Proceedings of the 8th International Conference on Intellectual ...

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Note: Substitution role: - ← +; Support role: + → + 6. Conclusion Maurizio Massaro and Andrea Moro The present paper illustrates a conceptual framework that links <strong>the</strong> aims <strong>of</strong> knowledge leadership process, levers <strong>of</strong> control and trust. Previous research argues that <strong>the</strong>re could be a link between trust and control but it does not investigate such a link properly, nor does it investigate <strong>the</strong> impact on knowledge leadership process. This paper argues that trustworthiness factors substitute control mechanisms in supporting <strong>the</strong> knowledge leadership process when <strong>the</strong> firm implements boundary, diagnostic and belief LOCs. We point out that integrity could substitute <strong>the</strong> belief systems in inspiring and mentoring people; benevolence and integrity could substitute boundary systems in supporting alignment <strong>of</strong> KM with strategies; ability could substitute diagnostic systems in executing activities for allowing <strong>the</strong> achievement <strong>of</strong> aims. At <strong>the</strong> same time, benevolence and Integrity could support interactive systems in fostering teaching and knowledge process sharing. This research also evidences limitations that open <strong>the</strong> door to new and additional research. Firstly, we investigate a few small firms in Nor<strong>the</strong>rn Italy. This aspect limits <strong>the</strong> possibility <strong>of</strong> generalize <strong>the</strong> conceptual framework, because <strong>of</strong> <strong>the</strong> role <strong>of</strong> culture in developing trust. Thus, it could be useful to examine <strong>the</strong> applicability <strong>of</strong> <strong>the</strong> conceptual framework in o<strong>the</strong>r cultural environments. Secondly, <strong>the</strong> approach is qualitative. Testing <strong>the</strong> conceptual framework quantitatively could be interesting and could provide some insights into whe<strong>the</strong>r <strong>the</strong> conceptual framework can be generalized. Thirdly, <strong>the</strong> research is cross sectional. It could be interesting to examine <strong>the</strong> evolution <strong>of</strong> trust through time and its impact on LOCs and KM. Notwithstanding <strong>the</strong> stated limitations, this research is a step forward in <strong>the</strong> examination <strong>of</strong> <strong>the</strong> role <strong>of</strong> trust and control mechanisms on <strong>the</strong> knowledge leadership process. References Argyris, C. (1992), On Organisational Learning, 2 nd Edition, Blackwell Publisher, Oxford, UK. Barney, J.B., (1990). “The Debate between Traditional Management Theory and Organisational Economics: Substantive Differences or Intergroup Conflict?” Academy <strong>of</strong> Management Review, 15(3), 382-393. Bijaya M. and Uday Bhaskar A. (2011) "Knowledge management process in two learning organisations", Journal <strong>of</strong> Knowledge Management, 15(2), 344-359. Birkinshaw, J. (2001), ”Making sense <strong>of</strong> knowledge management” Ivey Business Journal, 65(4), 32-36. Doz, Y.L., (1996), “The Evolution <strong>of</strong> Cooperation in Strategic Alliances: Initial Conditions or Learning Process?” Strategic Management Journal, 17(1), 55-83. Faems, D., Janssens, M. and Van Looy, B. (2010), ”Managing <strong>the</strong> Cooperation–Competition Dilemma in R&D Alliances”, Creativity and Innovation Management, 19(1), 3–22. Gulati, R. and Singh, H. (1998), “The Architecture <strong>of</strong> Cooperation: Managing Coordination Costs and Appropriation Concerns in Strategic Alliances”, Administrative Science Quarterly, 43(4), 660-679. Holsapple, C.W. and Jones, K. (2005) ”Exploring Secondary Activities <strong>of</strong> <strong>the</strong> Knowledge Chain”, Knowledge and Process Management, 12(1), 3-31. Langhfield-Smith, K., (2008), “The Relations Between Transactional Characteristics, Trust and Risk in <strong>the</strong> Start- Up Phase <strong>of</strong> a Collaborative Alliance”, Management Accounting Reserach, 19(4), 344-364 Lewicki, R.J. and Bunker, B.B. (1996), “Developing and Maintaining Trust in Working Relationships. In R.M. Kramer and T.R. Tyler” (Eds), Trust in Organisation (114-139), Thousand Oaks, CA: Sage Publications. Loermans, J. (2002), “Synergizing <strong>the</strong> learning organization and knowledge management”, Journal <strong>of</strong> Knowledge Management, 6(3), 285-294. Luhmann, N. (2000), “Familiarity, Confidence, Trust: Problems and Alternative. In D. Gambetta (Ed.)” Trust: Making and Breaking Cooperative Relations, Department <strong>of</strong> Sociology, University <strong>of</strong> Oxford. Macaulay, S. (1963), “Non-contractual Relations in Business: a Preliminary Study” American Sociological Review, 28(1), 55-67. Mayer, R.C., Davies, J.H. Schoorman, F.D. (1995), “An Integrative Model <strong>of</strong> Organisational Trust”, Academy <strong>of</strong> Management Review, 20(3), 709-734. Mundy, J. (2010), “Creating dynamic tensions through a balanced use <strong>of</strong> management control systems”, Accounting, Organizations and Society, 35(5), 499-523. Nold, H.A. (2011), ”Making Knowledge management work: tactical to practical”, Knowledge Management Research, 9(3), 84-94. Nonaka I,. Takeuchi H. (1995), The Knowledge-Creating Company, Oxford University Press, New York, USA. Nooteboom, B. (2002), Trust. Edgar Elgar, Cheltenham, UK. Nooteboom, B., Berger, H. and Noorderhaven, N.G. (1997), “Effects <strong>of</strong> Trust and Governance on Relational Risk”, Academy <strong>of</strong> Management Journal, 40(2), 308-338. Ring, P.S. and Van de Ven, A.H. (1992), “Structuring cooperative relationships between organisations”, Strategic Management Journal, 13(7), 483-498. 364
