Revisiting Knowledge Management System Use

Knowledge Management Systems (KMS) are adopted with the aim of facilitating knowledge flow within the organization. However, it is seen that member participation on these platforms is limited. The objective of this work is to identify aspects that influence intention to seek knowledge on KMS. Antecedents to knowledge seeking behaviour were identified through a morphological review of literature. A conceptual model was proposed based on the Decomposed Theory of Planned Behaviour. Structural Equation Modelling was used to assess the adequacy of the model. Results show that seeking happens when the individual has an intrinsic motivation to learn and when the quality of knowledge available on KMS is perceived as having high content value. Interestingly, we find that top management has no bearing on one’s intention to seek. Findings reveal that HR activities need to identify people management practices, such as hiring people with a curious disposition and promoting seeking as a positive behaviour. KM practices need to focus on stimulating curiosity and learning amongst members.

‘Hayan na ang mga Hampas-dugo! (the Penitents are coming!)’: Penitensya as religious-dark tourism

This paper applies indigenous research methods to understand the motives of visitors attending Penitensya (a Lenten Filipino ritual involving violent ritualistic performances) which we introduce as a novel form of religious-dark tourism. The paper also examines the tourism product potential of Penitensya as a controversial, yet potentially valuable feature of Filipino public culture. The motives of visitors to the Penitensya ritual in the Philippines during the 2019 schedule of events are examined to understand the touristic appeal of this unique form of religious-dark pilgrimage which involves overt and abject rituals of mortification and self-harm. Analysis suggests that the motives for attending Penitensya resonate with the motives of visitors to dark tourism attractions, and these include the allure of a novel cultural experience, knowledge-seeking and rubbernecking. The findings suggest that Penitensya might have unrealised potential as a legitimate form of intangible Filipino cultural heritage, but in order to authenticate the event as part of the nation’s cultural tourism product mix it must be carefully curated and marketed, and embraced by local authorities and the wider community.

Interpersonal cross border knowledge transfer within the multinational enterprise: Subsidiary power, intra-MNE competition and cultural intelligence

<p>Cross border knowledge transfer is not only a major activity of multi-national enterprises (MNEs), but also the very reason for their existence. Most of the literature has investigated cross-border knowledge transfer at the firm level - with the headquarters or the subsidiaries as the actors. However, the action of knowledge transfer occurs between people within organizations but not between amorphous organizations. To account for the heterogeneous, independent individual behaviour, which may not always align with organizational objectives, I investigate interpersonal cross-border knowledge transfers (knowledge seeking and sharing) between subsidiaries in an MNE. Based on the Social Identity Theory (SIT) insights, my proposed conceptual model hypothesised the impact of subsidiary power on interpersonal knowledge seeking and sharing being mediated by organisational identity of the individuals. It also includes two boundary conditions, intra-MNE competition and cultural intelligence, due to which knowledge transfer outcomes are likely to vary. The proposed conceptual model is tested using a questionnaire survey data from 333 employees from 40 R&D subsidiaries of foreign MNEs in India. Before analysing the data with Conditional Process Analysis using the PROCESS macro within SPSS, a Confirmatory Factor Analysis was conducted with the help of AMOS. The findings suggest that subsidiary power has a significant direct effect on knowledge sharing and an indirect effect on knowledge seeking. The results show that when it comes to seeking knowledge from another subsidiary, subsidiary power influences employees’ seeking behaviour due to the organizational identification of employees. Whereas, although the decision to share knowledge is influenced by subsidiary power, it is due to factors other than identification. Further, cultural intelligence is found to moderate the indirect effect on knowledge seeking and intra-MNE competition moderates the indirect effect on knowledge sharing. My study makes three key contributions. Firstly, I bring in SIT insights to the knowledge governance approach (KGA). I have argued and proposed identity based KGA mechanisms such as subsidiary power and intra-MNE competition which influence individual level knowledge transfer. Such mechanisms (although not governance mechanisms per se) can be used by the subsidiary to govern individual knowledge exchanges across the border. Secondly, I contribute by examining two boundary conditions for the subsidiary power and interpersonal knowledge transfer relationships. This explains under what conditions the effect of subsidiary power is strengthened or weakened. Finally, by conducting the study in the context of India, which is fast emerging as a R&D hub for MNEs from different countries, the study provides insights to employees’ knowledge exchange behaviour which is crucial for knowledge transfers within the MNEs and for their success.</p>

Interpersonal cross border knowledge transfer within the multinational enterprise: Subsidiary power, intra-MNE competition and cultural intelligence

