Productization of knowledge-intensive services

2016 ◽  
Vol 27 (3) ◽  
pp. 360-390 ◽  
Author(s):  
Aku Valtakoski ◽  
Katriina Järvi
Keyword(s):  
Knowledge Sharing ◽  
Participant Observation ◽  
Service Innovation ◽  
Group Behavior ◽  
Frontline Employees ◽  
Business Services ◽  
Content Type ◽  
Frontline Employee ◽  
Multiple Case ◽  
Knowledge Intensive

Purpose – The purpose of this paper is to study the antecedents of service innovation success in the knowledge-intensive business services context, especially why the participation of frontline employees and multiple organizational units is not enough for succeeding in knowledge-intensive service productization. Design/methodology/approach – A multiple-case study of two polar cases with longitudinal data, participant observation, and key personnel interviews. Findings – Case evidence indicates that frontline employee participation and cross-unit collaboration are not sufficient antecedents for successful service productization. Instead, to facilitate employee knowledge sharing, managers need to align the project goals with the goals of participating employees, and promote trust among the project workgroup. Moreover, to enable effective cross-unit collaboration, managers need to facilitate the establishment of common vocabulary for productization work and services, and to resolve any emerging conflicts between participating organizational units. Practical implications – The findings indicate the importance of enabling knowledge sharing and cross-unit collaboration for service productization. The identified antecedents translate to practical strategies for achieving these. The results also highlight the importance of bottom-up service innovation, and the management of service innovation on the group level. Originality/value – The study indicates that common antecedents for successful service innovation may not be sufficient in the knowledge-intensive context, calling into question the assumptions about individual and group behavior in service innovation, and suggesting the importance of multi-level perspective on service innovation.

The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry

2018 ◽  
Vol 22 (3) ◽  
pp. 649-677 ◽  
Author(s):  
Sharmila Gope ◽  
Gianluca Elia ◽  
Giuseppina Passiante
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Developing Economies ◽  
It Industry ◽  
Content Type ◽  
Management Capacity ◽  
Multiple Case ◽  
Knowledge Intensive

Purpose Successful businesses demand high-performing human resource management practices (HRMP) and effective knowledge management capacity (KMC) to enhance the overall organizational performance. Rapid growth of both local and multinational companies operating in knowledge-intensive industries has increased the global competition in the labor market, also for the developing economies. Therefore, attracting valuable human capital, retaining talents and managing effectively knowledge to deliver on the latest technologies and innovative solutions and services are the biggest challenges in the modern IT industry. The purpose of this paper is to examine the influence of HRMP on KMC through a cross-case analysis including four companies operating in Indian IT sector. Based on the existing studies in this field, five key HRMP have been identified (i.e. recruitment and selection, training and development, compensation and reward, employee retention and career development), as well as two key processes supporting the KMC (i.e. knowledge acquisition and knowledge sharing). Design/methodology/approach The paper adopts a qualitative research method based on a multiple case study, and it uses primary and secondary data collected through desk research and field interviews. Findings Results show the existence of HRMP aiming to enhance the individual learning, motivation and retention of employees for knowledge acquisition and knowledge sharing, in the strategic perspective to improve the organizational performance. Research limitations/implications The paper presents some limitations, which may provide scope for future research. First, being the study a qualitative multiple case analysis, a more extensive research is needed to generalize the results and investigate further relationships existing between HRMP and KMC. Moreover, a deep investigation on the organizational performance dimensions (e.g. sales growth, cash turnover, financial goal achievement) is required to verify the existence of possible links. Finally, a further limit consists in considering only knowledge acquisition and knowledge-sharing processes, excluding another crucial knowledge management (KM) process such as knowledge application. As for the research implications, the paper contributes to investigate the role of HRMP in supporting KMC in Indian IT companies, which represents a context of research not so much investigated. Practical implications From a practitioner point of view, the study can be helpful to HR and KM managers for motivating employees to undertake learning processes and enhance their performance, as well as to acquire and share knowledge resources that are useful for the organization to remain innovative and stay competitive. Originality/value As the influence of HRMP on KMC has not been widely studied in the Indian IT industry, the study may open the field for further studies on a deeper investigation of the relationships existing between human resources management (HRM), KM and organizational performance in knowledge-intensive industries in India and, more in general, in developing economies.