Maurizio Massaro and Andrea Moro Simons, R. (1995), Levers <strong>of</strong> control, Harvard Business School Press, Boston, MA. Simons, R. (2000), Performance measurement and control systems for implementing strategy, Upper Saddle River, NJ: Prentice Hall. Sitkin, S.B., Roth, N.L., (1993), “Explaining <strong>the</strong> Limited Effectiveness <strong>of</strong> Legalistic ‘Remedies’ for Trust/Distrust”, Organisation Science, 4(3), 367-392. Timonen H., Ylitalo Y. (2008), “Exploration <strong>of</strong> Knowledge Sharing Challenges in Value Networks”, Electronic Journal <strong>of</strong> Knowledge Management, 5(4), 347-550. Vellez L.M., Sanchez J.M. and Alvarez-Dardet, C. (2008), “Management control systems as inter-organizational trust builders in evolving relationships: Evidence from a longitudinal case study”, Accounting, Organization and Society, 33(7-8), 968–994 Zand, D.E., (1972) “Trust and Managerial Problem Solving”, Administrative Science Quarterly, 17(2), 229-239. 365
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Main
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Paper Title Author(s) Page No. Know
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Preface These proceedings represent
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TU Dortmund, Germany, ); Wing Bun L
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William Halal is Prof</stro
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Evgeny Blagov has obtained a specia
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science and mathem
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George Majdalany is a PhD candidate
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Joyce Nesamani Simson is a PhD cand
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Manpower Discipline Based on Knowle
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Peyman Akhavan et al. brains, knowl
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Peyman Akhavan et al. showed that o
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Peyman Akhavan et al. appropriate l
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Peyman Akhavan et al. sources for c
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Attitudes Towards Changes and Organ
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Ruth Alas et al. During the
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Professional inter
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Ruth Alas et al. Table 4: Correlati
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Research was supported by ETF Grant
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Rivadávia Correa Drummond de Alvar
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5. Conclusions Rivadávia Correa Dr
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Toward a Meta-Synthe</stron
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Xiaomi An et al 2.3 Reasons for dev
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Xiaomi An et al PTC works closely w
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Xiaomi An et al The first is an adm
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Xiaomi An et al policy reflections
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Figure 1: Transmission gear Marko A
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Marko Anzelak et al. knowledge basi
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Marko Anzelak et al. 72% recognise
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Marko Anzelak et al. virtually all
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Gabriel Prananingrum Aryanindita an
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Rita Babiliūtė and Kęstutis Kri
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Knowledge Management, Cultural Know
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Leonard Barnett and Edward Carter 2
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter d
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Impact of Knowledg
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Bob Barrett shorter product life-cy
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Bob Barrett 6. Concept of</
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Bob Barrett Brown, J.S. and Duguid
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Aurilla Aurelie Bechina and Eli Hus
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Lorne Booker et al. Knowledge is us
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Figure 1: Business Valuation Knowle
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3.4 Practitioner knowledge market L
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4. Implications Lorne Booker et al.