<p>Cross border knowledge transfer is not only a major activity of multi-national enterprises (MNEs), but also the very reason for their existence. Most of the literature has investigated cross-border knowledge transfer at the firm level - with the headquarters or the subsidiaries as the actors. However, the action of knowledge transfer occurs between people within organizations but not between amorphous organizations. To account for the heterogeneous, independent individual behaviour, which may not always align with organizational objectives, I investigate interpersonal cross-border knowledge transfers (knowledge seeking and sharing) between subsidiaries in an MNE. Based on the Social Identity Theory (SIT) insights, my proposed conceptual model hypothesised the impact of subsidiary power on interpersonal knowledge seeking and sharing being mediated by organisational identity of the individuals. It also includes two boundary conditions, intra-MNE competition and cultural intelligence, due to which knowledge transfer outcomes are likely to vary. The proposed conceptual model is tested using a questionnaire survey data from 333 employees from 40 R&D subsidiaries of foreign MNEs in India. Before analysing the data with Conditional Process Analysis using the PROCESS macro within SPSS, a Confirmatory Factor Analysis was conducted with the help of AMOS. The findings suggest that subsidiary power has a significant direct effect on knowledge sharing and an indirect effect on knowledge seeking. The results show that when it comes to seeking knowledge from another subsidiary, subsidiary power influences employees’ seeking behaviour due to the organizational identification of employees. Whereas, although the decision to share knowledge is influenced by subsidiary power, it is due to factors other than identification. Further, cultural intelligence is found to moderate the indirect effect on knowledge seeking and intra-MNE competition moderates the indirect effect on knowledge sharing. My study makes three key contributions. Firstly, I bring in SIT insights to the knowledge governance approach (KGA). I have argued and proposed identity based KGA mechanisms such as subsidiary power and intra-MNE competition which influence individual level knowledge transfer. Such mechanisms (although not governance mechanisms per se) can be used by the subsidiary to govern individual knowledge exchanges across the border. Secondly, I contribute by examining two boundary conditions for the subsidiary power and interpersonal knowledge transfer relationships. This explains under what conditions the effect of subsidiary power is strengthened or weakened. Finally, by conducting the study in the context of India, which is fast emerging as a R&D hub for MNEs from different countries, the study provides insights to employees’ knowledge exchange behaviour which is crucial for knowledge transfers within the MNEs and for their success.</p>

Contributions of Motor Behavior to Physical Education: what has changed in the last 15 years?

This article aimed to continue with the reflections on the relationship between Motor Behavior as a field of investigation and Physical Education as an area of knowledge, seeking to analyze what changes have occurred in the last 15 years, regarding the challenges and suggestions formulated in an article that I have published in the Brazilian Journal of Motor Behavior’s first issue, in 2006. The analyzes carried out that were based on data extracted from publications throughout this period allow us to conclude that the picture has not had significant changes, particularly concerning the contribution of Motor Behavior researchers to a better definition of the academic identity of Physical Education, which is necessary for the proper contextualization of researches performed on motor behavior in the field. The results show the researchers' lack of interest in discussing more macroscopic themes of epistemological nature, concentrating on the publication of articles to increase their scientific productivity.

Preventing organizational knowledge leakage: the influence of knowledge seekers’ awareness, motivation and capability

Purpose This study aims to investigate how a knowledge-seeking organization’s awareness of valuable knowledge, and the motivation and capability to acquire the knowledge, influence attempts to acquire the knowledge. This study also aims to identify how knowledge-possessing organizations recognize the possibility of and craft strategies to prevent this knowledge leakage. Design/methodology/approach A process model is created and an empirical examination is performed to help knowledge-possessing organizations understand and identify situations where potential knowledge-seeking organizations will attempt to acquire valuable knowledge. Findings Knowledge-seeking organizations must be aware of valuable knowledge, and have the motivation and capability to acquire it in order to attempt to acquire the knowledge. Accordingly, knowledge-possessing organizations can inhibit awareness, motivation and capability of potential knowledge-seeking organizations to stave off and degrade knowledge acquisition attempts. Research limitations/implications Employment of the awareness, motivation and capability framework provides a comprehensive approach for researchers to hypothesize and empirically examine the factors most relevant to knowledge leakage. This approach expands the literature on absorptive capacity by increasing emphasis on awareness and motivation with regard to knowledge acquisition. Practical implications Employment of the awareness, motivation and capability framework provides managers with the means to comprehensively assess the likelihood that other organizations will attempt to acquire their knowledge. It also helps managers determine efficient and effective ways to inhibit knowledge leakage. Originality/value The authors pioneer the application of the awareness, motivation and capability framework to knowledge leakage. The authors subsequently propose a process model and empirically examine the relationships pertaining to knowledge leakage and its prevention.

How Does Individual-Level Envy Affect Team Creativity? Effects of Knowledge Seeking and Moral Reflection

Where there is a team, there is envy emotion among team members. Prior studies argue that two opposite types of envy—benign envy and malicious envy differently influence team members’ interactions, thus impact team creativity differently. However, little literature has discussed whether envy has a direct influence on team creativity. This research is conducted to narrow this literature gap. Moreover, if their relationship was verified, the mechanism needs to be further explored. Previous studies have shown negative public perception of envy and strong behavioral motivation function of it. Therefore, a morality-related variable—moral reflection, and a competition-related variable—knowledge seeking are introduced as mediating variables. To test the relationships among the above variables, an experiment with 74 MBA students’ participation was conducted. The results show the positive relationship between benign envy and team creativity, while malicious envy gets the opposite result. Besides, knowledge seeking and moral reflection are proven to be bridges connecting envy and team creativity. Envy is more complicated than what previous studies have found. It has positive sides to team creativity.