scholarly journals Knowledge Transfer and Use as Predictors of Law Firm Performance

2022 ◽  
Vol 18 (1) ◽  
pp. 0-0
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Knowledge Transfer ◽  
Law Firms ◽  
Law Firm ◽  
Total Response ◽  
Web Based ◽  
Innovative Thinking ◽  
Performance Results ◽  
Descriptive Survey

There has been observed low practice of conscious knowledge management among Nigerian law firms and there is no evidence on how knowledge transfer and use predict their performance. Hence, this study examined knowledge transfer and use as predictors of Nigerian law firm performance. The study adopts descriptive survey research design and web-based questionnaire as instrument for data collection. There was total response of 205 from the survey. It was found that Nigerian lawyers transfer knowledge through platforms such as meetings, training, workshops/seminars and collaboration. Results show that Nigerian lawyers use knowledge to improve innovative thinking, enhance performance, maximize financial performance and improve client’s satisfaction. Results show that there is statistically significant relationship between knowledge transfer and law firm’s performance. Results show that knowledge transfer and use will significantly predict law firm’s performance. This study provides fresh insights that knowledge transfer and use are veritable mechanisms to improve law firms’ performance.

Knowledge Management in Law Firms

2011 ◽  
pp. 1818-1840
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Law Enforcement ◽  
Law Firms ◽  
Legal Services ◽  
Legal Knowledge ◽  
Law Firm ◽  
Social Community ◽  
The Creation

Law enforcement is of concern to law firms. A law firm can be understood as a social community specializing in the speed and efficiency in the creation and transfer of legal knowledge (Nahapiet & Ghoshal, 1998). Many law firms represent large corporate enterprises, organizations, or entrepreneurs with a need for continuous and specialized legal services that can only be supplied by a team of lawyers. The client is a customer of the firm, rather than a particular lawyer. According to Galanter and Palay (1991, p. 5), relationships with clients tend to be enduring:

An Evolving Landscape: From Information Gatekeeper to Knowledge Professional

2016 ◽  
Vol 16 (3) ◽  
pp. 124-130 ◽  
Author(s):  
Jane Bradbury ◽  
Jon Beaumont ◽  
Tim Barlow
Keyword(s):  
Knowledge Management ◽  
Career Progression ◽  
Law Firms ◽  
Law Firm ◽  
Management Group ◽  
Information Gatekeeper ◽  
Information Skills ◽  
Information Professionals ◽  
The Subject

AbstractThis paper is based on a presentation of the same title given by Jane Bradbury, Head of Knowledge and Information at the law firm Slaughter and May, at the inaugural seminar of the BIALL Knowledge Management Group on 9th May 2016. The article has been compiled by the other two authors, Jon Beaumont and Tim Barlow, and so not all of the opinions expressed are attributable to Jane. The authors are also indebted to Anne Ashdown, of recruitment firm tfpl, who presented at the same seminar on the subject of recruitment for legal knowledge management (KM) roles and whose observations are also incorporated in the article. The paper considers the increasing impact of KM on the work of library and information professionals in law firms. It discusses the related role of professional support lawyers (PSLs), the knowledge “hot topics” which are driving evolution of the profession, the transferability of information skills, and opportunities for development and career progression beyond the traditional boundaries of library and information management.

Knowledge Management in Law Firms

2007 ◽  
pp. 252-282
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Law Enforcement ◽  
Law Firms ◽  
Legal Services ◽  
Legal Knowledge ◽  
Law Firm ◽  
Social Community ◽  
The Creation

Law enforcement is of concern to law firms. A law firm can be understood as a social community specializing in the speed and efficiency in the creation and transfer of legal knowledge (Nahapiet & Ghoshal, 1998). Many law firms represent large corporate enterprises, organizations, or entrepreneurs with a need for continuous and specialized legal services that can only be supplied by a team of lawyers. The client is a customer of the firm, rather than a particular lawyer. According to Galanter and Palay (1991, p. 5), relationships with clients tend to be enduring:

Interdepartmental Knowledge Transfer Success During Information Technology Projects

2011 ◽  
pp. 189-210 ◽  
Author(s):  
Kevin Laframboise ◽  
Anne-Marie Croteau ◽  
Anne Beaudry ◽  
Mantas Manovas
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Web Based ◽  
Knowledge Processes ◽  
Knowledge Infrastructure ◽  
It Department ◽  
Transfer Success ◽  
It Departments ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

