A conceptual breakdown structure for knowledge management benefits using meta-synthesis method

2015 ◽  
Vol 19 (6) ◽  
pp. 1295-1309 ◽  
Author(s):  
Shiva Yahyapour ◽  
Mehdi Shamizanjani ◽  
Mohammad Mosakhani
Keyword(s):  
Knowledge Management ◽  
Design Methodology ◽  
Synthesis Method ◽  
Step Method ◽  
Content Type ◽  
Level 3 ◽  
Level 1 ◽  
Synthesis Approach ◽  
Level 2 ◽  
Practical Implications

Purpose – The paper aims to foster a better understanding of knowledge management (KM) benefits by integrating the qualitative findings of prior research under a multilayer conceptual framework. Design/methodology/approach – A meta-synthesis approach was conducted by adopting “Noblit and Hare’s” seven-step method. Findings – A breakdown structure for KM benefits which encompasses 3 “macro benefits” at Level 1, 7 “benefits” at Level 2 and 44 “micro benefits” at Level 3. Research limitations/implications – The main limitation is that this research does not provide criteria and measures to assess the benefits of KM. Practical implications – Organizations which intend to invest in KM can obtain a better insight about outcomes and benefits of implementing KM initiatives. This study will provide those organizations which have already invested in KM with some ideas to evaluate their KM efforts qualitatively. Originality/value – Based on available data, this study is the first of its kind that has identified the benefits of KM in three layers. Also, the number of KM benefits identified in this study is greater than that of any previous research.

Managerial ability and fair value accounting: evidence from nonfinancial firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wray Bradley ◽  
Li Sun
Keyword(s):  
Design Methodology ◽  
Fair Value ◽  
Managerial Ability ◽  
Fair Value Accounting ◽  
Content Type ◽  
Level 3 ◽  
Level 1 ◽  
The Impact ◽  
Nonfinancial Firms ◽  
Level 2

Purpose The purpose of this study is to examine the relation between managerial ability and fair value inputs (measured as fair value intensity) for nonfinancial firms. Design/methodology/approach This study uses regression analysis to investigate the impact of managerial ability on the level of fair value inputs. Findings This study finds significant and positive relations between managerial ability and use of Level 1 and Level 2 fair value inputs. On the other hand, this study finds an insignificant relation between managerial ability and Level 3 inputs. Originality/value The findings contribute to two research streams. To the best of the author’s knowledge, this is perhaps the first study that directly examines the link between managerial ability and fair value inputs.

The stronger, the better? A natural experiment on the effects of pepper spray concentration levels

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rémi Boivin ◽  
Caroline Tanguay
Keyword(s):  
Law Enforcement ◽  
Design Methodology ◽  
Propensity Scores ◽  
Concentration Level ◽  
Content Type ◽  
The Past ◽  
Police Organizations ◽  
Level 3 ◽  
Level 1 ◽  
Level 2

PurposeOleoresin capsicum (OC) spray has proven to be a relatively effective tool to subdue resistant or aggressive subjects without causing major and permanent injuries. Several products are available to law enforcement organizations and sprays with higher concentrations are sold as more effective, despite the lack of empirical evidence. This article aims to test the proposition that more concentrated OC sprays are more effective in a policing context.Design/methodology/approachTo test this proposition, retrospective data on police interventions that had occurred (N = 1,019) were used. Concentrations were divided in three levels: level 1 sprays (containing up to 0.49% of major capsaicinoids), level 2 sprays (from 0.5% to 0.99%) and level 3 sprays (between 1 and 1.33%). Propensity scores were calculated to estimate the average effect of concentration level on effectiveness, while controlling for confounding factors.FindingsLevel 1 and level 2 sprays were found to be similar in terms of effectiveness, but level 3 sprays were found to be more likely to have an immediate effect but were also related to higher chances that decontamination was needed after use.Originality/valueWhile several studies of the effectiveness of OC spray in general have been conducted in the past, this is one of the few to differentiate types of OC sprays according to their concentration level. As such, it aims to provide guidance to police organizations who must choose among a variety of products.

