Managing competence and learning in knowledge-intensive, project-intensive organizations

2017 ◽  
Vol 10 (3) ◽  
pp. 505-526 ◽  
Author(s):  
Rolf Medina ◽  
Alicia Medina
Keyword(s):  
Single Case ◽  
Service Development ◽  
Public Organization ◽  
Social Dimensions ◽  
Content Type ◽  
Organizational Goals ◽  
Study Approach ◽  
Product Service ◽  
Competence Management ◽  
Knowledge Intensive

Purpose Competence management should no longer be considered as disconnected activities with few relationships with the organizational goals. It is the viewpoint that competence management as a whole consists of different mechanisms and strategies that involve many functions in the organization and link strategy, product/service development, and innovation. The purpose of this paper is to explore how a public knowledge-intensive, project-intensive organization manages competence in relation to its organizational goals and to identify which mechanisms are involved in this process as well as the underlying factors of those mechanisms. Design/methodology/approach The research was conducted following a single case study approach using several sources of evidence in a public organization responsible for public transport in the south of Sweden. Findings A theoretical framework called the competence loop is used as a platform. The results expand the framework by identifying underlying factors constituting the mechanisms and categorizing those factors in organizational and social dimensions. Another contribution is the competence concept including the factors that generate new competence. Furthermore, the study highlights that organizational culture has an impact on efficient competence management. Research limitations/implications This study was conducted in a public organization; similar studies should be conducted in other kinds of knowledge-intensive, project-intensive organizations. Originality/value The results provide support to practitioners when trying to understand how competence evolves, how to facilitate learning in organizations that are reliant on human resources, how to manage competence to achieve organizational success, and show the role of the project as a competence arena.

Towards identifying knowledge bases in KIBS through their service development process

foresight ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia Krupskaya ◽  
Katia Oliveira Pina
Keyword(s):  
Knowledge Integration ◽  
Knowledge Bases ◽  
Empirical Method ◽  
Service Development ◽  
Business Services ◽  
Symbolic Model ◽  
Content Type ◽  
Study Approach ◽  
New Type ◽  
Knowledge Intensive

Purpose The purpose of this paper is to explore knowledge-intensive business services (KIBS), to understand how they implement their service development (SD) processes and how these processes are related to their knowledge bases (KB) as not enough studies have focussed on the understanding of KIBS heterogeneity, by analysing the nature and essence of these firms’ activities. Design/methodology/approach The work adopts the case study approach involving 12 KIBS firms with different KB according to Bjorn Asheim and colleagues’ “synthetic, analytical, symbolic model”, which identifies synthetic, analytical and symbolic primary KB. Findings The research results showed how the SD processes are systemised in KIBS companies depending on the KB. The proposed empirical method for defining KB confirmed the assumed existence of a new type or subtype of KB for legal companies “Compliance/Interpretive”. Research limitations/implications Further research, based on a larger number of companies, is needed to confirm or complement the results of this research, as well as to find more methods to define and evaluate KB on an empirical basis. Practical implications The correct classification of the applied KB can help a company to create effective processes for developing innovative services, while understanding of knowledge dynamic in general – to organise a working process that corresponds to employees’ needs and is more adaptable to the changes in society. Originality/value The study proposed a new empirical method for defining and evaluating KB in KIBS companies based on their SD processes. This study makes a significant contribution to research by identifying knowledge-integration practices needed to enhance innovation performance.

The impact of types of trust in the public sector – a case study approach

2019 ◽  
Vol 32 (3) ◽  
pp. 247-263 ◽  
Author(s):  
Linda Höglund ◽  
Maria Mårtensson ◽  
Aswo Safari
Keyword(s):  
Public Sector ◽  
Single Case ◽  
Public Organization ◽  
Case Study Method ◽  
Content Type ◽  
The Public ◽  
Study Approach ◽  
Different Types ◽  
The Impact

Purpose The purpose of this paper is to study how different types of trust develop and change over time in the collaboration between an organization and its board. Design/methodology/approach This paper is a response to a recent call to apply the concept of trust in understanding the collaboration between a public organization, its board, and other stakeholders. Here, the authors study a single case, and based on a longitudinal in-depth case study method covering the period of 2003–2015, the authors have conducted 27 interviews, including the CEO and all the board members. Findings The authors introduce and advance the concept of trust in the public sector literature on board work. This paper shows that trust is complex and multidimensional at different units of analysis. The types of trust discussed in this paper are cognitive, affective, contractual, competence, and goodwill. Different types of trust are developed to make the collaboration between a governed organization and its board to work. Research limitations/implications Because this paper uses the case study method and only studies one single case, the findings of this paper might be questioned on the issue of generalization. Originality/value The authors conceptualize and adopt trust as a multidimensional, dynamic concept, and with different units of analyses, capture the nature of the collaboration between a public organization and its board, and its complexity.

