakesplaceintechnologybased
companies,pointingoutcriticalfactorsinthisprocess.Aspointsofdiscus
sion, four main modes of knowledge conversion are observed in the first
phase according to the Japanese model: socialization, externalization,
combinationandinternalization.Thesecondphaseisgoingtoanalyzefour
criticalfactorsintheworkofinnovationteamsastheycreateknowledge:
individual competences, informational competences, organizational cul
tureandcommunication.Inthethirdphaseandasthemaincontribution,
theresearchaimstoproposeamodeloffourdimensionsoftheresulting
relationshipsbetweentheknowledgecreatedbytheteamsandthecritical
factors that influence its creation. A comparative method of case studies
andqualitativeresearchisused,conductedinninetechnologybasedcom
panies,whichwereincubatedorhadrecentlybeenthroughtheincubating
processinaTechnologicalParkinBrazil.Amongthemainfirstfindings,the
combination of knowledge was identified as more conscious and struc
tured in graduated companies in relation to the incubated companies. In
contrast,itwasnotedthatincubatedcompanieshaveanenvironmentwith
greater opportunities for socialization, internalization and externalization
ofknowledge.
Keywords:knowledgecreation,technologybasedcompanies
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CollaborativeMachineToolDesignEnvironmentBasedon
SemanticWikiTechnology
MatthiasZapp1,MandeepSingh2,JoseZendoia3,andIvanBrencsics4
1
FraunhoferInstituteProductionEngineeringandAutomation,Stuttgart,
Germany
2
ontopriseGmbH,Karlsruhe,Germany
3
IDEKOIK4TechnologyCentre,MechanicalDesignResearchLine,Spain
4
GamaxLtd,Budapest,Hungary
Abstract:Thispaperpresentsalightweightcollaborationenvironmentfor
theconceptualdesignofmachinetools.Forthedesignofspecializedma
chinetoolsandtheircomponents,machinedesigners,customersandsup
pliers need to gather, retrieve and exchange heterogeneous information
like customer requirements, component specifications, design drawings
andlifecycleperformancedata.Thisknowledgemanagementprocesscan
besupportedbycollaborationtools.SincetheEuropeanmachinetoolin
dustryisdominatedbySMEsandmachinetoolsaremostlymanufactured
in small series, lightweight and flexible solutions are required. The colla
borationenvironmentproposedinthisworkisbuiltontheSemanticMe
diaWiki+ (SMW+) solution, which enhances a regular MediaWiki system
with the capabilities of semantic annotations and semantic queries. To
facilitate the semantic annotation, the design environment is equipped
with ontologies, which represent relevant concepts, attributes, relations
andrulesinthemachinetooldesigndomain.Inaddition,arichwebappli
cation as an extension to SMW+ is developed, which leads the designer
throughthestepsofamachinedesignproject.Theenvironmentsupports
theretrievalandreuseofinformationfrompreviousdesignprojects,the
use of lifecycle performance data of machines, the knowledge exchange
among designers and the data exchange to commercialofftheshelf as
sessmentandsimulationtools.
Keywords:machinedesign,knowledgemanagement,semanticmediawiki,
ontology,semanticsearch,annotations