Productivity dispersion in the Italian knowledge-intensive business services (KIBS) industry: a multilevel analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Domenico Campisi ◽  
Paolo Mancuso ◽  
Stefano Luigi Mastrodonato ◽  
Donato Morea
Keyword(s):  
Multilevel Models ◽  
Geographic Location ◽  
Productivity Index ◽  
Data Envelopment ◽  
Business Services ◽  
Content Type ◽  
Knowledge Intensive Business Services ◽  
Multifactor Productivity ◽  
Knowledge Intensive ◽  
Business Sectors

PurposeThis paper aims to provide an analysis of the productivity evolution of a sample of 18,459 knowledge-intensive business services (KIBS) firms operating in Italy over the period 2012–2018. The interaction between productivity heterogeneity firm localization and firm sector of business are also analyzed.Design/methodology/approachThe empirical setting is based on data envelopment analysis (DEA) to measure the multifactor productivity index (MPI) and on the multilevel models to investigate if the source of productivity heterogeneity among the Italian KIBS are due to the geographic location and/or to the specific business sectors in which firms operate. Data have been gathered from the AIDA database, which contains financial data of all Italian firms.FindingsThe empirical results show that MPI heterogeneity in the Italian KIBS firms' is sensitive to the regional context in which firms operate to the specific KIBS sector and above all at the interactions arising between region and sector.Originality/valueThe paper contributes to identify the source of productivity dispersion in the Italian KIBS.

Emotional intelligence and innovative work behaviour in knowledge-intensive organizations: how tacit knowledge sharing acts as a mediator?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shehla Malik
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Content Type ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
Knowledge Intensive Organizations ◽  
Innovative Work Behaviour ◽  
Knowledge Intensive

Purpose This study aims to examine the underlying process through which emotional intelligence impacts employees’ innovative work behaviour by testing the mediating role played by tacit knowledge sharing in organizations. The direct and indirect effects of emotional intelligence on innovative work behaviour of employees were explored. Design/methodology/approach A structured survey questionnaire was used to collect data from 171 full-time employees of five high-tech knowledge-intensive organizations located in India. The hypotheses were tested using partial least squares structural equation modelling. Findings The results revealed that emotional intelligence had a direct positive impact on tacit knowledge sharing and innovative work behaviour of employees. Similarly, tacit knowledge sharing positively influenced innovative work behaviour. The study further showed that the relationship between emotional intelligence and innovative work behaviour was partially mediated by tacit knowledge sharing. Practical implications To enhance innovative behaviour at work, organizations should concentrate on building the emotional competencies of its employees to increase their emotional intelligence level through suitable training programs. Besides, organizations should also focus on shaping a knowledge-sharing culture by building systems and processes through which free exchange of tacit knowledge among employees can be promoted to enhance their innovative work behaviour. Originality/value This study contributes to the existing pool of knowledge by demonstrating the unexplored effect of emotional intelligence on innovative work behaviour via the mediating role of tacit knowledge sharing. It also advances current literature on emotional intelligence, tacit knowledge sharing and innovative work behaviour by discussing useful theoretical implications of the findings.

Could lean and green be the driver to integrate business improvement throughout the organisation?

2018 ◽  
Vol 67 (1) ◽  
pp. 207-219 ◽  
Author(s):  
Lara Chaplin ◽  
Simon T.J. O’Rourke
Keyword(s):  
Case Studies ◽  
Large Scale ◽  
Participant Observation ◽  
Integrated Approach ◽  
Thick Description ◽  
Content Type ◽  
Main Research ◽  
Lean And Green ◽  
Multiple Case ◽  
Multiple Case Studies

Purpose It seems to be the consensus (Zhang et al., 2012; George et al., 2003; Arumugam et al., 2013) that Lean Six Sigma (LSS) has become a beneficial improvement initiative used in a variety of industries. There is a move towards integrating any high-level business improvement methods holistically throughout the whole organisation. Indeed, Hoerl (2014) explored the idea that when using LSS for business improvement, the programme should engage the whole organisation in much the same way as the financial function is present throughout each department. The purpose of this paper is to posit that using the lean and green agenda may be the driver to achieve integration. Design/methodology/approach The research adopted a subjective ontological perspective with the researcher using participant observation as the main research instrument. Denzin and Lincoln (2005) note that it is now common for scholars to argue that the only relevant data are those based upon the personal experience of the researcher; this served as an informing foundation for the approach for the exploration of the topic. Based on multiple case studies, chosen because they operate in different sectors, the paper adopted an extended case method (Burawoy, 1998) to analyse and gather the research. The organisations were chosen because they both were at a similar stage in their continuous improvement (CI) journey. The main reasoning behind the selection of the two different organisations is to reach “Thick Description” (Geertz, 1973, p. 3, 2001). Findings The findings suggest that there are still significant benefits of implementing a large-scale lean agenda in particular when using an LSS methodology. The paper finds that there are also significant gaps in achieving full integration within the organisation and argues that lean and CI are still the remit of the operations manager. The document goes on to argue that if the CI initiative is driven by the corporate social responsibility (CSR) plan, then any lean/lean green implementation will enable the company to drive CI integration with all stakeholders. Research limitations/implications The research has implications for those responsible for the CSR function within the organisation and the operations manager who is charged with implementing any lean/lean and green CI. Practical implications The paper argues that the lean and green agenda can drive integration of any CI activity throughout the organisation and suggests that the way this can be achieved is any CI activity that is included in the wider CSR plan. Social implications This paper contributes to the “lean and green” agenda and offers a solution for the problem of integrating LSS activities throughout the whole organisation by placing CI and LSS within the CSR remit. Originality/value There is little consensus how this holistic integrated approach should be implemented by the company. This research uses multiple case studies to critically examine the application of LSS as an improvement programme within two large UK-based organisations, each company operating in very different industry sectors to identify the benefits of LSS but also the missed “green/societal” opportunities and argues that if any lean and lean and green agenda is to be holistically adopted, then any CI activity should be driven by the CSR department.