scholarly journals Unfolding the simple heuristics of smart solution development

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tuomas Huikkola ◽  
Marko Kohtamäki ◽  
Rodrigo Rabetino ◽  
Hannu Makkonen ◽  
Philipp Holtkamp
Keyword(s):  
Single Case ◽  
Innovation Process ◽  
Research Strategy ◽  
Service Development ◽  
New Service Development ◽  
Content Type ◽  
Study Approach ◽  
Project Outcomes ◽  
Simple Rules ◽  
Stop Rules

PurposeThe present study intends to foster understanding of how a traditional manufacturer can utilize the “simple rules” approach of managerial heuristics to facilitate its smart solution development (SSD) process.Design/methodology/approachThe study uses an in-depth single case research strategy and 25 senior manager interviews to understand the application of simple rules in smart solution development.FindingsThe findings reveal process, boundary, preference, schedule, and stop rules as the dominant managerial heuristics in the case and identify how the manufacturer applies these rules during the innovation process phases of ideation, incubation, transformation, and industrialization for attaining project outcomes.Research limitations/implicationsThe study contributes to the new service development (NSD) literature by shedding light on simple rules and how managers may apply them to facilitate SSD. The main limitations stem from applying the qualitative case study approach and the interpretative nature of the study, which produces novel insights but prevents direct generalization to other empirical cases.Practical implicationsThe resulting framework provides guidelines for managers on how to establish formal and clear simple rules that enable industrial solution providers to approach decision-making in smart solution development in a more agile manner.Originality/valueThe study comprises one of the first attempts to investigate managerial heuristics in the context of SSD and puts forward a plea for further NSD research applying psychological conceptualizations to enrich the simple rules perspective.

Supply chain integration and coordination for international sourcing in the context of China’s processing trade

2018 ◽  
Vol 118 (9) ◽  
pp. 1730-1748 ◽  
Author(s):  
Mingu Kang ◽  
Kihyun Park ◽  
Ma Ga (Mark) Yang ◽  
Mark H. Haney
Keyword(s):  
Supply Chain ◽  
Single Case ◽  
Supply Chain Integration ◽  
Processing Trade ◽  
Content Type ◽  
Study Approach ◽  
International Sourcing ◽  
Three Stages ◽  
Simple Assembly

Purpose The purpose of this paper is to explore how a foreign invested manufacturing company’s (FIMC) components sourcing process evolves in order to improve its supply chain outcomes in the context of China’s processing trade. Design/methodology/approach Grounded in the theory bases of the international sourcing process and supply chain integration, this study utilizes a single-case-study approach with a small- to medium-sized FIMC engaged in China’s processing trade. Findings This study identifies three stages of the components sourcing process: simple assembly stage, components localization stage and supply chain integration stage. In addition, the case study suggests that the type of processing trade evolves from processing with supplied materials to processing with imported materials as the sourcing process proceeds through the three stages and the internal and external environments change. Originality/value To our knowledge, this paper is the first to focus on an FIMC’s components sourcing process in the context of China’s processing trade. It contributes to a better understanding of how FIMCs progress through the components sourcing process and apply different types of processing trade in China to maximize their supply chain outcomes.

Should knowledge management in organizations be rebranded?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maayan Nakash ◽  
Dan Bouhnik
Keyword(s):  
Knowledge Management ◽  
Organizational Context ◽  
Theory Approach ◽  
Content Type ◽  
Study Approach ◽  
Qualitative Research Methodology ◽  
Knowledge Intensive ◽  
Strategic Perspective ◽  
First Time

Purpose This study aims to examine the relevance of the term “knowledge management” (KM) in the organizational context, and deliberates whether there is a need for rebranding of this field. It also enriches the understanding regarding the appropriateness of the term “KM,” which was chosen to represent the discipline. Design/methodology/approach This study adopted a qualitative research methodology, and a case study approach was followed by conducting 19 semi-structured in-depth interviews with international KM experts working in a global consulting firm. The data were analyzed using a thematic analysis method based on the grounded theory approach. Findings The findings provide empirical evidence that attempts are being made to move away from the label “KM” in certain knowledge-intensive organizations. This study sheds light on the challenges associated with this term, which leads some to believe that the name of the discipline needs to change. Originality/value The present pioneering research contributes to empirical knowledge through investigation of an unexplored scientific field. To the best of the authors’ knowledge, for the first time, its uniqueness can be established by the fact that the opinions of KM professionals are being heard regarding the “KM” label, as well as the need for a rebranding of this discipline in the organizational context. From a practical and strategic perspective, this study suggests that the research community and practitioners pay attention to attempts to shift away from the existing title identified in organizational practice.

