New rationale for the need for CKOs long-term: a systems perspective on observations

2017 ◽  
Vol 47 (3) ◽  
pp. 337-352
Author(s):  
Philip William Sisson ◽  
Julie J.C.H. Ryan
Keyword(s):  
Knowledge Management ◽  
Design Methodology ◽  
Practice Management ◽  
Management Model ◽  
Content Type ◽  
Systems Perspective ◽  
Management Concepts ◽  
Points Of View ◽  
Practical Implications

Purpose This paper aims to clarify the need for Chief Knowledge Officers (CKOs) and explain how some recent views on competencies for educational guidelines, a Knowledge Management (KM) competency model and expansion of practice management concepts make the need for CKOs clearer. Design/methodology/approach This viewpoint was developed in response to recent publications disparaging the idea of a CKO. The method used was to extract ideas from published and in-work papers to establish the basis for and explain the postulated Unified Competency Theory of KM and its implications regarding the need for CKOs. Findings CKOs are needed to ensure that all organizationally relevant functions’ knowledge and KM assessments and/or audits are individually complete and collectively sufficient. A risk/opportunity management role also provides justification. Research limitations/implications This paper mainly limits its discussion to the papers that comprise research leading to the Unified Competency Theory of KM, its implications and an updated practice management model. Other points of view that might substantiate or refute the conclusions have not been addressed. Practical implications The KM field needs to better identify KM’s risk and opportunity management role and functional imperative. Organizations may need to reevaluate their directions with regards to KM and a CKO. Originality/value It extends the concept of practice management to permit differentiating disciplines. It provides new rationale for CKOs.

scholarly journals Autochthonous management knowledge/knowledge management in Africa

2020 ◽  
Vol 24 (6) ◽  
pp. 1493-1512
Author(s):  
David B. Zoogah ◽  
Emanuel Gomes ◽  
Miguel Pina Cunha
Keyword(s):  
Knowledge Management ◽  
Design Methodology ◽  
Best Practice ◽  
Empirical Studies ◽  
Management Model ◽  
Technical Knowledge ◽  
Global Knowledge ◽  
Content Type ◽  
Management Knowledge ◽  
Practical Implications

Purpose There is a growing desire for more scientific and technical knowledge regarding Africa. This is because Africa has the potential and opportunity to generate impactful research. However, this potential is not optimized because of several constraints, including the lack of systematic reviews and models of knowledge management and paradoxical trends in Africa. The purpose of this paper is to review studies on knowledge management and associated paradoxes in Africa and a paradox-conscious African knowledge management model. The autochthonous African model that the authors propose has implications for global knowledge management. Design/methodology/approach The authors review studies on knowledge management and paradoxes on Africa. Findings The authors propose a model and identify 12 paradoxes broadly categorized as industrial, political and social. Practical implications The paradoxical tensions characteristic of Africa may be considered integral to business and policy rather than local expressions to be solved through international “best practice.” Originality/value The model this paper propose enables theoretical and empirical studies of knowledge management sensitive to the paradoxical tensions associated with autochthonous management knowledge and autochthonous knowledge management.

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.

Why management models are crucial to the success of business models

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Denning
Keyword(s):  
20Th Century ◽  
21St Century ◽  
Design Methodology ◽  
Business Models ◽  
Digital Age ◽  
Management Model ◽  
Digital Innovation ◽  
Content Type ◽  
Management Models ◽  
Practical Implications

Purpose The author posits that the management model of an organization determines what kind of business models can be pursued within that organization and that successful 21st century management models are very different from those that succeeded in the 20th century. Design/methodology/approach The author compares and contrasts successful 21st century management models with models that succeeded in the 20th century. Findings Success in the digital age requires a 21st century management model and mindset based on an obsession with delivering value to customers. Practical implications The management model incorporates the key ‘written and unwritten rules’ of the firm. The success of digital innovation can be threatened by 20th Century management assumptions that thwart Agile initiatives. Originality/value Article explains how Agile mindsets and practices are essential to the 21st century management model, and how they potentiate the firm’s focus on creating customers.

