scholarly journals Cross-functional teams as an instrument for the development of company’s knowledge potential

2020 ◽  
Vol 19 (3) ◽  
pp. 336-361
Author(s):  
Elena G. Kalabina ◽  
◽  
Olga Yu. Belyak ◽  
Keyword(s):  
Knowledge Sharing ◽  
Concurrent Engineering ◽  
Traditional Approach ◽  
Coordination Mechanisms ◽  
Management Approach ◽  
Organizational Activity ◽  
Innovative Products ◽  
Common Interests ◽  
Functional Teams ◽  
Further Development

The aim of the paper is to examine the process of concurrent engineering in cross-functional teams and their role in the formation of knowledge potential of a company. Concurrent engineering in cross-functional teams is presented as an alternative to the traditional approach to the development of innovative products. In this study, organizational, activity and functional approaches were used, as well as the methods of analysis, deduction and generalization. The authors analyze the essence and features of concurrent engineering in the context of cross-functional teams. The necessity of considering cross-functional teams from the perspective of the community determining identity, common interests in a team, its relative integrity is established. The research has shown the importance of cross-functional teams in the development and formation of company’s knowledge potential. The article discusses various coordination mechanisms operating in cross-functional teams. The analysis of the features of cross-functional teams allows us to determine that they are built on the principles of adhocracy and impact the development of knowledge potential of companies significantly. However, cross-functional teams require a special management approach. The paper presents directions for further development of the research such as empirical analysis of the influence of various coordination mechanisms on knowledge sharing in a cross-functional team. The results of the study contribute to further research on cross-functional teams and effective knowledge sharing.

Common Interests of Humankind and the International Regulation of the Use of Force

2018 ◽  
Author(s):  
Enzo Cannizzaro
Keyword(s):  
International Law ◽  
Use Of Force ◽  
State Responsibility ◽  
International Regulation ◽  
Philosophical Foundations ◽  
Un Security Council ◽  
Common Interests ◽  
The Law ◽  
Mere Existence ◽  
Further Development

The chapter discusses the philosophical foundations of the current regulation of the use of force. The chapter argues that, in correspondence with the emergence of a sphere of substantive rules protecting common interests of humankind, international law is also gradually developing a system of protection against egregious breaches of these interests. This conclusion is reached through an analysis of the law and practice governing the action of the UN Security Council as well as the law of state responsibility concerning individual and collective reactions to serious breaches of common interests. This system is based on positive obligations imposed upon individual states as well as UN organs, and it appears to be still rudimentary and inefficient. However, the chapter suggests that the mere existence of this system, these shortcomings notwithstanding, has the effect of promoting the further development of the law in search for more appropriate mechanisms of protection.

Cross-Functional Teams in Support of Building Knowledge Capacity in Public Sector

2019 ◽  
pp. 221-230
Author(s):  
Sherine Badawi ◽  
Sameh Reyad ◽  
Abdalmuttaleb M. A. Musleh Al-Sartawi
Keyword(s):  
Public Sector ◽  
Knowledge Sharing ◽  
Environmental Changes ◽  
Public Sector Organizations ◽  
Management Approaches ◽  
Functional Teams

Dynamic environmental changes nowadays have led organizations to look for many ways to respond to those changes. With increasing competition in markets, management approaches have emerged that helped organizations survive. This chapter presents the concept of cross-functional teams which develops a knowledge-sharing network that transforms organizations from traditional hierarchy base to informational base, and how it supports building knowledge capacity inside public sector organizations. Members of cross –functional teams belong to different branches of knowledge, and therefore have different backgrounds. They cooperate until the required task is completed successfully. This chapter concluded that cross- functional teams support building knowledge capacities in organizations. Recommendations were suggested based on the findings.

Exploring Knowledge-Sharing Barriers and Their Implications

2019 ◽  
pp. 99-122 ◽  
Author(s):  
Salih Yeşil ◽  
Bengü Hırlak
Keyword(s):  
Knowledge Sharing ◽  
Academic Staff ◽  
Education Institution ◽  
Innovative Behavior ◽  
Innovation Research ◽  
Individual Knowledge ◽  
Negative Effect ◽  
Individual Innovative Behavior ◽  
Further Development

This chapter focuses on knowledge-sharing barriers and their implications over knowledge sharing and individual innovative behavior and explores the role of knowledge sharing on individual innovative behavior. Considering limited studies in the literature, this study provides further evidences regarding the implications of knowledge-sharing barriers and knowledge sharing in the workplace. Data was collected from 83 academic staff in a higher education institution and analyzed with Smart PLS. The results showed that organization-related knowledge-sharing barriers were negatively related to knowledge sharing. The results also indicated that individual knowledge-sharing barriers had a negative effect on individual innovative behaviors. There was no link found in this study between knowledge sharing and individual innovative behavior. These findings provided empirical evidences to the further development of knowledge management and innovation research, and insights regarding how to better foster knowledge sharing and innovative behavior in academe.

scholarly journals Increasing Innovative Working Behaviour of Information Technology Employees in Vietnam by Knowledge Management Approach