scholarly journals Group-works: exploring multiplex networks, leadership and group performance

2019 ◽  
Vol 6 (4) ◽  
pp. 227-245 ◽  
Author(s):  
Pamela Yeow ◽  
Alison Dean ◽  
Danielle Tucker ◽  
Linda Pomeroy
Keyword(s):  
Positive Reinforcement ◽  
Group Performance ◽  
Two Dimensions ◽  
Group Effectiveness ◽  
Content Type ◽  
Multiplex Networks ◽  
Study Approach ◽  
Group Members ◽  
Knowledge Intensive

Purpose The purpose of this paper is to explore the effect of “multiplex” (multiple overlapping) networks and leadership on group performance in a higher education setting. Design/methodology/approach Using a combination of social network analysis and interviews, the authors employ a case study approach to map the connections between academic group members. This paper analyses the relationship between this mapping and academic performance. Findings The authors identified two dimensions which influence group effectiveness: multiplex networks and distributed–coordinated leadership. Where networks are built across tasks, inter-relationships develop that lead to greater group performance. Practical implications Where group members create a dense hive of interconnectivity and are active across all group tasks, and also informally, this increases the opportunity for knowledge sharing. When this is similarly experienced by a majority of group members, there is positive reinforcement, resulting in greater group effectiveness. Originality/value This paper highlights the importance of the richness of formal ties in knowledge-intensive settings. This paper is the first to differentiate between formal connections between colleagues related to different tasks within their role. This suggests that dense configurations of informal ties are insufficient; they must be coupled with strong ties around formal activity and demonstrative leadership.

Accounting firm partners to public corporation employees

2015 ◽  
Vol 11 (1) ◽  
pp. 96-129 ◽  
Author(s):  
Mark Edward Pickering
Keyword(s):  
Single Case ◽  
Professional Service ◽  
Company Performance ◽  
Service Firms ◽  
Professional Service Firms ◽  
Public Companies ◽  
Content Type ◽  
Accounting Firm ◽  
Study Approach ◽  
Publicly Owned

Purpose The purpose of this paper is to explore the implications on former accounting firm partners becoming employees of a publicly owned accounting corporation, the responses of the former partners and impacts on the acquiring company. Partners of accounting and other professional service firms selling their firms to publicly owned companies often remain with the acquiring company as employees and receive company shares as consideration for their firms. Agency theory suggests public ownership will result in changes to the roles of senior professionals with potential resistance and motivation consequences. Design/methodology/approach This paper uses a case study approach involving the review of publicly available information and interviews with executives and senior professionals of an Australian publicly owned accounting company, Stockford Limited. Findings The Stockford case indicates that selling their firm to a publicly owned company can have significant negative implications for accounting firm partners. The former partners struggled to adapt to their new roles as senior professional employees and shareholders. Their responses had significant impacts on company performance, which ultimately contributed to the collapse of the company, thus reflecting the power senior professionals retain regardless of the change of ownership form. Research limitations/implications Care is required when generalising findings of a single case to other professions and other geographic jurisdictions. Practical implications This paper has significant implications for entrepreneurs and executives consolidating professional service firms, partners considering selling their firms and investors in publicly owned professional service firms. Originality/value Despite the emergence of publicly owned accounting and other professional service companies and the importance and power of senior professionals in professional service firms, this is the first study to explore the implications on senior professionals of selling their firms to public companies.

Lean Six Sigma in policing services

2018 ◽  
Vol 67 (5) ◽  
pp. 935-940 ◽  
Author(s):  
Jiju Antony ◽  
Bryan Rodgers ◽  
Inness Coull ◽  
Vijaya Sunder M.
Keyword(s):  
Six Sigma ◽  
Design Methodology ◽  
Single Case ◽  
Lean Six Sigma ◽  
Single Case Study ◽  
Content Type ◽  
The Public ◽  
Study Approach ◽  
Learning Points

