Knowledge Management in University-Software Industry Collaboration

The university-software industry collaboration relationship has been represented a key resource, to the extent that together they can more easily promote technological development that underpins innovation solutions. Through a literature review, this chapter aims to explore the concepts and the facilitator or inhibitor factors associated with the collaboration relationships between university and software industry, taking knowledge management into account. This chapter is organized as follows. In the first section, the authors briefly introduce university, software industry, and knowledge management. The following section, based on the literature reviewed, provides a critical discussion of the university-software industry collaboration relationship, knowledge management in knowledge intensive organizations or community, and knowledge management in collaboration relationship between these two types of industries. Finally, in the rest of the sections, the authors point to future research directions and conclude.

Growing and Adapting During Continuous Change: Building Employee Resilience in the Public Sector

This chapter focuses on employee resilience in the public sector, and how managers can develop it. We adopt a contemporary view of employee resilience as a set of employee behaviours that can be developed, particularly through effective leadership. Employee resilience is an individual-level behavioural capacity, centred on using networks successfully, learning from experiences and adapting to change; behaviours that are essential for navigating the complex public management environment. We build on the view that resilience enables individuals to engage in exploration, learn from mistakes and grow from challenges. It can be fostered daily, enabling individuals to build capacity to handle challenges and crises before they emerge, and responding effectively when they do occur. This chapter discusses why and how resilient behaviours matter in public contexts, particularly in highly ambiguous knowledge intensive organizations (KIOs). It also discusses the crucial role that managers play in enabling resilience in employees, and focuses on the characteristics of resilience-enabling leadership. These characteristics include leadership behaviours such as viewing resilience as developable, supporting employees’ personal goals, providing challenging tasks and opportunities for safe failures and managing the whole team. In short, our contribution extends empirical understandings of resilience in public sector workplaces, with specific regard to employee resilience, its nature and development and its outcomes.

Knowledge Management Infrastructure Framework for Enhancing Knowledge-Intensive Business Processes

In this age of digital transformation, knowledge-intensive organizations strive to improve business outcomes and sustainability by improving their knowledge-intensive business processes (KIBPs) to obtain a competitive advantage. Many researchers have claimed that KIBP enhancement is possible through knowledge management (KM) initiatives supported by an effective KM infrastructure. Current KM infrastructures deal with formal KM procedures, where knowledge is created, stored, assimilated, and disseminated. Such activities, however, are designed to be performed outside of the business process. KM infrastructures are expected to be more effective when they include specific real-time knowledge procedures integrated into the operational flow of KIBPs. This paper explores how modern KM infrastructures can support KIBPs, considering both formal and operational KM procedures. Our study’s essential contribution is the conceptual KM infrastructure framework (KMIF) developed based on grounded theory research. This infrastructure provides a systematic and robust approach, starting from the ground up, for structuring organizational knowledge assets across a range of KIBP environments. We define operational knowledge procedures directly involved in KIBPs, adding a layer to KM infrastructures beyond the formal knowledge procedures. A mixed-method case study was conducted to demonstrate and evaluate the proposed KMIF for enhancing business outcomes and sustainability of knowledge-intensive organizations.

The role of entrepreneurial orientation, organizational learning capability and service innovation in organizational performance

PurposeThe purpose of this study is to analyze the relationships between Entrepreneurial Orientation, Organizational Learning Capability, Service Innovation and Organizational Performance. To this end, it was sought to analyze the mediating role of organizational learning capability and service innovation within entrepreneurial orientation and organizational performance relationship in knowledge-intensive organizations.Design/methodology/approachThe sample consisted of 159 architecture and urbanism companies from Santa Catarina, Brazil. The study opted to use managers as key informants since they are the ones that have general information about the organization and are a valuable source for assessing the different variables of the organization. For data analysis, the PLS-PM algorithm (Partial Least Squares Path Modeling) was used.FindingsResults showed that entrepreneurial orientation is a strong driver of service innovation and organizational performance. Organizational learning capability acts as a facilitator of innovation and has a positive influence on organizational performance. Another theoretical contribution of this study to organizational learning capability is the confirmation of its mediation in service innovation and organizational performance. Management needs to make its organization more proactive and creative, continually promoting new ideas. Architecture and urbanism organizations should pay more attention to maintaining and promoting entrepreneurial orientation permanently. The trend toward both proactivity and risk-taking can be an inherent advantage of these knowledge-intensive business services.Originality/valueFew studies have explored the mediating role of organizational learning capability and service innovations in organizational performance. In particular, the combined effects of entrepreneurial orientation and organizational learning capability have been neglected by the knowledge-intensive organizations literature. The study is justified by providing a more complete view of the relationship between entrepreneurial orientation and the performance of knowledge-intensive organizations, highlighting the role of organizational learning capability and performance in service innovation.

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

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.

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

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.

Knowledge Management in University-Software Industry Collaboration

The university-software industry collaboration relationship has been represented a key resource, to the extent that together they can more easily promote technological development that underpins innovation solutions. Through a literature review, this chapter aims to explore the concepts and the facilitator or inhibitor factors associated with the collaboration relationships between university and software industry, taking knowledge management into account. This chapter is organized as follows. In the first section, the authors briefly introduce university, software industry, and knowledge management. The following section, based on the literature reviewed, provides a critical discussion of the university-software industry collaboration relationship, knowledge management in knowledge intensive organizations or community, and knowledge management in collaboration relationship between these two types of industries. Finally, in the rest of the sections, the authors point to future research directions and conclude.