Building a new resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peter Buell Hirsch
Keyword(s):  
Cyber Security ◽  
Design Methodology ◽  
Business Leaders ◽  
Human Potential ◽  
Global Business ◽  
Content Type ◽  
Business System ◽  
New Business ◽  
Practical Implications

Purpose The purpose of the viewpoint is to examine the various ways in which the pandemic has exposed structural vulnerabilities in global business infrastructures that have long existed and been long ignored. It urges business leaders not to return to a “new normal” but make fundamental changes to ensure that their businesses are truly resilient and can withstand future threats more effectively. Design/methodology/approach The viewpoint looks at the various kinds of vulnerability to which businesses are exposed – such as supply chain, human capital, cyber security and climate change – and proposes ways to ensure that businesses, as well as shareholders and government entities work together to build true resilience. Findings At its core, the viewpoint exposes the various ways in which businesses have turned a blind eye to vulnerabilities that have always lurked just below the surface and suggests. The argument is that to secure the long-term future of our global business system, we can no longer remain oblivious to fundamental weaknesses in our infrastructures. Research limitations/implications The viewpoint looks selectively at the available data and is, therefore, by definition, subjective and non-comprehensive. Practical implications If businesses and shareholders truly take the recommendations of this viewpoint to heart, we can build a more resilient future through long-term investments in risk management infrastructures of all kinds that will secure a more prosperous and stable future. Social implications Developing a more resilient and stable global business infrastructure will help reduce the business volatility deriving from last minute responses to predictable threats. This will, in turn, help provide more stable, fulfilling employment, especially in developing countries that will act as a fly wheel for the secure development of human potential around the world. Originality/value While there has been much speculation of what the “new business normal” will look like once the pandemic has been conquered, this is, the author believes, the first piece to look concretely on how we can not only “build back better” but build back more soundly for the long term.

A directed content analysis of viewpoints on the changing patterns of Lean Six Sigma research

2019 ◽  
Vol 31 (4) ◽  
pp. 641-654 ◽  
Author(s):  
Bryan A. Rodgers ◽  
Jiju Antony ◽  
Zhen He ◽  
Elizabeth A. Cudney ◽  
Chad Laux
Keyword(s):  
Continuous Improvement ◽  
Six Sigma ◽  
Design Methodology ◽  
Lean Six Sigma ◽  
Current Status ◽  
Short Term ◽  
Content Type ◽  
Changing Patterns ◽  
Practical Implications

Purpose The purpose of this paper, builds on previous studies that explored the research patterns over 15 years, is to consider the current status of the integration of Lean and Six Sigma. More specifically, this research addresses whether Lean and Six Sigma are stronger together and explores the reasons why Lean researchers and practitioners may be less likely to integrate Six Sigma in their work. Design/methodology/approach The research utilises a survey of 25 established and respected academics and practitioners from 16 countries. The questionnaire is analysed using a direct content approach and coded in NVivo. Findings The findings suggest that challenges may lie in the perception and understanding of statistics as well as short-term rather than long-term focus on improvement. The findings also suggest that academics and practitioners believe that Lean Six Sigma has developed over time and will continue to develop and improve as a methodology rather than being replaced with a new methodology. Research limitations/implications The survey has a sample size of 25, albeit all respondents are established and very experienced practitioners and academics. Practical implications For organisations that are introducing or refreshing their continuous improvement initiatives, this research identifies some of the challenges and provides the opportunity to address them to maximise the opportunities for success and sustainability. Originality/value The value of this paper is that it further addresses the debate over the integration of Lean and Six Sigma for many organisations which still employ Lean alone, but beyond this it explores how they will continue to develop and whether they are a permanent edition to the quality management landscape or a transition to something else.