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Abstractsonly

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ReactingtoOrganizationalAlertsforChangesinKnowledge
StrategiesandCreation
BobBarett
AmericanPublicUniversity,FallingWaters,USA
Abstract:Whendoesanorganizationknowthatthereisaninternalorex
ternal alarm sounding for change? Many organizations have not built in
internal alarms for change, but rather they rely on their organizational
membersorgatekeeperstokeeptheorganizationrunningwiththecurrent
needsandanticipatefutureneeds.Ontheotherhandwhiletheseindivid
ualsmaybequitefocusedonthedailymanagementofoperationalaffairs,
theymaynotbeonalertfornecessarychangesthathavebeeninmotion
both internally, as well as externally as an indication that their environ
mentaroundthemneedsachangeinordertosurvive.Weick(1995)noted
thatsensemakingisbestdescribedasadevelopingsetofideaswithex
planatorypossibilitiesratherthanasabodyofknowledge(p.ix).Thus,we
havetoexaminehoworganizationsusesensemakingwhilescanningtheir
environment as a mechanism to continuous learn as an organization and
developnotonlyasalearningorganization,butalsoasonethatkeepsit
knowledgemanagementstrategiesfunctioning,aswellasflexibletoorga
nizationalchangesandneeds.Consideringthisframeworkofunderstand
ing,canvirtuallearningorganizationsunderstandtheneedtostrategically
challengethesumofitspartsinmeetingtherapidchangesintheirenvi
ronmentorshouldtheycontinuewithwhathasservedthembestinpast
learningevents?Inparticular,canscanningonesenvironmentreallyactas
asensorortriggeringeventtohelpdeterminewhethercurrentknowledge
practicesindicateaneedfornewknowledgemanagementcreationinor
dertomeetthegrowingneedsinternally,aswellasexternally?Doesthe
useofstakeholderstheoryhelpanorganizationtoadjustand,inparticular,
createasenseofurgencytomakeaparadigmshiftinhowtheyonceoper
ated their business or organization in order to meet their growing and
global needs to perhaps rethink, reevaluate, and redesign their way of
doing business? Specifically, when does an organization realizes that in
ordertogrowandbecomeitsideallearningorganizationconceptually,it
must learn to listen from within and outside of its borders. Many virtual
learning organizations are starting to learn from their own internal and
externalscanningoftheirenvironmentinrelationshiptowhatstakehold
ers are reminding them of what they have learned from previous sets of
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knowledgeandwhatarecurrentbestpracticesintheirindustryforgrow
ingintodayscompetitivevirtualworld.Cananorganizationexistwithits
ownbestpracticesorshouldtheystarttorethinkandrecreatetheirown
strategies tomeet thesechangingneeds.While the questions for change
maybeendless,thekeyfocusforanyorganizationintodayseconomyis
sustainable development and their survival. This paper will examine how
current virtual learning organizations have been monitoring and strategi
callyplanningforchange.Specifically,thispaperwillexaminehowalearn
ingorganizationmustrealizevariousalarmsforchangesandrespondwith
better and flexible strategies to learn from new knowledges gained and
adapttovirtualandglobalchallenges.
Keywords:learningorganizations,Sensemaking,knowledgemanagement

RelationalDynamicsbetweenHumanResourceManagement
andKnowledgeManagement
ElisaFigueiredo1andLeonorCardoso2
1
EscolaSuperiordeTecnologiaeGestodaGuarda,Portugal
2
UniversityofCoimbra,Portugal
Abstract: The aim of this article is to present/describe the study we are
carrying out, in the sphere of Knowledge Management (KM) and Human
Resource Management (HRM) issues, the structure of which is based on
two main stages: i) a review of the literature on the dynamics between
HRMandKM;ii)anempiricalstudyofaquantitativenature.Therelevance
ofthestudyistheresultofthegrowinginterestthatKMandHRMissues
have provoked in both the academic and business fields, and therefore
originatingaconsiderablenumberofpublications.Andalthoughthishigh
numberofstudiesundeniablyshowsastrategicrelationshipbetweenthe
two constructs, underlining the benefits of an integrative approach as a
source of competitive advantage, it also exposes the lack of studies at
temptingtobuildbridgesbetweenthetwoconstructsandfocusingatten
tiononindividualsandontheimpactofHRMpracticesonKMprocesses,
aswellastheshortageofempiricalinvestigationsinthisdomainandcon
sequently of validated instruments of measurement. It is in this context
thatweproposetocontributetoovercomingthelimitationspointedout,
through carrying out this study whose empirical component concerns or
ganizationsintheservicesector,thebankingsubsector,forwhichwecon
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structedandvalidatedfivequestionnairesinrelationtofiveHRMpractic
es. Besides constructing the abovementioned instruments, we also used
theKMKnowledgeManagementQuestionnaire(Cardoso,2007)andthe
PAPT Perspectives and Assumptions of Professional Training (Monteiro,
2010),withtheaimtoaccesstheperceptionoforganizationalactorscon
cerning the (culturally characteristic) assumptions on which processes of
people management and knowledge management are developed in the
organizations where they are applied. In this way, we aim to give an ac
countofthestagesalreadycoveredinourstudy,withparticularattention
paidtounderstandingthemeetingpointsorconvergencebetweenKMand
HRManddescriptionofproceduresimplementedinconstructingandvali
datingthefiveinstrumentsconstructed.
Keywords:knowledgemanagement;humanresourcesmanagement,con
structionandvalidationquestionnaires