scholarly journals Integrating supplier knowledge in new product development projects: decoupled and coupled approaches

2017 ◽  
Vol 21 (5) ◽  
pp. 1035-1052 ◽  
Author(s):  
David T. Rosell ◽  
Nicolette Lakemond ◽  
Lisa Melander
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Knowledge Integration ◽  
New Product ◽  
Development Projects ◽  
Transfer Of Knowledge ◽  
Supplier Relationships ◽  
Content Type ◽  
Knowledge Intensive

Purpose The purpose of this paper is to explore and characterize knowledge integration approaches for integrating external knowledge of suppliers into new product development projects. Design/methodology/approach This paper is based on a multiple, in-depth case study of six product development projects at three knowledge-intensive manufacturing firms. Findings Firms make purposeful choices to devise knowledge integration approaches when working in collaborative buyer – supplier projects. The knowledge characteristics of the supplier input guide the choice of either coupling knowledge sharing and combining across firms or decoupling knowledge sharing (across firms) and knowledge combining (within firms). Research limitations/implications This study relies on a limited number of case studies and considers only one supplier relationship in each project. Further studies could examine the challenge of knowledge integration in buyer – supplier relationships in different contexts, i.e. in relation to innovation complexity and uncertainty. Practical implications Managers need to make choices when designing knowledge integration approaches in collaborative product development projects. The use of coupled and decoupled approaches can help balance requirements in terms of joint problem-solving across firms, the efficiency of knowledge integration and the risks of knowledge leakage. Originality/value The conceptualization of knowledge integration as knowledge sharing and knowledge combining extends existing perspectives on knowledge integration as either a transfer of knowledge or as revealing the presence of pertinent knowledge without entirely transmitting it. The findings point to the complexity of knowledge integration as a process influenced by knowledge characteristics, perspectives on knowledge, openness of firm boundaries and elements of knowledge sharing and combining.

Top management support and knowledge sharing: the strategic role of affiliation and trust in academic environment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Man Fung Lo ◽  
Feng Tian ◽  
Peggy Mei Lan Ng
Keyword(s):  
Knowledge Sharing ◽  
Positive Impact ◽  
Top Management ◽  
Management Support ◽  
Research Model ◽  
Content Type ◽  
Top Management Support ◽  
Mediating Role ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

Purpose Knowledge sharing, the most important process in knowledge management, enables knowledge-intensive organizations to foster innovations and to gain competitiveness. Universities, the best contemporary embodiments of knowledge-intensive organizations, nowadays face fiercer competition in the changing world. Knowledge sharing is the key for academic departments to gain competitive advantages through innovation. However, limited studies examined the relationships between top management support, knowledge sharing and affiliation and trust. Based on the literature review, this study developed a research model which aims to examine the relationship between top management support and knowledge sharing, and the mediating role played by affiliation and trust. Design/methodology/approach A questionnaire survey was conducted in eight universities in Hong Kong. Data gathered from 109 professoriate staff (including chairs, professors and [research] associate/assistant professors) were used to test the four hypotheses in the research model with partial least squares structural equation modeling. Findings The results showed that top management support has a positive impact on affiliation and trust, and that affiliation and trust also have a positive impact on knowledge sharing. However, this study showed an insignificant linkage between top management support and knowledge sharing. Therefore, this study confirmed the mediating role played by affiliation and trust. Practical implications Based on the results, this study provided recommendations on how academic management and knowledge management consultants increase the faculty members’ affiliation and trust, for instance, mentoring, performance appraisal system, social interactions and communication pathways. Originality/value The findings of this study contribute to the literature in two ways. First, affiliation and trust are two interplayed elements of team climate that should be considered together. Second, this study validates affiliation and trust as a full mediator between top management support and knowledge sharing.