This article reports on a study that investigates the knowledge transfer between an information systems/ technology (IS/IT) department and non-IT departments during IT projects. More specifically, we look into the link between the knowledge management capabilities of the IT department and the effectiveness and efficiency of the knowledge transfer to a client department. Knowledge management (KM) capabilities are defined by Gold, Malhotra, and Segars (2001) as the combination of knowledge infrastructure capabilities (structural, technical, and cultural) and knowledge processes capabilities (acquisition, conversion, application, and protection). Data collected through a Web-based survey result in 127 usable questionnaires completed by managers in large Canadian organizations. Data analysis performed using partial least squares (PLS) indicates that knowledge infrastructure capabilities are related to the knowledge transfer success, and more specifically to its effectiveness whereas knowledge processes capabilities are only related to the efficiency of such transfer. Implications of our results for research and practice are also discussed.

Interdepartmental Knowledge Transfer Success During Information Technology Projects

2010 ◽  
pp. 366-386
Author(s):  
Kevin Laframboise ◽  
Anne-Marie Croteau ◽  
Anne Beaudry ◽  
Mantas Manovas
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Web Based ◽  
Knowledge Processes ◽  
Knowledge Infrastructure ◽  
It Department ◽  
Transfer Success ◽  
It Departments ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

This article reports on a study that investigates the knowledge transfer between an information systems/ technology (IS/IT) department and non-IT departments during IT projects. More specifically, we look into the link between the knowledge management capabilities of the IT department and the effectiveness and efficiency of the knowledge transfer to a client department. Knowledge management (KM) capabilities are defined by Gold, Malhotra, and Segars (2001) as the combination of knowledge infrastructure capabilities (structural, technical, and cultural) and knowledge processes capabilities (acquisition, conversion, application, and protection). Data collected through a Web-based survey result in 127 usable questionnaires completed by managers in large Canadian organizations. Data analysis performed using partial least squares (PLS) indicates that knowledge infrastructure capabilities are related to the knowledge transfer success, and more specifically to its effectiveness whereas knowledge processes capabilities are only related to the efficiency of such transfer. Implications of our results for research and practice are also discussed.

scholarly journals Industry 4.0 HUB: A Collaborative Knowledge Transfer Platform for Small and Medium-Sized Enterprises

2021 ◽  
Vol 11 (12) ◽  
pp. 5548
Author(s):  
Alberto Cotrino ◽  
Miguel A. Sebastián ◽  
Cristina González-Gaya
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
European Commission ◽  
Industry 4.0 ◽  
Industrie 4.0 ◽  
Digital Innovation ◽  
Web Based ◽  
The Creation ◽  
Collaborative Knowledge ◽  
Lack Of Knowledge

Industry 4.0 brings opportunities for small- and medium-sized enterprises (SMEs), but SMEs are lacking Industry 4.0 knowledge, and this might result in a challenge to support SMEs’ competitiveness and productivity. During recent years, the European Commission and some government initiatives have been fostering the transition toward Industry 4.0 for SMEs through the creation of Digital Innovation Hubs, the Plattform Industrie 4.0, and some other initiatives. Nonetheless, the authors consider that the lack of knowledge is still a risk toward Industry 4.0 transformation for SMEs. New ways to improve Industry 4.0 knowledge management and especially the knowledge transfer must be developed. When SMEs start the transition to Industry 4.0, first of all, they do not want to start from scratch, and secondly, it can be easy to get lost in the multitude of technologies and tools that are available in today’s market. There is a gap in which to provide a collaborative Industry 4.0 knowledge transfer platform or hub designed for SMEs. Therefore, this research aims to enhance Industry 4.0 knowledge transfer through the development of a collaborative, web-based knowledge transfer Industry 4.0 platform. The outcome of this research is a developed platform that will be referred to as Industry 4.0 HUB.

Selecting and Implementing Knowledge Management Technology in Law Firms

2020 ◽  
Vol 20 (4) ◽  
pp. 199-203
Author(s):  
Richard Tomlinson
Keyword(s):  
Knowledge Management ◽  
Law Firms ◽  
Law Firm ◽  
Management Technology ◽  
The Right ◽  
Legal Technology ◽  
First Time

AbstractIn recent years there has been an explosion of new ‘legal tech’ solutions on the market claiming to solve almost every problem or improve the efficiency of almost any process in a law firm. Alongside these new legal tech vendors are the traditional legal vendors offering enterprise solutions, and it can be challenging to identify, select and implement the right mix of solutions to solve your law firm's knowledge management (KM) needs. If you are thinking about or have been asked to introduce a new KM solution, it can be difficult to know where to get started, especially if you are in this position for the first time. This article, by Richard Tomlinson, explores some techniques and methodologies picked up over several years working in legal technology in big-law, to help you select and implement the best technology solutions for your firm.