DevelopmentofaSectorBasedStrategyforSupportingthe
TransmissionoftheKnowledgeandSkillsInvolvedintheWork
Activitiesof911EmergencyTelecommunicationCentreAgents
CharlesGagneandGeorgesToulouse
InstitutderechercheRobertSauvensantetenscuritdutravail
(IRSST),Montreal,Canada
Abstract: Agents working in 911 emergency telecommunication centres
play a crucial role in ensuring public safety. In Quebec, Canada, 36 such
centres take, dispatch, and coordinate emergency calls from nearly eight
million inhabitants, following clearly defined procedures and protocols.
Whileallcitizenshavetheautomaticreflextomake911calls,fewofthem
know about the real work performed by 911 emergency telecommunica
tion centre agents or about the fact that these services were only intro
duced in the recent past. To better understand the knowledge and skills
involvedintheworkof911emergencytelecommunicationcentreagents
and their impacts on occupational health and safety, the Institut de re
chercheRobertSauvensantetenscuritdutravail(IRSST)hasdevel
opedaresearchprogramthatfocusesonthisindustrysector.Thestudies
carriedoutinthecontextofthisprogramhavedemonstratedtheimpor
tanceofthepsychologicaldimensionofcommunicationinvolvedintaking
anddispatchingemergencycalls.Thisdimensionisreflectedinacognitive
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and emotional workload that poses risks to the agents physical and psy
chologicalhealth.Theskillsrequiredtocopewiththecomplexityandemo
tionaldemandsoftheworkaremainlyacquiredthroughthetransmission
ofknowhowfromexperiencedagentstonewagents.Yetformalsupport
thatwouldensureaknowledgesharingcultureispoorlyorganizedinthese
workplaces.Itthereforeappearsimportantthataformalknowledgetrans
fermechanismbedevelopedtoassist911emergencytelecommunication
centresinapplyingaplanofactionthatwillhelppreventphysicalandpsy
chologicalhealthproblems.Tomobilizeandsupportdecisionmakersand
agents in Quebec 911 emergency telecommunication centres, we have
developed a sectorbased strategy to obtain recognition of the skills
neededtoperformthejoboftelecommunicationcentreagent.Anetwork
ofrepresentativesofthissectorwascreatedtoimplementthenecessary
drivers that facilitate the documentation of explicit and tacit knowledge,
theidentificationofknowledgesharingopportunities,andtheimplemen
tation of a knowledgemanagement strategy in each of the participating
telecommunication centres. This strategy of actively involving decision
makers and stakeholders/endusers derives from the framework of prac
tice set forth in the IRSSTs Research and Knowledge Transfer Cycle. The
objectiveofthispaperistopresenttheResearchandKnowledgeTransla
tion Cycle developed by the IRSST and to focus on the drivers needed to
enhance decisionmakers and stakeholders participation in research/KT
activitiesintheQuebec911sector.Thepreliminarystrategiesthatwillbe
used to promote knowledge management in the sector will also be pre
sented.
Keywords:knowledgecreationandsharingmechanismsknowledgetrans
ferframeworkofpracticedecisionmakers/stakeholders

CreatingNewKnowledgeforProductDevelopmentin
Organizations
PamelaIzunwanne
UniversityofAgder,Kristiansand,Norway
Abstract: Several studies have identified the important role that know
ledge creation plays in increasing firm performance by enhancing the ef
fectiveness of new product development activities. As a result, Scholars
havecarriedoutresearchtoidentifyknowledgecreationprocesses;tech
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niques;methods;bestpracticesandspecifically,howthesecanbeproperly
exploited to increase the effectiveness and efficiency of new product de
velopment activities. It is the aim of this paper to build on the results of
previousstudiestohighlightanapproachtoknowledgecreationandnew
product development that is believed to enhance innovation in organiza
tions.Thepapertriestoachieveitsaimbyemphasizingthelinkbetween
the two activities based on the characteristics of the knowledge creation
activitychain.Theknowledgecreationactivitychainconsistsoftheknow
ledge creation input, output and outcome signifying the stages that new
knowledge goes through in order to become routine or common know
ledge within an organization. Despite the attention being paid to know
ledge creation/management, the concept of new product development
remainshighlyprominent.Thedevelopmentofnewproductsinanorgani
zationcanbesaidtobetheresultofknowledgecreationactivitiesbuthig
hlightingthelinkbetweenthetwoactivitieswillfacilitateresearchinboth
fields and offer more opportunities to determine best practices in both
fields.Newproductdevelopmentislessabstract,andcanbemoreeasily
operationalized in research projects as it deals with physical or tangible
resultsasagainstknowledgecreationwhichismoreabstractanddifficult
tooperationalize.Iproposeawaytopracticallyandtheoreticallysynchron
izephasesoftheknowledgecreationactivitychainwithnewproductde
velopment phases (idea generation, product development etc) at the or
ganizationallevelandhowthiswillleadtoincreasedinnovationinorgani
zations.
Keywords: knowledge creation, new product development, innovation,
knowledgecreationactivitychain

