Mapping the organizational factors that support knowledge management in the Brazilian automotive industry

2014 ◽  
Vol 18 (1) ◽  
pp. 152-176 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez ◽  
Manoel Fernando Martins
Keyword(s):  
Knowledge Management ◽  
Automotive Industry ◽  
Quantitative Research ◽  
Organizational Context ◽  
Empirical Test ◽  
Contextual Factors ◽  
Organizational Factors ◽  
Theoretical Background ◽  
Automotive Sector ◽  
Content Type

Purpose – The latest models on knowledge management (KM) recognize four phases for its practice: acquisition, storage, distribution, and knowledge utilization. The KM is characterized as a multidisciplinary discipline, involving both technical and social aspects. Therefore, the purpose of this research is both social and of coordination, aiming to identify contextual factors, internally developed in the organizations, which support the KM process in the Brazilian companies in the automotive sector. Design/methodology/approach – To achieve the research purpose, a quantitative research method was employed, based on a survey research in the automotive sector. Findings – The results point to the existence of eight contextual factors that support the KM process in the organizations. These factors are mainly related to the human being, responsible for the retention and transformation of primary knowledge, and the development of an organizational context that encourages the learning process through the culture and structure designed for this purpose. Research limitations/implications – One of the limitations is that the study is based on constructs derived from a theoretical background, however it does not offer an empirical test to validate the selected constructs. Future studies could create a metric to evaluate the constructs' consistency and use regression analysis to validate them. The second limitation relates to empirical research. The survey achieved a return of 78 companies and a larger sample could provide more robust data. Practical implications – Practitioners need to take cognizance of the fact that KM process must not be confused nor focused on IT deployment. The development of an organizational context is much more complex and important to the success of KM. By characteristics of mapped factors, it is possible to conclude that KM process is focused on the development of individuals. It is from their employees that the organization promotes the knowledge exploitation in problem solving activities and incremental improvements, and knowledge exploration, rebuilding the competences to innovate the processes. Originality/value – The main contribution of this paper is to identify the factors that companies in the Brazilian automotive industry must develop in order to promote KM. Furthermore, the research shows the relationship between these factors and KM process.

scholarly journals Linkage between dynamics capability and knowledge management factors

2017 ◽  
Vol 55 (10) ◽  
pp. 2256-2276 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez ◽  
Tatiana Massaroli Melo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Automotive Industry ◽  
Organizational Context ◽  
Equation Modeling ◽  
Continuous Change ◽  
National Union ◽  
Content Type

Purpose Organizations are currently set in a background of dramatic discontinuity, i.e., environments that require continuous change due to fierce competition and market latent demands. From this perspective, it becomes eminent for organizations to develop an organizational context that stimulates routines reconstruction and internal capabilities to continue to be a competitive organization. The purpose of this paper is to examine entry and exit relationships of knowledge management (KM). Entries are considered, in this paper, the foundation factors of KM, and exits are related to dynamic capability (DC). Design/methodology/approach Data were collected through a survey conducted with 550 companies of the automotive industry, which are registered in the database of SINDIPEÇAS (National Union of Automobile Component Industries) with return rate of 143 valid questionnaires. The hypothesis testing and analysis were conducted using structural equation modeling. Findings The research shows the organizational structure as the main contextual factor related to KM, that supports DC. Besides organizational structure, this paper also assesses the interaction between human resources and organizational culture related to DC. Practical implications The results may help managers of companies from the automotive industry to understand which initiatives promote DC and innovation. Originality/value This paper presents one of the few researches that compare contextual factors related to KM that support DC; and it also compares the connection among human resources, organizational culture and organizational structure related to KM.

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.

Resource co-specialization in outsourcing of enterprise systems software

2019 ◽  
Vol 10 (5) ◽  
pp. 1015-1046 ◽  
Author(s):  
Sung Min Kim ◽  
Gopesh Anand ◽  
Eric C. Larson ◽  
Joseph Mahoney
Keyword(s):  
Firm Growth ◽  
Empirical Test ◽  
Enterprise Systems ◽  
Organizational Factors ◽  
Enterprise Software ◽  
Implementation Success ◽  
Data Set ◽  
Planning And Scheduling ◽  
Content Type ◽  
Advanced Planning