Moderating Effect of Access to Finance and Competitive Environment on Human Capital, Knowledge Management, Market Orientation and SMES Performance

2020 ◽  
Vol 11 (1) ◽  
pp. 105-105
Author(s):  
Mohd Noor Mohd Shariff ◽  
Khansa Masood ◽  
Halim Mad Lazim
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Firm Performance ◽  
Market Orientation ◽  
Competitive Environment ◽  
Leather Industry ◽  
Access To Finance ◽  
Economic Development And Growth ◽  
Dependent Variables ◽  
The Relationship

Small and medium enterprises (SMEs) are considered as foundation stones of economic development and growth of any economy (Centobelli, Cerchione, & Esposito, 2019). Performance of SMEs is of fundamental significance for all developed as well as developing nations. Similarly, Pakistan is no exception to aforementioned fact. The economic development and growth of Pakistan depend on the performance of SMEs to a great extent. Like, most countries in the world, SMEs comprise more than 90% of total business entities in Pakistan (Degong et al., 2018; Waqas & Nawaz, 2019) and leather industry in one that is attracted by the researchers of present study. Constraints in the growth of leather industry of Pakistan include, lack of skilled human capital, rising cost of production, lack of modern-day knowledge about new products and processes, low profitability and lack of capability to penetrate into international markets, lack of market research, access to finance, intensive competitive rivalry (Khalique et al., 2011; Daily Times, 2016, Awan et al., 2019). Few studies have revealed mixed findings regarding the relationship between knowledge management and firm performance and there is abundance of literature that demonstrates the presence of significant and positive relationship between Market Orientation and Firm performance (Slater & Narver , 1995; Baker & Sinkula, 2009; Udriyah, Tham, & Azam, 2019). On the other hand, some studies have argued that there is no direct and significant relationship between Market Orientation and Firm Performance (Polat & Mutlu, 2012; Shehu & Mahmood, 2014). Moreover, keeping in view the mixed and inconclusive findings regarding the relationship between cause and effect variables, it is appropriate to introduce moderating variables that can significantly influence the relationship between independent and dependent variables as recommended by Baron and Kenny (1986). Access to Finance and Competitive Environment can be served as prospective moderators which are quite appropriately related to proposed variables of the study (Prajogo & Oke, 2016; Rogo et al., 2016; Jaworski & Kohli, 1993) which are quite appropriately related to selected variables of the study. Thus, the research problem expressed that "Access to finance and competitive environment can potentially moderates and affect the relationship between independent and dependent variables. Hence, based on the past literature and aforementioned discussion, the present study intended to examine the moderating effects of Access to Finance and Competitive Environment on the Relationship between Human Capital, Knowledge Management, Market Orientation and SMEs Performance in Leather Industry of Pakistan". Keywords: Small medium enterprise, performance, access to finance, competitive environment

scholarly journals Two Sides of the Same Coin. University-Industry Collaboration and Open Innovation as Enhancers of Firm Performance

2021 ◽  
Vol 13 (7) ◽  
pp. 3866
Author(s):  
Joana Costa ◽  
Ana Rita Neves ◽  
João Reis
Keyword(s):  
Firm Performance ◽  
Open Innovation ◽  
Primary Data ◽  
Company Performance ◽  
Innovation Ecosystem ◽  
Industry Collaboration ◽  
And Performance ◽  
Performance Results ◽  
The Impact ◽  
University Industry

Open innovation is proved to be determinant in the rationalization of sustainable innovation ecosystems. Firms, universities, governments, user communities and the overall environment are called to contribute to this dynamic process. This study aims to contribute to a better understanding of the impact of open innovation on firms’ performance and to empirically assess whether university-industry collaborations are complementary or substitutes for this activity. Primary data were collected from a survey encompassing 908 firms, and then combined with performance indicators from SABI (Spanish and Portuguese business information). Econometric estimations were run to evaluate the role of open innovation and university-industry collaboration in the firm innovative propensity and performance. Results highlight the importance of diversity in collaborations with the academia and inbound open innovation strategy as enhancers of firm performance. The two activities reinforce each other. By testing the impact of open innovation practices on company performance, the need for heterogeneity in terms of contact type and university is also demonstrated. Findings cast light on the need to reformulate existing policy packages, reinforcing the ties with academia as well as the promotion of open innovation strategies. The connection to the innovation ecosystem needs to be further encouraged as well as the promotion of persistent connections with the knowledge sources in an open and multilateral framework.

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