KnowledgeManagement,IntranetandOrganizationalChange:
IsThisPossible?
UteKlotz
LucerneUniversityofAppliedSciencesandArts,Lucerne,Switzerland
Abstract:AuniversityIntranetprojectillustratesveryclearlyhowtheissue
of knowledge management is dealt with in practice, the differences be
tweentheoryandpracticeandwhichspecificissuesexistinexpertorgani
sations. Right at the beginning of the abovementioned Intranet project,
therectorrequestedthatshereceivealistofallongoingresearchprojects.
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She wanted to be able to access this list by herself and at the press of a
button. Knowledge management, even when incomplete, became the is
sueathand.Newconceptsforthisissueswerecontinuallycreated,which
then were then implemented with the required content and functions in
diversesystems.Howevernoonewasreallyhappywiththesituation.The
directory structure for storing documents was often difficult to under
stand,searchoptionsaretoolimitedandterminologywasusedthatstaff
didnotagreewith.Forexample,thewordresourcewasusedinsteadof
staff.Manypeopledislikedthis.Twoyearsago,itwasdecidedtotakeup
thisissueagain.Thisdecisionwaspartofageneraluniversityreorganisa
tionproject.KnowledgemanagementandusinganIntranethavetheaim
of assisting different universities with the process of centralisation and
standardisation. The goal was to represent one university, and not five
differentdepartmentsofauniversity,bothinternallyandexternally.When
the Intranet project was reinitiated, the requirements were significantly
higher.Agreatdealofemphasiswasplacedoncreatinganadequatesocial
and technical system. Diverse interest groups were represented, and de
partment rectors were also interviewed. Furthermore, a quantitative sur
vey with all staff was carried out; these results were integrated into an
additionalconceptandwereanalysedbyanexternalconsultant.However,
despitethesemeasures,projectstaffstillhadtodealwithsignificanttech
nicalandorganisationalproblems.Oneoftherequirementsforasuccess
ful Intranet is standardised and communal terminology. This would have
increasedsearchoptionsforcontentaswellastransparencywithregardto
othergroupsandsubjects.Thiswouldbeanorganisationaltask.However,
it was not possible to define this within the timeframe of the Intranet
project,nortoimplementitsuccessfully.Afurtherdifficultywasmakingit
clear to certain representatives of interest groups that an Intranet is not
the same as an external Internet presence. The effectiveness of social
networkingsoftwareapplications,whichwererequestedatthebeginning
as an integral part of the project, was only really understood just before
the rollout of the Intranet and thus these applications are reduced in
scale.Insum,wecanstatethatanIntranetiscreatedandmaintainedby
the willingness of management to disseminate meaningful and relevant
information. This would be part of knowledge management. Creating a
standardised organisational structure with standardised technology is a
leadershiptaskwithintheframeworkofchangemanagement.Thisallcon
tributestoasuccessfulandsustainableIntranet.

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Keywords: intranet, knowledge management, organizational change, bar

