Proceedings of the 12th European Conference on Knowledge ...

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Sandra M<strong>of</strong>fett, Rodney McAdam and Paul Humphreys variables has been met; one third (33%, n=7) are rated highly significant (>0.7). Factor descriptions have been included to capture <strong>the</strong> underlying nature <strong>of</strong> <strong>the</strong> factor. Table 4: Factor Loadings – Information and SME/LARGE organisations Variables SME LARGE Factor 1 - INFORMATION FLOW Information flows easily Structure <strong>of</strong> organisation aids information flow Information hoarding is discouraged Employees are encouraged to own information Employees determine action steps from information Information capture crosses functional boundaries Customer information is shared across organisation .770 .752 .855 .697 .853 .856 .628 .596 .602 .675 .727 .820 .721 .468 FACTOR 2 – INFORMATION CAPTURE Employees ga<strong>the</strong>r customer information for product development .519 .492 Information is rapidly captured and used .538 .460 Information reaches decision makers in timely fashion .733 .682 Information from remote sites is quickly incorporated into organisational systems New information is quickly analysed Employees able to locate relevant information from remote locations .465 .618 .527 .818 .525 .660 Factor 3 – EMPLOYEE USE Each employee is aware <strong>of</strong> database contents .817 .740 Organisation systems tailored to information needs <strong>of</strong> employees .592 .721 Orgn maps information repositories .830 .811 Each employee is able to access relevant information easily .579 .704 Factor 4 – EXTERNAL INFORMATION Employees encouraged to use external information sources .691 .831 Both SMEs and LARGE organisations encourage employees to use information to determine actions Table 5: Factor Loadings – People and SME/LARGE organisations Variables SME LARGE Factor 1 – EMPLOYEE EMANCIPATION Employees given time, resources, support to pursue new ideas Employees share common way <strong>of</strong> talking/thinking about issues Employees have freedom to adopt own approaches to workload Employees able to use skills/capabilities to full Employees in position to freely express disagreement with senior mgmt Employees are able to change <strong>the</strong>ir minds without losing face Employees have confidence that orgn is progressing Employees can influence orgn event/future plans Employees feel that are surrounded by people who co-operate Every team member gets something <strong>the</strong>y personally value from membership Employees know <strong>the</strong>y will receive recognition for achievement Employees acknowledge access to latest tech Factor 2 – TEAMWORK Employees participate in cross-functional teams Employees within same unit frequently volunteer to help each o<strong>the</strong>r Employees believe best results are gained through teamwork Employees know what teams <strong>the</strong>y are in Employees know who o<strong>the</strong>r team members are Individuals move easily from team to team .526 .545 .612 .581 .496 .530 .741 .508 .718 .541 .496 .731 .662 .646 .771 .869 .869 .714 .602 .472 .544 .636 .726 .413 .655 .779 .680 .631 .757 .631 .659 .618 .807 .899 .901 .494 FACTOR 3 – SHARING Employees routinely share ideas .597 .639 Employees routinely share tech tools .570 .784 Employees from various units frequently volunteer to help each o<strong>the</strong>r .645 .443 The highest rating variables confirm that teamworking is crucial for KM within all organizations. This finding is consistent with <strong>the</strong> literature as <strong>the</strong> connection between teamwork and KM has been widely 644
Sandra M<strong>of</strong>fett, Rodney McAdam and Paul Humphreys discussed (Davenport and Prusak, 1998; M<strong>of</strong>fett et al., 2009). A simple google search (accessed 5 th June 2011) linking <strong>the</strong> words ‘teamwork’ and ‘knowledge management’ returned 4,880,000 results, this figure confirms <strong>the</strong> growing interest in employee collaboration for knowledge sharing and work operations. 8. Discussion The results <strong>of</strong> FA in this paper support a number <strong>of</strong> key issues for KM as identified in <strong>the</strong> literature. The first point to note is <strong>the</strong> close relationship between Organisation Culture and People. A number <strong>of</strong> factors within <strong>the</strong>se two categories are similar highlighting <strong>the</strong> fact that people tend to work for an organisation that projects a culture which conforms to <strong>the</strong>ir mindset (Davenport and Prusak, 1998). In addition, <strong>the</strong> findings show that human intervention is an all-pervasive, essential element <strong>of</strong> KM, irrelevant <strong>of</strong> organisation size; this is supportive <strong>of</strong> <strong>the</strong> work <strong>of</strong> Corso et al., (2003) and Beijerse (2000). Teamworking and employee emancipation have been identified as necessary elements for KM success, where active collaborative practice is evident, employee value is also strong. Finally, quality <strong>of</strong> life is important to employees who work in SMEs while those within larger organizations relish confidence in <strong>the</strong> company and <strong>the</strong> roles <strong>the</strong>y play. This finding is supportive <strong>of</strong> Demerest, (1997) who stated that many companies successful at KM implementation <strong>of</strong>fer both personal and career rewards to employees. This paper has not surprisingly identified a strong link between Technical Climate and Technology. SMEs are undertaking a technical presence for knowledge discovery, thus hinting that gaps exist in current data/information provision (M<strong>of</strong>fett et al., 2003, 2009). Across all organisations training in <strong>the</strong> realms <strong>of</strong> technological systems