Purpose Enterprise systems are commonly implemented by firms through outsourcing arrangements with software vendors. However, deriving benefits from these implementations has proved to be a challenge, and a great deal of variation has been observed in the extent of value generated for client and vendor firms. This research examines the role of co-specialization as a strategy to make the most out of outsourced enterprise systems. The authors develop hypotheses relating resource co-specialization with two indicators of success for implementation of enterprise software: (1) exchange success and (2) firm growth. Design/methodology/approach The hypotheses are tested using a unique panel data set of 175 firms adopting Advanced Planning and Scheduling (APS) software, a type of enterprise system used for managing manufacturing and logistics. The authors identify organizational factors that support co-specialization and then examine how co-specialization is associated with enterprise software implementation success, controlling for the endogenous choice to co-specialize. Findings The empirical results suggest that resource co-specialization is positively associated with implementation success and that the two resource co-specialization pathways that are examined complement each other in providing performance benefits. Originality/value This paper contributes to the research literature on outsourcing. The study also provides a new empirical test using a unique data set of 175 firms adopting APS Software.

Organizational cynicism and its impact on privatization (evidence from federal government agency of Pakistan)

2015 ◽  
Vol 9 (4) ◽  
pp. 401-425 ◽  
Author(s):  
Usman Aslam ◽  
Muhammad Arfeen ◽  
Wahbeeah Mohti ◽  
Ubaid ur Rahman
Keyword(s):  
Turnover Intention ◽  
Organizational Context ◽  
Resistance To Change ◽  
Contextual Factors ◽  
Sampling Technique ◽  
Job Outcomes ◽  
Continuance Commitment ◽  
Content Type ◽  
Organizational Cynicism ◽  
The Impact

Purpose – The aim of this study is to explore the impact of cynicism on the relationship among personality traits, organizational contextual factors and job outcomes. This study set up and examined the overarching model on resistance to change. Moreover, there were two models theoretically presented and investigated, i.e. direct and indirect models. This study was an attempt to explore and capture the causes of organizational cynicism against the change initiative. Design/methodology/approach – A case study research design was used in this study, and data were collected from 335 employees by using purposive sampling technique and structured questionnaire. While linear regression and Baron and Kenny’s (1986) tests were used to evaluate the direct and indirect models. Findings – Results highlighted the considerable positive relationship between dispositional resistance and employee’s turnover intention. Additionally, significant connection was also examined among organizational contextual factors and job outcomes, whereas interactive impact of behavioral resistance was found in the relation among dispositional resistance, organizational contextual factors and employee’s intent to quit. However, another dimension of organizational cynicism, i.e. cognitive resistance, could not influence the direct linear relationship between organizational context and continuance commitment. Research limitations/implications – Major limitations of this research were non-probability sampling technique, cross-sectional design, single organization and traditional data collection tool. Practical implications – Management can eradicate cynicism by providing social support and positive information, i.e. job security, wage award, medical benefits and promotion criteria, after implementing change. The management can clarify the objectives of that change by including employees in decision-making, reducing employee’s turnover intention. Organizational cynicism is a faith, which means that the change leaders have lack of integrity; when organizational cynicism mixes with negative cognitive process, it leads to a more destructive behavior against that change. Originality/value – This study contributed to the extensive knowledge of organizational cynicism. A conceptual model of resistance to change the model was unique in nature. There were rare studies conducted to check the impact of organizational cynicism on privatization, especially in the sub-continent. Therefore, it will add a good contribution in quality literature to understand the cynicism and its consequences for privatization.

Building a fitting context for knowledge management and innovativeness

Kybernetes ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ayşe Günsel ◽  
Serdar Bozkurt ◽  
Özge Mehtap
Keyword(s):  
Knowledge Management ◽  
Organizational Context ◽  
Top Management ◽  
Management Support ◽  
Mutual Trust ◽  
Content Type ◽  
Top Management Support ◽  
Firm Innovativeness ◽  
Organizational Rewards

Purpose In the hyper-dynamic business world of today, innovation has become the lifeblood of organizations. Knowledge management (KM) is widely considered an essential antecedent of innovation. However, very little empirical research has specifically addressed how KM is nurtured as support for innovation from a behavioral point of view. This paper aims to operationalize the characteristics of a fitting context – in terms of top management support, organizational rewards and mutual trust – and to clarify the role of organizational context on knowledge management strategies (KMS) and ultimately on firm innovativeness. Design/methodology/approach By studying 98 surveys from 23 companies from Technology Fast 50 list, based on using the partial least squares method, the authors find that this organizational context has a significant impact on the formulation and implementation of KMS. Findings Organizational/behavioral context has significant effects on the formulation and implementation of KMS as well as firm innovativeness. The results also demonstrate that the tacit KMS has a crucial impact on firm innovativeness. Originality/value From a behavioral perspective, this study empirically examines the role of organizational context (top management support, organizational rewards and mutual trust), KMS and firm innovativeness in a holistic manner in Turkey, a developing country. To the best of the authors’ knowledge, no researcher has undergone those relationships in literature.