riers

FrameworkfortheManagementoftheUtilityof
EnvironmentalKnowledge
AuroraMartnez
UniversidadPolitcnicadeCartagena,Spain
Abstract:Environmentalprotectionisoneofthehumanitysmostimpor
tantprioritiesinordertoachievesustainabledevelopment.Inaddition,the
environment is an important factor in the decision of making process of
businessaroundtheworld,notonlytomeetlegislativerequirements,but
alsobecauseofconsumers'changingneeds.Itappearsthatagrowingpro
portionofindividualsrewardsbusinessesthataddressecologicalissuesin
their marketing practices and punishes corporations that ignore or abuse
green directives. In this research, the environmental knowledge may be
thoughtofascomprisingstocksofdata,informationandknowledge(envi
ronmental memories) that have been accumulated by an organization
throughout its history. In this way, the learning process has an individual
andsocialcomponentsinceitrepresentsthemechanismbywhichtheor
ganization transforms the automatic and conscious knowledge of their
agents into objective and collective knowledge. In order to examine the
relative importance of learning processes on environmental knowledge
andtheirutilityonorganization,weareconductingatheoreticalinvestiga
tioninthehospitalityindustry.Thehotelindustryisaveryinterestingin
dustry to examine for several reasons. On the one hand, hotels have to
contend with high fixed costs. Also, these companies have to face up to
highly dynamic environments, strong competition and rapid advances in
technology.Furthermore,theseallrequiretheintensiveuseofnewbeliefs,
norms, values, processes, and routines. The management often has to
worryaboutstaffwages,enormousutilitybills,roomsandfacilitiesmain
tenance, and other variable costs. Obviously, it is not easy to optimally
manageahotel.Sohaveyoueverwonderedhowhotelsmanagetosurvive
when there is a recession? How is it possible for hotels to improve their
relationships with customers through environmental knowledge? We an
swerthesequestionsandothersinthisresearch.Tothispurposewecon
sider the organizational learning possibilities to mediate the acquisition,
distributions and utilization process of environmental knowledge. So,
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knowledgeutilizationincludestheabsorptionoftheknowledgegenerated
in the learning process, so that what has already been learnt can be ap
pliedtobusinessesanditsownactivities.Ourresearchshowsthattheutili
tyofenvironmentalknowledgeisanimportantdeterminerfordeveloping
company;therefore,wemakeareferenceframeworkforthemanagement
oftheutilityofenvironmentalknowledge.Inthisframework,therelation
shipiscompletedwithjustthreeconstructs:firstly,thecompany'sacquisi
tionprocessplaysakeyroleinmanagingthetensionbetweentheknow
ledgenecessarytodeveloptheappropriatedenvironmentalinitiativesand
current knowledge. Secondly, the company's distribution process also
shedslightontangiblemeansformanagerstoenhancetheirorganization
al operating efficiency through environmental knowledge. Thirdly, the
companys utilization process has necessary for put on practices the pre
vious process and also acquisition (absorptive capacity) the new environ
mentalknowledge.
Keywords: framework, learning process, environmental knowledge and
hospitalityindustry

KnowledgeManagementUsefulnessAssessmentofKhorasan
RazaviConstructionUnion;ViewpointofMiddleManagements
FarnazRahimi1andZahidZarei2
1
AlzahraUniversity,KishIsland,Iran
2
TehranAzadUniversity,Iran
Abstract:Intodayscompetitiveenvironment,therehasbeenafundamen
tal shift in the business environment from tangible manufactured goods
towardsintangibleassets.SoKnowledgeasvalueaddedproductisbecom
ing progressively more important. The growing importance of knowledge
as a vital resource has encouraged managers to pay greater attention to
thefirmsknowledgeanditsimportantroleintheirdailytasks.Animpor
tantpoint inthis issue is that the required knowledgefor dailytasks and
decision makings should be not only accurate and available but also the
timeliness of receipt of the knowledge that led to a satisfactory decision
wasrequired.Thispaperstudiedthemuchignoredbutseriouslyimportant
subject of the level of knowledgeusefulness from the view point of ex
perts(middlemanagement)inKhorasanRazaviconstructionunion.Inthis
studyweexaminedthreeHypotheses:1Theavailability(whichcamefrom
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twosources:internalandexternal)andontimereceiptofknowledgehasa
directpositivecorrelationonitsusefulnesstoanorganizationalmanagers
decisionmaking process. 2 The timing phenomenon, determining when
and how knowledge is received by organizational managers, has a direct
positivecorrelationonitsusefulnesstomanagers.3Thereisadirectcor
relationbetweenusefulnessofknowledgetoanorganizationandtheper
ceptionsthatitsknowledgeworkershaveoftheorganizationsknowledge
sharingcapabilityResearchdesign:Inthisstudyasurveyquestionnairewas
administeredtocollectdatafrom60experts(middlemanagement)incon
structionunioninKhorasanRazavi.Wemailedthequestionnaireandask
them to answer the questioner and return it back to us .The research is
quantitative. All items were constructed using a Likert scale in 5 points.
Findings:usingspsssoftwareforanalyzingHypotheses,wehavefoundthat
all the assumptions are correct. Meanwhile we have found that implicit
knowledgeismorepreferablethanexplicitknowledge
Keywords: knowledge management usefulness, knowledge availability,
knowledgesharing,explicitknowledge,implicitknowledge

