Overcoming Reticence to Aid Knowledge Creation Between Universities and Business

This chapter argues the case for a proactive process to facilitate knowledge creation between universities and small to medium size enterprises (SMEs). Cultural issues dictating reticence of engagement are discussed as well as the inhibitors that prevent the free interchange of knowledge. The chapter shows how reticence can be overcome by serving the needs of both parties and how knowledge created through successful interaction can be measured. The knowledge creation process itself is analysed in the context of Nonaka’s SECI model. The chapter concludes with recommendations for the reader on areas for public investment to enhance the knowledge transfer process and provides lessons learned for the measurement of knowledge transfer at these interfaces. The outcomes are of value to those interested in the continuing applicability of Nonaka’s work outside of the heavy industrial context as well as to those interested in the traditional problems associated with knowledge transfer between universities and SMEs.

The Impact of Culture on University–Industry Knowledge Interaction in the Chinese MNC Context

Recent studies on university–industry collaboration have paid a growing attention to complementary knowledge interaction, which is of crucial importance for networked learning and knowledge co-creation needed in today’s rapidly changing markets and for gaining global competitiveness. The existent studies concentrate on the transfer of knowledge from the university to the company, and the impact of culture is examined with a focus on fundamentally different cultures between two types of organizations (i.e., between universities and firms). The studies, however, remain highly fragmented in cultural exploration on one level, and are primarily concerned with one-way technology and knowledge transfer. Research on more interactive knowledge interaction (e.g., collaborative knowledge creation) and especially in the Chinese context is seriously lacking. This chapter explores university–industry knowledge interaction in a broad sense, focusing on the development of a conceptual view on the understanding and analysis of the cultural impact in the Chinese MNC context. The chapter is an early work in process and it is theoretical in nature. It clarifies and elaborates key concepts and perspectives, and suggests implications for future research and practice regarding effective knowledge co-creation involving dissimilar cultures.

Exploring the Links between Structural Capital, Knowledge Sharing, Innovation Capability and Business Competitiveness

The aim of this chapter is to analyze the degree of influence of different organizational enablers (i.e., “structural capital”) on knowledge sharing, as well as the influence of the latter and other structural capital components on innovation capability, both from a theoretical and empirical perspective. Additionally, the relevance of different innovation capability dimensions (i.e., ideation, project management, and timeliness and cost efficiency) on business competitiveness will be examined. For these relationships to be tested, an empirical study has been carried out among Spanish manufacturing firms with more than 50 employees and with R&D activities. To this end, a questionnaire has been designed and submitted to the CEOs of the companies making up the target population of the research. Structural equation modelling (SEM) based on partial least squares (PLS) has then been applied in order to test the main hypotheses of the research.

Mentoring and the Transfer of Organizational Memory within the Context of an Aging Workforce

Organizational memory, the knowledge gained from organizational experience, has significant potential for competitive advantage. Many authors in the knowledge management and human resource management literatures consider mentoring to be a particularly effective method of transferring organizational memory. In addition, older workers are often considered ideal mentors in organizations because of their experience and alleged willingness to pass on their knowledge to less experienced employees. There is an associated assumption that these workers also anticipate and experience positive outcomes when mentoring others. This chapter considers whether these assumptions hold up in the workplaces of the 21st century, particularly within Western countries. Individualistic cultural norms and some discriminatory practices towards older workers, along with a changing career contract that no longer guarantees employment in one organization for life, may discourage knowledge sharing in organizations. This chapter discusses the constraints and motivations that may operate when older experienced workers consider mentoring others. It considers relevant global and organizational cultural characteristics that may influence mentoring to transfer knowledge, and accordingly suggests strategies for those eager to capitalise on the knowledge experienced employees possess.

Knowledge Cultures, Competitive Advantage and Staff Turnover in Hospitality in Australia's Northern Territory

This chapter investigates the strategies used by hospitality businesses in the Northern Territory (NT) of Australia to remain competitive in the face of high rates of staff turnover. The authors suggest it could be beneficial to foster a symbiotic relationship between staff and knowledge retention with an explicit focus on the social aspects of managing knowledge in a hospitality environment. The authors propose a knowledge mobilization or flow strategy to complement staff and knowledge retention strategies. Creating and sustaining a competitive advantage through knowledge management (KM) practices that recognize the industry’s specific context and allow it to compete for customers and staff in the global marketplace is imperative for the NT hospitality sector. The proposed strategy could make hospitality businesses more adaptable in the face of staff turnover and more flexible by fostering a context that nurtures the mobilization or flow of disparate and person specific knowledge. This chapter describes and critically reviews what is known about staff turnover in hospitality, the case study destination and its hospitality sector. Semi-structured interviews with 13 managers of hospitality businesses and representatives of industry organizations and the destination marketing organization (DMO) in the NT revealed current and desired strategies for managing turnover as well as how turnover affects relationships, knowledge management and idea generation.

Strategising Impression Management in Corporations

Impression management is a powerful psychological phenomenon with much unexplored potential in corporate settings. Employees or corporations can deploy impression management strategies in order to manipulate others’ perceptions of them. Cultural knowledge is powerful capital in impression management, yet this has not been sufficiently explored in previous literature. This chapter argues that impression-motivated employees or corporations need to perform a three-step knowledge audit: (i) knowing what their impression deficits are; (ii) knowing what impression management strategy is needed to address that deficit, based on the taxonomy of impression management strategies tabulated here; (iii) knowing what societal (e.g. collectivist culture or individualist culture) or organization-specific cultural adjustments are needed. A cultural knowledge base can thus be created through cross-cultural training of and knowledge transfer by expatriates. Multinational corporations can also benefit from utilising the knowledge presented in this chapter in their international public relations efforts.

Best Practices of Knowledge Strategy in Hospitals

This study analyses best practices of knowledge strategies in hospitals considering the implementation of medical protocols. Protocols are research products originated from the based-on-evidence medicine. Knowledge strategy depends on specific organizational context that can be expressed by its barriers and enablers. Eight hospitals were studied in the state of Rio Grande do Sul, Brazil, involving multidisciplinary teams of the cardiology services which are acknowledged as the area of expertise with more implemented protocols. The same protocols are available in all investigated hospitals and are implemented by different practices in daily activities. A formal structure for the promotion of the organizational context is proposed in relation to the protocol implementation. The following factors were found as critical for the promotion of knowledge strategies’ best practices in hospitals: a common language for sharing information among different professionals; the knowledge gap as a corporate vision, and the particular hole of information technology.