Stairways to heaven: implementing social media in organizations

2013 ◽  
Vol 17 (5) ◽  
pp. 741-754 ◽  
Author(s):  
Moria Levy
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Empirical Study ◽  
Design Methodology ◽  
Applied Research ◽  
Service Marketing ◽  
Content Type ◽  
Four Levels ◽  
Functional Components ◽  
Practical Implications

Purpose – This paper is aimed at both researchers and organizations. For researchers, it seeks to provide a means for better analyzing the phenomenon of social media implementation in organizations as a knowledge management (KM) enabler. For organizations, it seeks to suggest a step-by-step architecture for practically implementing social media and benefiting from it in terms of KM. Design/methodology/approach – The research is an empirical study. A hypothesis was set; empirical evidence was collected (from 34 organizations). The data were analyzed both quantitatively and qualitatively, thereby forming the basis for the proposed architecture. Findings – Implementing social media in organizations is more than a yes/no question; findings show various levels of implementation in organizations: some implementing at all levels, while others implement only tools, functional components, or even only visibility. Research limitations/implications – Two main themes should be further tested: whether the suggested architecture actually yields faster/eased KM implementation compared to other techniques; and whether it can serve needs beyond the original scope (KM, Israel) as tested in this study (i.e. also for other regions and other needs – service, marketing and sales, etc.). Practical implications – Organizations can use the suggested four levels architecture as a guideline for implementing social media as part of their KM efforts. Originality/value – This paper is original and innovative. Previous studies describe the implementation of social media in terms of yes/no; this research explores the issue as a graded one, where organizations can and do implement social media step-by-step. The paper's value is twofold: it can serve as a foundational study for future researches, which can base their analysis on the suggested architecture of four levels of implementation. It also serves as applied research that will help organizations searching for social media implementation KM enablers.

A conceptual framework to address barriers to knowledge management in project-based organizations

2014 ◽  
Vol 7 (2/3) ◽  
pp. 98-119 ◽  
Author(s):  
Peyman Akhavan ◽  
Mohammad Reza Zahedi ◽  
Seyed Hosein Hosein
Keyword(s):  
Knowledge Management ◽  
Conceptual Framework ◽  
Design Methodology ◽  
Previous Literature ◽  
Content Type ◽  
Stepping Stone ◽  
Iranian Context ◽  
Level Of Importance ◽  
Practical Implications

Purpose – The purposes of this study are to identify, classify and prioritize knowledge management (KM) barriers in an Iranian project-based organization (PBO) and to present a conceptual framework for improving attitudes to KM in the Iranian context. Design/methodology/approach – After studying previous literature on the topic, initial barriers of KM in PBOs were extracted. Then, a list of barriers of KM in the aforementioned organizations was finalized by interviewing experts in KM. After that, the barriers were prioritized using a questionnaire. Finally, a conceptual framework for successfully tackling KM barriers was presented. Findings – In this article, barriers of KM in PBOs have been divided into five categories: individual, organizational, technological, contextual, and inter-project. Then a three-layered conceptual framework has been presented which describes how the barriers of KM in PBOs may be removed progressively. Practical implications – The prepared and prioritized list of barriers of KM in PBOs is a stepping stone and a guideline for managers in PBOs which will enable them to identify barriers of KM in their own organizations and resolve them and improve KM in their organizations. It also serves as a useful base for researchers to expand further research concerning barriers of KM in PBOs. Originality/value – This article is probably the first article which has identified barriers of KM via interviews and questionnaires carried out in 50 active PBOs which had a KM section. The article also presents a three-layered framework for lowering barriers of KM, which can be applied step by step after considering the level of importance of each one identified.

A new model for knowledge management

2015 ◽  
Vol 31 (6) ◽  
pp. 42-44
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Knowledge Economy ◽  
Design Methodology ◽  
Reading Time ◽  
Market Forces ◽  
Content Type ◽  
New Model ◽  
Pertinent Information ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – We are, as we are constantly reminded, in a knowledge economy, and as such are liable to succumb to different market forces and variations than in previous paradigms. However if this is true, there is a central irony to our development of business activities in this area, in that there seems to be somewhat of a vacuum of knowledge about the knowledge economy. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