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Strategic Thinking Dimensions in Em
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Constantin Bratianu et al. shows <s
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Constantin Bratianu et al. Academy
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Constantin Bratianu et al. cases wi
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Constantin Bratianu et al. Pinker,
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Delio Ignacio Castañeda and Sandra
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Quality in Teacher Education: A Sys
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Rajendra Chetty The mechanism <stro
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Academic leadership Rajendra Chetty
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Rajendra Chetty There must be a re-
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Developing Personal Knowledge Manag
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Thirathep Chonmait
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Thirathep Chonmait
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The Relationship Between Knowledge
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Samuel Kai Wah Chu et al. A knowled
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Samuel Kai Wah Chu et al. negative
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Samuel Kai Wah Chu et al. Questionn
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Samuel Kai Wah Chu et al. few done
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Value Creation Through Collaborativ
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Ridha Derrouiche et al. level for e
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Ridha Derrouiche et al. best, <stro
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Ridha Derrouiche et al. experience
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Ridha Derrouiche et al. Of course,
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Organizational Learning and Transfo
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Irra Chrisyanti Dewi was carried ou
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Irra Chrisyanti Dewi Table 2: Valid
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Irra Chrisyanti Dewi Library is exp
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Knowledge Acquisition and Sharing:
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Ikechukwu Diugwu articulated and st
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Ikechukwu Diugwu establishing setti
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Ikechukwu Diugwu Mentzer, J. T., Mi
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Eva Eckenhofer cou
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Eva Eckenhofer The
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Eva Eckenhofer The
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Eva Eckenhofer Bur
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1.2 Intellectual capital and innova
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3.2.2 Reliability Irene Y.H. Fan an
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Figure 4: latent variable coefficie
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Irene Y.H. Fan and Rongbin W.B. Lee
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Irene Y.H. Fan and Rongbin W.B. Lee
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2.1 Appropriation Ronny Gey From a
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Ronny Gey Table 1: Characterization
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Ronny Gey The developers feel that
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Ronny Gey A first limitation we wer
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Kenneth Grant part of</stro
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Kenneth Grant The diffusion was stu
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Kenneth Grant A detailed computer-s
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Kenneth Grant did not come to <stro
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Kenneth Grant of m
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Michel Grundstein although hundred
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Michel Grundstein Figure 1: DITEK p
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Michel Grundstein 4.1.1 Knowledge i
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Michel Grundstein share. However <s
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6. Conclusions and perspectives Mic
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Intellectual Property Valuation Dec
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Hezlin Harris et al. (Burrone and S
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Hezlin Harris et al. The need for s
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Acknowledgements Hezlin Harris et a
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Managing an Assessment Process <str
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Table 1: List of N
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Shaheed Hartley Table 3: OEQ respon
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Shaheed Hartley It is very difficul
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A Community Framework for Knowledge
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Igor Hawryszkiewycz between communi
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Figure 4: Modeling knowledge subsys
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Igor Hawryszkiewycz Prahalad, C.K.,
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Eli Hustad and Aurilla Aurelie Bech
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Does Knowledge Stickiness Affect a
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Nurul Indarti knowledge (Nelson and
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3. Research methods 3.1 Research in
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Coded knowledge Nurul Indarti The f
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Nurul Indarti Arrow, K. J. (1969).