Brazil's automotive recovery awaits new incentives

2018 ◽  
Keyword(s):  
Economic Crisis ◽  
Automotive Industry ◽  
Auto Industry ◽  
Automotive Sector ◽  
Content Type ◽  
Employment Conditions

Subject Outlook for the automotive sector. Significance The Brazilian automotive industry, one of the worst-affected sectors during the prolonged economic crisis, has been showing signs of recovery. Production and sales have experienced some improvement recently, although they remain below pre-recession levels. Production levels have been higher than domestic sales, as some output has been exported. The sector may play a key role in jump-starting the Brazilian economy. Impacts Domestic auto sales still depend on improvements in income, credit and employment conditions. New investments may be postponed by automakers if a decision is not taken on “Route 2030”. EU-Mercosur trade discussions may directly affect the Brazilian auto industry.

An integrative review of SHRM research in South Korea: current status and future directions

2020 ◽  
Vol 43 (1) ◽  
pp. 155-175
Author(s):  
Jinuk Oh ◽  
Junsu Park
Keyword(s):  
Human Resource ◽  
Contextual Factors ◽  
Organizational Factors ◽  
Organizational Outcomes ◽  
Present Review ◽  
Current Status ◽  
Future Research ◽  
Content Type ◽  
Hr Practices ◽  
Established Relationship

PurposeThe purpose of this study is to determine the current status of strategic human resource management (SHRM) research in the context of Korea as well as to provide specific recommendations for future research.Design/methodology/approachAn integrative literature review was performed to aggregate a body of studies in the Korean context. In total, 39 articles were carefully selected for inclusion in the present review.FindingsThe review demonstrated that prior studies conducted in Korea have examined whether the established relationship between strategic human resource (HR) practices and organizational outcomes has cross-national validity in Korean contexts, the extent to which the established relationship is moderated by contextual factors, as well as whether a combination of strategic HR practices and the congruence of HR practices with other organizational factors affect organizational outcomes. In addition, the review revealed four unique methodological characteristics of Korea-based studies, namely, the extensive use of self-reported questionnaires, personnel in managerial positions serving as the main sources of primary data, secondary data collected by Korean government research bodies being actively dealt with and an awareness of the necessity of a longitudinal design for causal research.Originality/valueThe present review makes an important contribution to the study of SHRM in general and the strategic human resources management model in Korea in particular. It is clear that more research is required, although it is encouraging to note the quality of prior research concerning Korean contexts and the specific mechanisms by which strategic HR practices influence organizational outcomes. Finally, there is a clear need for future research that explicitly considers employees' perceptions of strategic HR practices and specific contextual factors in Korea, and further, that utilizes more rigorous and diverse research methods to investigate the effectiveness of strategic HR practices in Korea.

When TM strategy is not self-evident

2019 ◽  
Vol 57 (5) ◽  
pp. 1204-1222
Author(s):  
Mickael Naulleau
Keyword(s):  
Business Strategy ◽  
Organizational Context ◽  
Single Case ◽  
Organizational Factors ◽  
Content Type ◽  
Organizational Conditions ◽  
Management Board ◽  
Organizational Issues ◽  
Congruence Analysis ◽  
One Year

Purpose The purpose of this paper is to contribute to the talent management (TM) and talentship literature by exploring the key organizational conditions required to design a sustainable TM strategy. Design/methodology/approach The author carried out a one-year action research with the management board of a mid-sized French company that sought to implement a TM strategy. Immersion in the phenomenon studied allowed inductive exploration of a TM strategy design from the outset of its formulation and conceptualization. Data were collected from observations, interviews and focus groups with different stakeholders (management board, managers and employees) involved in TM strategy project, and were analyzed from a congruence model to interpret a posteriori the key organizational issues affecting TM strategy. Findings The findings highlight the need to go beyond simple TM alignment to business strategy, as talentship asserts. They offer an overview of key organizational issues influencing TM strategy: organizational inputs such as environment, history and identity, along with organizational components such as critical tasks, people, structure, management and culture and their mutual influences and dynamics. The lack of congruence among these key organizational factors hinders the ability to conceptualize, formulate and design TM strategy successfully. Research limitations/implications Due to its exploratory nature and the fact that it consists of a single case, this study encourages further contributions to the TM and talentship literature on organizational issues affecting TM strategy in other contexts. It also suggests a complementary approach with the decision-making literature to explore the conceptualization stage and the influences of managers involved in TM strategy more deeply. Practical implications The paper suggests an organizational diagnosis on organizational conditions and capabilities for designing TM strategy based on congruence analysis used in this case. It also proposes in addition to the talentship approach and congruence analysis, when key organizational conditions are met, a five-step process for guiding managers in making sounder decisions during TM strategy conceptualization. Originality/value The paper sheds light on key organizational conditions required to design TM strategy that have been overlooked in the TM and talentship literature. It thus questions the apparent practicability of TM strategy in any organizational context.