How to measure knowledge management: dimensions and model

VINE ◽  
2015 ◽  
Vol 45 (1) ◽  
pp. 107-125 ◽  
Author(s):  
Mariano García-Fernández
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Design Methodology ◽  
Present Model ◽  
Content Type ◽  
Proposed Model ◽  
The Creation ◽  
And Storage ◽  
Practical Implications

Purpose – The aims of this paper are: to identify the dimensions of knowledge management (KM), and to propose a model for KM that will be useful for future researchers in carrying out KM measurement. Design/methodology/approach – The paper is based on a literature review of theoretical and empirical contributions to KM. Findings – The results obtained show that the creation, transfer and storage, and implementation and use are dimensions of the concept of KM. On the basis of these dimensions, this study proposes a model integrating these dimensions and operationalizes it using selected items, so that future researchers may carry out measurements using the proposed model. Practical implications – The study implies that companies and researchers use a smaller time in theoretical checks and can devote to measurements which develop improvements. Originality/value – The present model differs from other, previous models in that it integrates various approaches to the study of KM.

New learning and old learning

2020 ◽  
Vol 34 (6) ◽  
pp. 21-23
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Management Processes ◽  
New Learning ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings Organizational learning is one of those themes that everyone within a firm can get on board with. It sounds important and logical, and no one is going to argue against organizational learning, are they? Once the HR department declares your firm a “learning organization” and ensures that knowledge management processes are updated, new training is rolled out and mentoring introduced across hierarchies, everyone will be happy in the knowledge that they are now part of a learning organization. Practical implications This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

A knowledge management super-strategy fueled by big data

2019 ◽  
Vol 35 (1) ◽  
pp. 22-23
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Management Strategy ◽  
Design Methodology ◽  
Business Value ◽  
Content Type ◽  
Pertinent Information ◽  
Conceptual Paper ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This conceptual paper proposes a model for growing company competitive advantage into the future by integrating a knowledge management strategy with progressive insights from Big Data and artificial intelligence. The ultimate strategic aim here is to create and codify intellectual capital that adds business value. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The only constant is change

2017 ◽  
Vol 33 (6) ◽  
pp. 35-37
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Design Methodology ◽  
Reading Time ◽  
Knowledge Management Strategy ◽  
Global Marketplace ◽  
Content Type ◽  
National Bank ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings In an increasingly volatile and disrupted global marketplace, organizations need to enact change faster and more often to stay competitive. Change, however, is often met with resistance by employees, as it forces them out of their comfort zones and into uncertainty. Imran et al. (2017) have looked at the National Bank of Pakistan to see how change can be successfully implemented. To implement change successfully, the correct knowledge management strategy needs to be identified and engaged. Understanding this can aid the readiness for the change phase, as well as reduce cynicism within the workforce. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

At what level is your organization managing knowledge?

2015 ◽  
Vol 19 (2) ◽  
pp. 57-70 ◽  
Author(s):  
Francesco Galati
Keyword(s):  
Knowledge Management ◽  
Design Methodology ◽  
Theoretical Framework ◽  
Maturity Level ◽  
Content Type ◽  
Integrative Framework ◽  
Extensive Analysis ◽  
Quantitative Development ◽  
Dynamic Perspective ◽  
Practical Implications

Purpose – The purpose of this paper is to combine different perspectives concerning knowledge management (KM), thus developing a theoretical framework that could be used, as a basic strategic tool, both to control and to plan KM level of implementation. Design/methodology/approach – Bringing together previous research in KM and providing an analysis of the main issues discussed in the literature, an integrative framework for evaluating the level of implementation of knowledge management within organizations is proposed. Findings – The major contribution is the final theoretical framework proposed, which allows the possibility to dynamically analyze the evolution of the KM maturity level of an organization, thus assuming a relevant strategic importance. Research limitations/implications – The model proposed provides only the basis for an extensive analysis on the topic. Further research could focus on the quantitative development of the suggested framework. Practical implications – The paper is very useful in practical terms. From a static perspective, a manager can use the resulted framework as a strategic tool able to portray the level of implementation of KM within his organization. From a dynamic perspective, the framework could be adopted to analyze the evolution of the KM within the organization, thus gaining deeper understanding on the link between KM and organizational change. Originality/value – This paper presents a novel framework. Unlike previous literature on KM, this paper combined numerous perspectives in the field and provides a useful strategic tool.

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