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Organizational Learning in Pr<stron
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Brigita Janiunaite et al. learn and
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Brigita Janiunaite et al. given dif
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Brigita Janiunaite et al. empowered
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Brigita Janiunaite et al. A statist
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Brigita Janiunaite et al. learning
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Balancing the Ince
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Giedrius Jucevičius safeguard and
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Giedrius Jucevičius nature <strong
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Giedrius Jucevičius motivating fac
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Giedrius Jucevičius Ghosh, T. (200
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Palmira Juceviciene and Vyda Mozuri
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Robertas Jucevicius relations shoul
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Robertas Jucevicius do not know whe
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Robertas Jucevicius and innovation
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Robertas Jucevicius Lawton Smith, H
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Annukka Jyrämä et al. knowledge c
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Annukka Jyrämä et al. Respondents
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Annukka Jyrämä et al. various cit
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Annukka Jyrämä et al. example hea
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Managing Information Overload - Tea
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Harri Ketamo conceptual structure a
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Harri Ketamo limited to YouTube, Fl
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Harri Ketamo Figure 8: Visualizatio
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Farmers’ Knowledge Management in
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2.1 Farmer knowledge Le Nguyen Doan
Page 335 and 336: Le Nguyen Doan Khoi days needed for
Page 337 and 338: Le Nguyen Doan Khoi dosage. Moreove
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Page 341 and 342: Developing Human Capital through Ne
Page 343 and 344: Eric Kong organisation as individua
Page 345 and 346: Eric Kong As described by Tosey and
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Page 349 and 350: Sophie Le Bellu and Benoit Le Blanc
Page 353 and 354: Results Sophie Le Bellu and Benoit
Page 359 and 360: Pornpen Lertthasanawong and Nopasit
Page 367 and 368: 2. Literature review Ya-Hui Ling 2.
Page 369 and 370: Ya-Hui Ling action of</stro
Page 371 and 372: Intellectual Capital Intellectual C
Page 373 and 374: Ya-Hui Ling Hitt, M.A., Hoskisson,
Page 375 and 376: Maksim Maksimovic et al paper prese
Page 377 and 378: Maksim Maksimovic et al 4. Lean kno
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Page 381 and 382: Maurizio Massaro and Andrea Moro <s
Page 383 and 384: Maurizio Massaro and Andrea Moro Pr
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Page 389 and 390: Helen Mitchell and Dennis Viehland
Page 397 and 398: Figure 1: KMS Framework for collabo
Page 399 and 400: Mohd Zali Mohd Nor et al. Ano<stron
Page 401 and 402: Mohd Zali Mohd Nor et al. Table 4:
Page 403 and 404: Mohd Zali Mohd Nor et al. KQ8 provi
Page 405 and 406: Maria Cristina Morariu economy and
Page 407 and 408: Table 1: Literature review summary
Page 409 and 410: Maria Cristina Morariu ATO = Turnov
Page 411 and 412: 4.2 Correlation analysis Maria Cris
Page 413 and 414: 4.3 Regression analysis Maria Crist
Page 415 and 416: Table 13: Regression analysis_M6 Mo
Page 417 and 418: The Arrival of <st
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Page 425 and 426: Bertrand Pauget and Ahmed Dammak Sa
Page 427 and 428: Wannapa Pipattanawong et al. cannot
Page 429 and 430: Wannapa Pipattanawong et al. 3.2 Do
Page 431 and 432: Wannapa Pipattanawong et al. Moreov
Page 433 and 434: The Dark Side of S
Page 435 and 436: Siwarit Pongsakornrungsilp vans, ro
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Siwarit Pongsakornrungsilp Kreng Ja
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Siwarit Pongsakornrungsilp Lave, J.
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