Computers ◽  
2020 ◽  
Vol 9 (3) ◽  
pp. 61
Author(s):  
Quoc Trung Pham ◽  
Anh-Vu Pham-Nguyen ◽  
Sanjay Misra ◽  
Robertas Damaševičius
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Innovation ◽  
Positive Impact ◽  
Subjective Norm ◽  
Behavioural Control ◽  
Management Approach ◽  
Perceived Behavioural Control ◽  
It Employees

Today, Knowledge Management (KM) is becoming a popular approach for improving organizational innovation, but whether encouraging knowledge sharing will lead to a better innovative working behaviour of employees is still a question. This study aims to identify the factors of KM affecting the innovative working behaviour of Information Technology (IT) employees in Vietnam. The research model involves three elements: attitude, subjective norm and perceived behavioural control affecting knowledge sharing, and then, on innovative working behaviour. The research method is the quantitative method. The survey was conducted with 202 samples via the five-scale questionnaire. The analysis results show that knowledge sharing has a positive impact on the innovative working behaviour of IT employees in Vietnam. Besides, attitude and perceived behavioural control are confirmed to have a strong positive effect on knowledge sharing, but the subjective norm has no significant impact on knowledge sharing. Based on this result, recommendations to promote knowledge sharing and the innovative work behaviour of IT employees in Vietnam are made.

Importance of Knowledge Management at Water Utilities

2019 ◽  
pp. 1087724X1987081
Author(s):  
Sirpa K. Sandelin ◽  
Jarmo J. Hukka ◽  
Tapio S. Katko
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Qualitative Inquiry ◽  
Water Utilities ◽  
Property Value ◽  
Operational Environment ◽  
Semistructured Interviews ◽  
Water And Wastewater ◽  
Further Development

Water utilities face continuous challenges with the changes of operational environment, aging personnel, and related tacit knowledge of employees. This article explores knowledge management at one Finnish utility and points out knowledge sharing in daily tasks. It highlights how employees interpret knowledge and tacit knowledge and their sharing. Qualitative inquiry was used. Semistructured interviews were conducted with 61 employees (65% of personnel) in 2004 and 33 in 2013 (47%). Knowledge management was regarded as a personal, individually controlled property. Value was one obstacle to the unwillingness to share knowledge and tacit knowledge. Positive change between 2004 and 2013 was seen in the interpretation of tacit knowledge: being something that is recorded in your own head only. Tacit knowledge was daily shared with the closest coworkers. As a strategic asset, knowledge should be managed at water and wastewater utilities as further development needs crucial understanding of previous procedures and practices.

An Empirical Investigation into the Influence of Knowledge Sharing Barriers on Knowledge Sharing and Individual Innovation Behaviour

2013 ◽  
Vol 9 (2) ◽  
pp. 38-61 ◽  
Author(s):  
Salih Yeşil ◽  
Bengü Hırlak
Keyword(s):  
Higher Education ◽  
Knowledge Sharing ◽  
Empirical Investigation ◽  
Academic Staff ◽  
Education Institution ◽  
Research Area ◽  
Innovation Research ◽  
Individual Knowledge ◽  
Negative Effect ◽  
Further Development

Knowledge sharing barriers reduce the propensity of individuals to share knowledge and produce innovation behaviour. Thus, identifying barriers and their impact on knowledge sharing and individual innovation behaviour is a potential research area to study. Considering lack of studies in the literature, this study provides further evidence regarding the implications of knowledge sharing barriers in the workplace. Data was collected from eighty three academic staff in a higher education institution and analysed with Smart PLS. The results showed that organisation related knowledge sharing barriers are negatively related to knowledge collecting and knowledge donating. The result also indicates that individual knowledge sharing barriers have negative effect on individual innovation behaviours. There was no link found in this study between knowledge sharing and individual innovation behaviour. These findings provide empirical evidence to the further development of knowledge management and innovation research, and insights regarding how to better implement knowledge sharing and foster innovation behaviour in organisations.

Lean Value Creation in the Product Development Process With the Principle of Set Based Concurrent Engineering

2011 ◽  
Author(s):  
Tianyi Cai ◽  
Theodor Freiheit
Keyword(s):  
Product Development ◽  
Development Strategy ◽  
Value Creation ◽  
Concurrent Engineering ◽  
Development Process ◽  
Management Control ◽  
Product Development Process ◽  
A Value ◽  
Feasible Solutions ◽  
Functional Teams

Lean value creation requires a value-adding network of lean activities across the whole Product Development Process (PDP). Management needs to allocate resources and properly control the process to create the value that stakeholders desire. Leading companies in industry have successfully applied Set-Based Concurrent Engineering (SBCE) for lean PDP. In SBCE, designers propose several feasible solutions and develop them relatively independently and in parallel, and then gradually narrow the sets of solutions based on updated project feedback at each stage-gate design review. As an important lean concept with many advantages, SBCE has constraints that can jeopardize lean value creation. For instance, it is unclear how resources are allocated to each stage, different functional teams, and different value creation activities related to different kinds of value, which can cause waste of talent, time, and money. This paper focuses on how resources can be allocated to SBCE by viewing product development activities as value creation cells. Under management control, lean value creation activities use knowledge and other resources to produce valuable design solutions. A mathematical feedback control model is proposed to illustrate how management can invest resources for the value creation process. This model can be used to explore resource allocation to functional teams and processes according to a holistic value creation project development strategy and the optimal creation of lean value.

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