Proactive personality, organizational context, employee creativity and innovative capability

2016 ◽  
Vol 24 (3) ◽  
pp. 370-389 ◽  
Author(s):  
Huynh Thao Tai ◽  
Nguyen Quynh Mai
Keyword(s):  
Multinational Corporations ◽  
Risk Taking ◽  
Organizational Context ◽  
Group Analysis ◽  
Organizational Factors ◽  
Proactive Personality ◽  
Employee Creativity ◽  
Content Type ◽  
Innovative Capability ◽  
Negative Effect

Purpose The purpose of this study is to develop and empirically examine antecedents of innovative capability in different organization categories of multinational corporations (MNCs) and domestic firms by applying the integrative theory, linking both personal and contextual factors in explaining employee creativity. Design/methodology/approach A conceptual framework has been developed based on previous research investigating the relationship between proactive personality, organizational context (hierarchy, communication, atmosphere and risk-taking orientation), employee creativity and, ultimately, corporate innovative capability. More remarkably, by applying multiple group analysis, this research emphasizes on the identification of distinct organizational and contextual characteristics in MNCs and native corporations that respectively affect organizations’ capacity to innovate via employee creativity. Findings The analysis revealed that four dimensions, communication, atmosphere, risk-taking orientation and employees’ proactive personality, have significant impacts on employee creativity and ultimately organizational innovative capability, whereas the proposed negative effect of hierarchy on employee creativity did not exist. This research also highlights the identification of respective organizational characteristics in MNCs and native corporations that affect their capacity to innovate via employee creativity. Given that proactive personality is a critical antecedent of innovative capability regardless of organization types, communication and atmosphere are statistically confirmed to be more influential antecessors in the MNC context, whereas for domestic corporations, risk-taking orientation is dominant. Originality/value This research is original and of great value for several reasons. First, it provides suggestion on a single personality trait, proactive personality, that correlates remarkably with creativity. Second, it examines the association between various organizational aspects and employee creativity to appraise and advance the results of previous classic studies done in the field. Last, it incorporates both personal and organizational factors in the evaluation of creativity and innovative capability not only in the context of multinational but also in domestic corporations.

Contextual factors in knowledge reuse

2017 ◽  
Vol 47 (2) ◽  
pp. 194-210 ◽  
Author(s):  
Ka Po Cheuk ◽  
Saša Baškarada ◽  
Andy Koronios
Keyword(s):  
Knowledge Management ◽  
Time Pressure ◽  
Contextual Factors ◽  
Knowledge Reuse ◽  
Large White ◽  
Content Type ◽  
Knowledge Management Theory ◽  
Accessibility Issues ◽  
Search And Selection ◽  
Language Accessibility

Purpose This paper aims to answer calls for more research on how contextual factors influence the effectiveness of knowledge reuse. Design/methodology/approach The findings are based on an in-depth case study conducted in the sales department of a large white goods company in Australia. Findings Six contextual factors identified include purpose, time pressure, language, accessibility, author and date. A mismatch in purpose between knowledge creation and reuse is most likely to reduce knowledge reuse effectiveness. Time pressures may lead to an increase in errors associated with search question definition as well as knowledge search and selection, while unfamiliar language is likely to lead to misinterpretations of content. Knowledge accessibility issues are of particular concern in time-sensitive situations. Authorship and creation date information may facilitate knowledge reuse by allowing consumers to filter unwanted knowledge. Originality/value This study contributes to knowledge management theory by providing an exploration of the ways in which contextual factors influence knowledge and reuse effectiveness, and of the possible relationships between those factors. The paper also provides knowledge management practitioners with tangible guidelines on how to increase the effectiveness of organizational knowledge reuse.

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