International Journal of Technology Management, 43 (1-3), 2008 – interesting articles

[Deutscher Titel: International Journal of Technology Management, 43 (1-3), 2008 – interessante Artikel ]

Management of dualities as a critical dimension of a knowledge-era organisation 4 – 17
Roberto Biloslavo

  • Abstract: This paper seeks to describe a knowledge-era organisation as a solution for dualities that we can find at the normative and strategic levels of modern organisations. Based on the triple timeframe policy model, six main organisation dualities are delineated and possible approaches to their management are described. After a thorough analysis of different dualities and proposed approaches for their management, it seems that establishing trust among various stakeholders is the only viable starting-point for the development of a true knowledge-era organisation.
  • Keywords: knowledge-era organisations; organisational policy models; paradoxes; organisational dualities; duality management; trust.
  • DOI: 10.1504/IJTM.2008.019403

Infomemes and infonomes: in search of knowledge DNA  18 – 29
P. Pete Chong, Jason C.H. Chen

  • Abstract: Knowledge management requires an understanding of what knowledge is before the management can be meaningful. This paper observes how modules are identified and combined to form solutions in other systems. Once these infonomes and infomemes are identified through decomposition, perhaps a more precise cause-effect mapping may be used for a more efficient information management. Finally, this paper proposes an ‘I wonder’ list to help assess the true information needs.
  • Keywords: information management; knowledge decomposition; knowledge management; modular combination; infonomes; infomemes; cause and effect.
  • DOI: 10.1504/IJTM.2008.019404

Strategy and strategic action in the global era: overcoming the knowing-doing gap 64 – 75
Milan Zeleny

  • Abstract: Efficiency and effectiveness are not sufficient in the global era. Explicability and ethics – not only doing the things right but also doing the right things – are emerging as major components of corporate success. Key aspects of competitiveness have moved from data and information to knowledge and wisdom. Strategy and strategic action have upstaged efficient performance and flawless execution. The world has changed. In the world of information, the notion of strategy has been reduced to the ‘mission-vision’ descriptions, declarations and statements. In the world of knowledge, the notion of strategy has reinstated the action in the center. Your strategy is what you are doing, not what you are saying and, significantly, what you are doing is your strategy, no matter what you say. Each company has a powerful strategy, whether they know it or not. Modern view of the strategy is not about a statement and its implementation, but about transforming one action portfolio into another action portfolio, one implicit strategy into another. Here we present a methodology for overcoming the knowing-doing gap in the area of strategic management.
  • Keywords: global society; global sourcing; knowing-doing gap; knowledge; strategic action; strategy; strategic management; wisdom; explicability; ethics.
  • DOI: 10.1504/IJTM.2008.019407

Intellectual capital and business performance in the Portuguese banking industry 212 – 237
Maria Do Rosario Cabrita, Nick Bontis

  • Abstract: Previous empirical studies confirm that intellectual capital has a significant and substantive impact on performance. The purpose of this research is to examine the inter-relationships and interactions among intellectual capital components and business performance in the Portuguese banking industry. The concept of relational capital was extended to include ‘stakeholder orientation’ items. Model development and hypothesis testing was conducted using PLS on a sample of 253 respondents from 53 organisations. Results show a confirmation of previous studies as it relates to hypothesis testing but a difference in psychometric item evaluation given the unique geographical and sectoral context. Recommendations are then made for researchers and practitioners.
  • Keywords: human capital; intellectual capital; relational capital; structural capital; PLS; Portugal; business performance; banking industry.
  • DOI: 10.1504/IJTM.2008.019416

An innovative model of a computer-mediated professional community: China software developer net 238 – 251
D. Assimakopoulos, Jie Yan

  • Abstract: The emergence of computer-mediated communities rises from people’s needs to gather and participate in informal public spaces in everyday life and their primordial wish to look for a sense of ‘community’. Internet service providers set up privately owned platforms in the internet and people join in voluntarily for sharing information about the specific topics of their common interest. Using a case study approach, we present in this paper the organisation and business model of China Software Developer Net, one of the most successful virtual professional communities in China, with more than one million members in early 2006. We discuss how the community platform was designed to build up a dynamic communication environment facilitating information sharing and enhancing community cohesion. In particular, we highlight the underlying business model showing how the community service operator makes use of the CSDN virtual community to build up a diversified business portfolio, making this virtual community the core component of its value chain and generating sustainable revenues from multiple sources.
  • Keywords: business models; computer-mediated communities; customer integration; organisational models; virtual communities; web based communities; China; software development; professional communities; dynamic communication; information sharing; community cohesion; value chain; revenue generation.
  • DOI: 10.1504/IJTM.2008.019417

KMsharer: an information technology approach to enable knowledge management services 252 – 265
Yi-Hsing Chang, J. Wey Chen, Binshan Lin

  • Abstract: Knowledge Management (KM) is of growing interest in today’s business and academic community. The increase in the number of books, articles and papers written reflects practitioners and academics alike trying to improve theories and concepts put forth by their peers to further support KM practice. This paper contributes to the stream of research on KM systems by proposing a KM environment to facilitate the knowledge evolution cycle. Guided by well-reviewed KM activities and the role of information technology and communication in strategically supporting knowledge processes, we have developed a KM system called KMsharer. The system consists of three major components: the XML editor, the KM tools and the WebShare server. The KMsharer uses an innovative XML knowledge-based schema for document conversion and storage has demonstrated to have better searching/accessing performance than the documents stored in common Word and XML formats. The KMsharer indeed is a powerful and useful tool for all personnel to access, create and store information in order to enhance knowledge sharing, collaboration and expedite decision-making strategically.
  • Keywords: architecture; knowledge management; KM; knowledge management systems; KMS; strategic information systems; XML; information technology; knowledge evolution; ICT; communications; collaboration; decision making.
  • DOI: 10.1504/IJTM.2008.019418

The impact of knowledge management enablers on non-financial performance in small and medium enterprises 266 – 283
Chia-Ling Lee, Chin-Tsang Ho, Yun-Lin Chiu

  • Abstract: This paper proxies Knowledge Management (KM) enablers as strategy and leadership, organisational culture, employees, IT and establishing a special unit in charge of KM. By surveying small and medium enterprises in Taiwan, the results indicate that the four enablers of strategy and leadership, organisational culture, employees and establishing a special unit in charge of KM are significantly and positively associated with non-financial performance in the learning and growth perspective, internal process perspective and customer perspective. The outcomes of the learning and growth perspective and the internal business process perspective have mediating effects between the KM enablers and the performance in the customer perspective. This paper thus recommends that small and medium enterprises set up infrastructures of KM to increase the performance in the non-financial perspective.
  • Keywords: knowledge management; KM enablers; mediating effect; non-financial performance; small and medium-sized enterprises; SMEs; strategy; leadership; organisational culture; employees; information technology; ICT; KM infrastructures.
  • DOI: 10.1504/IJTM.2008.019419

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