TheEffectivenessofWikisKnowledgeSharingonDecision
Quality,Productivity,andSatisfaction
LinChiaSheng,ChuangYuHaoandWesleyShu
NationalCentralUniversity,Zhongli/Taoyuan,Taiwan
Abstract:Studiesshowedthattopmanagersspentover80%oftheirtime
onmeetingandmostmeetingsdidnotcomeupwithdecisions.Otherstu
diesshowedthatinterdepartmentalcommunicationwasoneofthemost
bottlenecksofcorporategrowth.Inthisresearch,wehopetodiscoverthe
benefits of using new technology, namely wikis, in solving these decision
making and knowledge sharing problems. We first utilized
Task/Technology Fit Model to compare wiki and traditional knowledge
sharingmodes.Wikiswereevaluatedundertwodifferenttasktypes:intel
lectual (tasks requiring more accurate judgment) and preference (tasks
based on values or norms) for these dimensions of task/technology fit:
correctness, consistency, availability, accessibility, clearness, supportive
ness, ease of use, system dependability, timeliness, and readability. The
intellectualtaskisbudgetallocationwithconsiderationofprofitmaximiza
tion,shareholdersequitymaximization,andcostminimization.Theprefe
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rencetaskiscorporatesocialresponsibility(CSR).Participantsneedtode
cidewhattodotofulfiltheirCSR.Eventually,wewanttocheckhowwikis
canimproveworkperformancewhichincludesdecisionquality,productivi
ty, and satisfaction. Decision quality is divided into internal and external
quality.Internalqualityisjudgedbytheteammembersthemselves,whe
reasexternalqualitymeansthatthequalityisjudgedbyindependentre
viewers.Productivityisinferredfromnumberofwordsrecordedinawiki
session and the extent of user participation or involvement. Satisfaction
refers to how satisfied the team members were with the report creation
processandthefinishedproduct.Asurveywasdevelopedbasedonlitera
turereviewtomeasurealldimensionsinthemodel.Thetrialtestwillbe
given to 40 people to check internal validity, reliability, construct validity
includingconvergentanddiscriminatevalidity,andconductafactoranaly
sisbeforeitisgivenforthemaintest.Then,anexperimentaldesignwillbe
employed to conduct the main test. Following Campbell and Stanley, we
usedarandomizedcontrolgrouppretestposttestdesigntoanalyzethe
abovemodel.Thesamplesizeintheexperimentgroupsis60,dividedinto
12subgroupswith5membersineachgroup.The5memberswillusewi
kis to communicate. We will test a set of hypotheses. For example, one
hypothesis is for intellectual tasks, groups using wikis for communication
willcreatehigherlevelofeaseofusethangroupsnotusingwikis.Another
hypothesis is ease of use will create high internal quality. After all hypo
thesesweretested,ourstudywillpresentamorecompletepictureofwi
kiseffectiveness.
Keywords:wiki,tasktechnologyfit,knowledgesharing

NeuromarketingasaToolforKnowledgeManagement
JosTorrano
UniersidadPolitcnicaDeCartagena,Spain
Abstract: In recent years, interest in the integration and application of
neuroscientific theories, concepts, findings and methods to research dis
cipline of consumer behavior has been increasing. Neuromarketing is an
emerging field that bridges the study of consumer behavior with neuros
cience. Controversial when in first emerged in 2002, the field is gaining
rapid credibility and adoption among advertising and marketing profess
sionals.Therearemanywaystomeasurephysiologicalresponsestoadver
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tising but there are only three well established noninvasive methods for
measuring and mapping brain activity: electroencephalography (EEG),
magnetoencephalography(MEG)andfunctionalmagneticresonanceimag
ing(fMRI).However,nowadaysresearcheshaveanewtool:EyeTracking,
isasensomonitoringinstrument.Arangeofeasytousetoolsareavailable
for the video analysis of eye movements, which can be used to study:
shops(interior/Windowsdesign),packagedesign,advertisements/print,
webdesign/onlinemarketing.Throughthispaper,weattempttogivean
overview on neuromarketing and its neural correlates while provide a
perspectivetowardtheuseoffieldforlesscommercialpurposes.Theneu
romarketingisanewfieldwhichefficiencyisnotproven.Itsresultsmust
beinterpretedwithcaution.Theprimarygoalofthepaperistoprovidean
overviewofmethods,findings,andimplicationsofselectedstudiesincon
sumer neuroscience. Furthermore, we integrate the eyetracking instru
menttounderstandwebaspectsofconsumerpolicyandcandesigneffec
tive webs for the organizations. The experiment let us, the type of web
mor interesting for consumers, their mainelements, theposition of each
elementintheweb,and,finalycheckiftherelationshipbetweenconsum
ers say and doing are correlated, and furthemore, if the relationship be
tweenconsumerssayandhispurchaseintentionarecorreleted.Tomeas
ure these relationships we are going to use eyetraking instrument and
personalinterview.And,finallywellshowtheresultsoftheexperiment.
Keywords:neuromarketing,eyetracking,effectivewebs,consumerbeha
vior