Purpose This paper is based on a single case study carried out as part of a change programme but is used as a reflective tool to draw on some of the wider organisational learning which can be considered when implementing, reviewing or re-energise a Lean Six Sigma (LSS) Programme. The paper aims to discuss this issue. Design/methodology/approach A case study approach has been used and referenced throughout the paper with references to literature to support the wider learning points drawn which are then applied to any continuous improvement (CI) programmes. Findings The paper presents a range of learning points which are drawn from a successful deployment of LSS within a change project carried out as part of an overall programme in Scottish policing services. Research limitations/implications The points are drawn from a single case study which was deployed within a wider change programme and is supported by wider literature but is used as a vehicle for informing strategic considerations within an organisation. Originality/value This case study is drawn from policing services in the public sector which alone is an area that has not been significantly studied. It is used to explore wider implications in terms of strategic alignment, organisational performance and project management and presents the argument that the design of a CI programme is much wider than the implementation of LSS itself.

Reconciling ambiguity with interaction: implementing formal knowledge strategies in a knowledge-intensive organization

2016 ◽  
Vol 20 (5) ◽  
pp. 959-979 ◽  
Author(s):  
Alejandra Marin ◽  
Jason Cordier ◽  
Tahir Hameed
Keyword(s):  
Management Practices ◽  
Single Case ◽  
Structural Characteristics ◽  
Knowledge Workers ◽  
Content Type ◽  
Strategy As Practice ◽  
Knowledge Intensive ◽  
Rich Data ◽  
Practice Framework ◽  
Knowledge Strategies

Purpose The purpose of this paper is to look at the actions autonomous knowledge workers perform to implement formalized knowledge strategies as part of an accreditation. Design/methodology/approach Using a strategy-as-practice framework, this paper follows a qualitative approach to study the implementation of a standard in a business school. The data collection was carried out over a 14-month period, with access to interviews, observations, meetings minutes and other institutional information. Findings Even though faculty members received similar information, the standard was implemented in different and conflicting ways. Three themes explain these differences: different approaches to ambiguous knowledge management practices, enablers and inhibitors of knowledge sharing and different conceptions of continuous improvement. Research limitations/implications As this was a single case, findings are not broadly generalizable. The research is based on rich data over a prolonged period, albeit in a very specific setting where unique actor and structural characteristics are not generally representative of the wider business and organizational environment. The nature of the university setting is quite unique. Although possible links to other fields which share some specific similarities with universities are provided, the contextual limitations are acknowledged. Accordingly, the work is presented as a basis for future enquiry when investigating implementation, especially activity-based research within knowledge-intensive organizations. Practical implications This paper provides a deep analysis of the actions knowledge workers perform when implementing standards promoted by organizational directives. It exposes tensions and conflicts among knowledge workers when implementing a standard. Our model is the basis for insights on how managers can balance the tensions of creative change and stable structure. Originality/value This paper describes how ambiguity and human interactions can reveal a deeper understanding of the different stages of standards implementation. It provides a model that uses the level of ambiguity and structure to explain how knowledge workers interacted in groups and as a whole can implement Assurance of Learning.

Impact of construction-related rework on selected Ugandan public projects

2016 ◽  
Vol 14 (2) ◽  
pp. 238-251 ◽  
Author(s):  
John Muhumuza Kakitahi ◽  
Henry Mwanaki Alinaitwe ◽  
Anne Landin ◽  
Simon James Mone
Keyword(s):  
Single Case ◽  
End Users ◽  
Building Construction ◽  
Supplementary Information ◽  
Teaching Staff ◽  
Public Building ◽  
Content Type ◽  
Study Approach ◽  
The Mean ◽  
The Impact

Purpose The purpose of this paper was to assess the magnitude of the impact of construction-related rework on selected project budgets and schedule in public building construction in Uganda. The magnitude of construction-related rework was the mean determined over construction contracts under a selected project and expressed as a percentage of the construction contract sum. Design/methodology/approach A single case multi-unit study approach was adopted. A case study protocol was prepared that included a checklist, observation schedules and an interview guide. The three instruments were used to collect data from building contractors and end-users (the teaching staff and medical assistants). Representatives of the client entity and the end-users provided sufficient project documentation and related supplementary information for the study. Findings Construction-related rework was predominantly attributable to design information omissions, unacceptable workmanship and inadequate supervision of the contractor. Lightning conductor, electrical and roofing installations were the building elements that had the highest frequency of rework. It was further determined that the mean percentage of rework related impact on project budget and schedule was approximately 4.53 and 8.42 per cent, respectively. Originality/value The findings inform policy makers about likely areas that contribute to significant wastage and value loss in quality management of public sector projects. The research advocates for improved data collection protocols, integration of adequate design management and a whole life value philosophy during the public building construction process.

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