HC and financial performance with two HRM strategies

2017 ◽  
Vol 66 (4) ◽  
pp. 459-478 ◽  
Author(s):  
Nopadol Rompho
Keyword(s):  
Human Capital ◽  
Regression Analysis ◽  
Financial Performance ◽  
Lead Time ◽  
Design Methodology ◽  
Strategy Choice ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to examine the relationship between levels of human capital and financial performance of firms that use two distinct human resource management (HRM) strategies. Design/methodology/approach A survey of 128 HRM managers was conducted to assess differences in human capital between firms using different HRM strategies. A multiple regression analysis was used to investigate the relationship between firms’ human capital and financial performance. Findings The results show that companies employing a make-organic strategy have a higher level of human capital than companies employing a buy-bureaucratic strategy. There was no relationship between the level of human capital and long term financial performance of firms with both make-organic and buy-bureaucratic strategies. Research limitations/implications This research contributes toward understanding the effect of HRM strategy and facilitates an optimal strategy choice depending on the organization. However, this study did not consider the lead time between changes in human capital and the effect on financial performance. Practical implications The research encourages firm managers to understand the value of human capital, preparing them for changes in the future. Originality/value This study is among the first to investigate the relationship between human capital and financial performance considering different HRM strategies.

Effective feedback for millennials in new organizations

2018 ◽  
Vol 26 (4) ◽  
pp. 25-27
Author(s):  
Prantika Ray ◽  
Manjari Singh
Keyword(s):  
Performance Feedback ◽  
Millennial Generation ◽  
Design Methodology ◽  
Content Type ◽  
Effective Feedback ◽  
Effective Performance ◽  
Hr Managers ◽  
Key Aspects ◽  
Practical Implications

Purpose This paper aims to understand aspects of feedback given to the millennial generation, particularly in new organizations. Design/methodology/approach This paper is based on a review of existing literature from journals and magazines. The perspectives discussed in this paper have been substantiated with discussions with practicing line and HR managers. This paper has been further developed after conducting informal discussions with employees and their supervisors (both millennials and non-millennials). However, the synthesized perspectives expressed here are those of the authors. Findings The millennial generation has characteristics that relate to receiving feedback. Key aspects discussed in this paper are the purpose of feedback, formal versus informal methods, short versus long-term orientation, frequency, hierarchical relationships, and technology. Practical implications With the increasing entry of millennials into the workforce, organizations need to focus on the mechanisms and environments for effective feedback. Originality/value This paper is timely given the rising number of millennials entering the workforce. This work looks into the mechanisms for effective performance feedback, as well as creating a facilitating environment with the focus on employee development.

Embracing the change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Business Practices ◽  
Sustainable Business ◽  
Content Type ◽  
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 MNEs are grappling with the growing and permanent shift toward sustainable business practices. In EDMs, MNEs face increased challenges, but are able to form markets in the image they want, influencing business practices for the long-term. 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.

scholarly journals A biopsychosocial framework for recovery from COVID-19

2020 ◽  
Vol 40 (9/10) ◽  
pp. 1021-1039
Author(s):  
Kaz Stuart ◽  
Mark A. Faghy ◽  
Elaine Bidmead ◽  
Ruth Browning ◽  
Catriona Roberts ◽  
...  
Keyword(s):  
Living Arrangements ◽  
Design Methodology ◽  
Online Survey ◽  
Narrow Range ◽  
Analytical Framework ◽  
Content Type ◽  
Wide Range ◽  
Social Media Platforms ◽  
Practical Implications

PurposeThis paper proposes a biopsychosocial (BPS) analysis of COVID-19 experiences which enhances understanding of complex and interrelated factors and leads to the proposition of a BPS recovery framework.Design/methodology/approachOnline narrative research was used to explore people's experiences of COVID-19 and was conducted over a four-month period. The call was distributed via a short open-ended qualitative online survey advertised on social media platforms and 305 responses came from across England.FindingsThe findings illustrate people with a narrow range of BPS characteristics experienced over a wide range of BPS impacts which are nuanced, complex and dynamic. Left unaddressed these may create future adverse BPS characteristics. An integrated BPS framework for recovery is proposed to avoid such further negative outcomes from the pandemic.Research limitations/implicationsThe sample contained a bias in age, gender and living arrangements.Practical implicationsThe paper offers a clear framework to enable integrated holistic recovery/regrowth planning.Social implicationsUsing the framework would reduce social and health inequities which have been recently deepened by COVID-19 in the long-term.Originality/valueThe paper is original in its use of a BPS analytical framework.

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