KnowledgeManagementFundamentofDynamicCapabilities
forOrganizationalChange
OrlandoMarianVoica1,MarinBurcea2andPaulMarinescu2
1
AcademiaDeStudiiEconomice,Romania
2
UniversitateaDinBucuresti,Romania
Abstract:KMisessentialfororganizationstosupporttheirperformanceat
thestandardslevel,butalsotoadaptthemtothechangingenvironment.
The environment is the one that stimulates and directs organizational
change.Inthelastyearsscientistshavepaidincreasedattentiontoidentify
morecriticalsuccessfactorsforlongtermsuccessoforganizations;among
them,thewaytheorganizationalknowledge(tacitorexplicit)ismanaged
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intheattempttobuildcompetitiveorganizationsisathighinterest.There
is a diversity of KM practices, based on the organizations type, starting
fromtheadhocuseofinformationtothedevelopmentofspecific,repeti
tive,andcoherentmodesofaction(routines),whichcharacterizesorgani
zationaldynamiccapabilities.Theyareresponsiblefortherapidoperation
al adaptation at the organizational present and future requirements and
for the efficiencyofitsoperations.Thispaperaimstobrieflypresentthe
theoretical approaches of knowledge management in the context of dy
namic capabilities, bringing to the forefront the research results on the
managersperceptionaboutthetransformationsoftheoperationalcapa
bilitiesforbetterknowledgemanagementattheorganizationallevel.Aset
of hypothesis was tested during our research, using specific methods of
quantitativeandqualitativeanalysisandtheSPSSsoftware.Theresultsof
ourresearch,limitedtothepurposeandthesamplesize,showsthatthe
effectiveness of KM capabilities is given by their appropriateness to the
organizationandbytheextenttowhichtheyareintegratedintoherdaily
work.
Keywords: knowledge management systems, organizational learning, dy
namic capacity, absorptive capacity, environment and growth (L23, O32,
D83,O44,D85)

TheResearchofTacitKnowledgeExtractiononDifferent
Domains
MingShuYuan
DepartmentofInformationandCommunications,ShihHsinUniversity,
Taipei,Taiwan,ROC
Abstract:Manydomainresearcherssubmittedvariousinterpretationsand
studiessincePolanyirevealedtheviewpointsofTacitKnowledge.Purpose
of this study seeks to find out methods of tacit knowledge of expertise
which are applicable on different domains. Researcher utilizes literature
analysis to form the theory framework, identifies knowledge characteris
tics,andknowledgeprocessoftacitknowledgeofexpertisetowardInde
pendentDocumentaryFilmProducer,orchidbreeder,andpatentengineer.
Follow by indepth interview with experts, coding by IFTHENBECAUSE
framework, continues displaying categories and items of tacit knowledge
ofexpertisethroughpatternlanguages.Theresultofthestudyasfollow:1.
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Three kinds of expertise knowledge process, knowledge category, and