Bridging employee curiosity and service creativity: a new lens

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kuen-Hung Tsai ◽  
Li-li Zheng
Keyword(s):  
Knowledge Sharing ◽  
Service Firms ◽  
Frontline Employees ◽  
Content Type ◽  
Main Research ◽  
Positive Effects ◽  
Task Autonomy ◽  
Different Types ◽  
Underlying Mechanisms ◽  
And Task

PurposeThis study develops a framework to examine how, why and when different traits of employee curiosity affect service creativity by considering the roles of knowledge sharing and task autonomy.Design/methodology/approachTo reduce common method bias, this work separated the variables investigated into three parts, each of which was randomly used to collect data at three different periods. A total of 822 matched questionnaires obtained from frontline employees of service firms provided useable data for hypothesis tests. A moderated mediation approach was employed to analyse the data.FindingsResults are as follows: (1) Deprivation sensitivity, joyous exploration and social curiosity have positive effects on knowledge collecting (KC) and knowledge donating (KD). (2) KD mediates the relationships between the three curiosity traits and service creativity. (3) Task autonomy enhances and suppresses the mediating effects of KC and KD, respectively, on the curiosity–service creativity relationship.Research limitations/implicationsThis study has two main research implications: First, as different types (traits) of employee curiosity have different effects on service creativity, a single-dimensional view of employee curiosity may mask the differences of individual dimension and lead to a oversimplified conclusion. Second, lifting the vein from employee curiosity to service creativity has to consider the roles of knowledge sharing and task autonomy.Originality/valueThis research is the first to contribute to the service innovation literature by revealing the underlying mechanisms through which different types of employee curiosity affect service creativity and uncovering the moderating roles of task autonomy in the process mechanisms.

Social capital, employees' well-being and knowledge sharing: does enterprise social networks use matter? Case of Tunisian knowledge-intensive firms

2020 ◽  
Vol 21 (6) ◽  
pp. 1153-1183 ◽  
Author(s):  
Sarra Berraies ◽  
Rym Lajili ◽  
Rached Chtioui
Keyword(s):  
Social Capital ◽  
Social Networks ◽  
Knowledge Sharing ◽  
Well Being ◽  
Content Type ◽  
Mediating Role ◽  
Enterprise Social Networks ◽  
Knowledge Intensive ◽  
The Relationship

PurposeThe objective of this research is to examine the mediating role of employees' well-being in the workplace in the relationship between the dimensions of social capital, namely structural, relational and cognitive social capital and knowledge sharing, as well as the moderating role of enterprise social networks between knowledge sharing and employees' well-being.Design/methodology/approachA quantitative approach was performed within a sample of 168 middle managers working in knowledge-intensive firms in Tunisia. The Partial Least Squares method was used to analyze the data collected.FindingsResults highlight the importance of the dimensions of social capital as a lever for boosting knowledge sharing. It also reveals that employees' well-being plays a mediating role in the link between structural and relational social capital and knowledge sharing. Moreover, findings show that while enterprise social networks use does not moderate the relationship between employees' well-being and knowledge sharing, it has a positive and significant effect on knowledge sharing.Originality/valueOn the basis of a socio-technical perspective of knowledge management, this research pioneers the examination of the mediating effect of employees' well-being in the link between dimensions of social capital and knowledge sharing and the moderating role of enterprise social networks use within knowledge-intensive firms. Findings of this study may help managers of knowledge-intensive firms in boosting knowledge sharing within organizations, in improving knowledge workers' well-being and thus in motivating and retaining these talented employees.

The effect of socially responsible human resource management (SRHRM) on frontline employees’ knowledge sharing

2019 ◽  
Vol 31 (9) ◽  
pp. 3646-3663 ◽  
Author(s):  
Xingping Jia ◽  
Shudi Liao ◽  
Beatrice I.J.M. Van der Heijden ◽  
Zhiwen Guo
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Role Conflict ◽  
Role Ambiguity ◽  
Organizational Trust ◽  
Frontline Employees ◽  
Socially Responsible ◽  
Content Type

Purpose This study in the hospitality industry aims to explore the underlying mechanisms through which socially responsible human resource management (SRHRM) affects frontline employees’ knowledge sharing, as well as the moderating effects of role conflict and role ambiguity. Design/methodology/approach Two data waves have been collected from one of the largest restaurant chains in China. Using Mplus 7.0, a structural equation modeling model is empirically tested to investigate the hypothesized moderated mediation model. Findings First, SRHRM appears to foster frontline employees’ perceived respect and organizational trust and further stimulates their knowledge sharing. Second, role conflict is found to weaken the relationship between SRHRM and organizational trust, while role ambiguity seems to weaken the strength of the linkage between SRHRM and perceived respect. Practical implications Managers should make SRHRM policies more visible and implement appropriate SRHRM practices to facilitate employees proactively to share knowledge at work. Furthermore, managers should realize the dark side effects of role conflict and role ambiguity, as they might hinder the positive impact of SRHRM on knowledge sharing. Originality/value This study uncovers the meditating roles of perceived respect and organizational trust through which SRHRM impacts on employees’ knowledge sharing. By incorporating the possible moderating roles of role conflict and role ambiguity, this scholarly work also increases the understanding of possible hindrances in this regard.

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