itemsoftacitknowledgearetobedescribedas1)IndependentDocumen
taryFilmProducerincludesfourknowledgeprocess(preproduction,pro
duction,postproductionanddistribution),fiveknowledgecategories(ma
terial, viewpoint, production, postproduction, distribution and miscella
neous), and 20 items of tacit knowledge; 2) Orchid breeder includes six
knowledge process (germplasm collection and parent plant selection, ar
tificialcrossing,seedlingculture,progeny(seedling)selection,clonalprop
agationandstraingrowthcharacteristicssurvey),fourknowledgecatego
ries(germplasmcollectionandparentplantselection,hybridization,selec
tion, mass production and miscellaneous), and 19 items of tacit know
ledge;3)Patentengineerincludessixknowledgeprocess(patentapplica
tion purposes, technical character, pilot art search and analysis, patent
specification writing, patent specification examining, patent application
andmiscellaneous),5knowledgecategories(technicalcharacter,pilotart
search and analysis, patent specification writing, patent specification ex
amining, patent application and miscellaneous), and 22 items of tacit
knowledge.2.Confirmtheapplicableextractionprocessoftacitknowledge
of expertise which are 1) Knowledge content of expertise via literature
analysis;2)Indepthinterviewwithexperts;3)CodingbyIFTHENBECAUSE
framework;4)Displaycategoriesanditemsthroughpatternlanguage.This
study verifies that if one follows the knowledge process to find out the
knowledge categories, then, coding by IFTHENBECAUSE framework, at
final stage, combine pattern language to display tacit knowledge will be
helpful to identify, extract, and utilize tacit knowledge of expertise. The
outcome of this study on tacit knowledge extraction and its systematic
presentation styles contribute valuable reference on tacit knowledge of
knowledge management and related knowledge study and learning. It is
alsohelpfulforthosewhoarenewtotheprofessionorinterestedinlearn
ingandapplyingondifferentdomains.
Keywords:tacitknowledgeextraction,knowledgemanagement,expertise,
professionalskill,domainknowledge

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Knowledge
Caf

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Genderrelatedissuesinknowledgemanagement:howto
promotefemalefeaturesandqualitiesinKMinitiatives
Dr.EliHustad1andProfessorAurillaAurelieBechina2
1
UniversityofAgder,Kristiansand,Norway
2
BuskerudUniversityCollege,Norway
Focusintheknowledgecaf
This knowledge caf focuses on sharing knowledge related to important
gender issues which should be taken into consideration while designing
knowledgemanagementstrategyandinitiatives.Furthermore,theroleof
social networking technologies in facilitating the knowledge network of
femaleresearcherswillbedebated.
This interactive knowledge caf will facilitate a knowledge network of
female researchers building and the aim is to promote a larger
participation of women in research focusing on knowledge management.
Theknowledgecafwilladdressthefollowingquestions:
1 How can we design knowledge management strategies and
knowledge management systems that in particular take female
qualitiesandfeaturesintoaccount?
2 How can we map these characteristics and transfer them to
designers?
3 Howcanwesetupafemaleknowledgenetworkinordertobuild
aresearchnetworkthatwillleadtojointproject,jointpublication
focusingontheseissuesinknowledgemanagement?
4 How can we utilize social technologies to make a sustainable
knowledgenetworkoffemaleresearchers?
Backgroundforthisknowledgecaf
The design of knowledge management (KM) strategies and initiatives
should focus on efficient communication structures to enhance team
work, social networking, and emergence of communities of practice. In
addition, a collaborative leadership style should be promoted in order to

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successfullyimplementinganyKMinitiative.Genderissueshavebeenlittle
investigated.Webelievethatknowledgemanagementstrategyanddesign
of knowledge management systems should to greater extent consider
femaleinterestsandfeatures.
Women that prioritize higher education are increasing, and they are
getting more and more attractive in the competitive work marked. Still
there is a need for more women to take on higher positions and
leadership.Researchhasshownthatwomenarestrongleaders;however,
their leadership styles are quite different from traditional leadership
performedbymen.Studiesshowalsothattopmanagementisencouraging
womantoapplyforleadershipposition.Thereisgrowingrecognitionthat
femaleleadersbetteremphasizecommunicationandcollaborationandare
abletocreatealessstressfulworkingenvironment.
Tofollowthistrendinworklife,companiesneedtothinkdifferentlyabout
KM strategies in order to better promote communication structures and
increased knowledge sharing. We think women can be important
knowledge brokers that ensure knowledge sharing across challenging
boundariesinorganizations.However,designersofKMstrategiesandKM
initiatives need to think differently to obtain better utilization and
mobilization of the knowledge potential. We propose that traditional KM
initiativesshouldtakeintoaccountthefemalefeatures.
WhyisthisinterestingfortheECKMcommunity?
We think genderrelated issues will bring in a new perspective on
knowledgemanagementwhichisinterestingtodebate.Inaddition,itwill
beinterestingtocontinuouslybuildafemaleknowledgenetworkbyusing
socialtechnologiesafterthisevent.
The knowledge caf is part of a project on gender issues financed by
GENDERBALANCEINRESEARCHinNorway.

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