and tools is at <strong>the</strong> forefront <strong>of</strong> business improvement. This may be supportive <strong>of</strong> <strong>the</strong> fact that more web-based platforms for technological systems are being adopted, utilising both internal and external resources. System standardisation will lead to better KM within and between organizations, facilitating information flow. Current practice on information flow, adoption and utilisation is an issue for SMEs to consider. While SMEs are focused on information application, results from <strong>the</strong> technology section indicate that this may be a fruitless exercise if <strong>the</strong> correct information is not available within <strong>the</strong> organisation. Offsey, (1997) has classified this syndrome as ‘inf<strong>of</strong>amine’. Perceived lack <strong>of</strong> information causes SMEs to duplicate and re-invent information that may be readily available elsewhere. This point is supported by <strong>the</strong> fact that smaller organisations view technology as an enabler for knowledge capture while larger organisations use systems to enhance employee confidence and job capability. All organisations are concerned with information flow and utilization. They also express concern with information overload, or ‘infoglut’ (Offsey, 1997). One contributor to this may be <strong>the</strong> adoption <strong>of</strong> webbased platforms; <strong>the</strong> Internet has been <strong>the</strong> cause <strong>of</strong> extensive information exchange. Bair, (1997) outlines how KM can reduce this problem by stating, ‘what we see are organisations that are overfed with information coming in through e-mail, intranets and <strong>the</strong> Internet, yet under-nourished in terms <strong>of</strong> information <strong>the</strong>y really require. KM aims to capture <strong>the</strong> knowledge that employees really need in a central repository and filter out <strong>the</strong> surplus’. 9. Conclusion The aim <strong>of</strong> this paper was to ascertain effects <strong>of</strong> KM adoption in SME and larger companies, presenting <strong>the</strong> results <strong>of</strong> empirical research undertaken in 2009 with 588 UK companies. Literature research identified a number <strong>of</strong> factors to be considered when incorporating KM into organisations. Five overarching <strong>the</strong>mes were utilised, two <strong>of</strong> which relate to <strong>the</strong> infrastructure <strong>of</strong> <strong>the</strong> organisation in terms <strong>of</strong> culture and technical infrastructure (Organisation Climate, Technical Climate) while three relate to process-orientated activity for information management, technology application and human expertise. Data collected was analysed, following datascale testing for accuracy and validity, with computational techniques such as descriptives and Factor Analysis. The main conclusion from this paper is that SMEs do not suffer from innate limitations when trying to apply KM. Based on <strong>the</strong> results <strong>of</strong> FA it can be stated that KM elements, as represented by <strong>the</strong> MeCTIP model, are applicable to all organizations irrelevant <strong>of</strong> size and it is <strong>the</strong> approaches to implementation that vary. Similar findings have been recorded by Beijerse, (2000), Corso et al., (2003) and Wong and Aspinwall (2005). Thus, KM <strong>the</strong>ory and practice, as represented by <strong>the</strong> MeCTIP model, presents an opportunity for SMEs to improve and develop using existing resources. 645
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Proceedings <stron
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Contents Title Author(s) Picture <s
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Title Author(s) Picture of<
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Volume Two The Influence of
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The Symbolic Innovation of<
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Biographies of <st
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Jan Pawlowski works as Prof
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in academia. He holds the</
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Biomedical Engineering Research Cen
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Mathematics and Ph
Page 21 and 22: Thi Hai Hang Nguyen is a lecturer a
Page 23 and 24: Dan Savescu graduate TCM Faculty, p
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Page 46 and 47: Florian Matthes an
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Page 56 and 57: Kai Mertins, Sven Wuscher and Marku
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Page 74 and 75: References Sandra Mof</stro
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Page 82 and 83: 5. Evaluation Syed Moneeb Ali, Mark
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Page 96 and 97: Knowledge Mapping Based on EFQM Exc
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Martina Mullally et al Choo, C. W (
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Fattah Nazem Organizational level
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3. Method of <stro
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Fattah Nazem strengthe</str
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Fattah Nazem Miller, R. (1996). Lea
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Fattah Nazem 1991). Intellectual ca
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Fattah Nazem Table 1: Rotated Compo
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Fattah Nazem Intellectual capital i
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The Knowledge Clinic: Concepts, Met
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Gaby Neumann and Eduardo Tomé capi
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Gaby Neumann and Eduardo Tomé impr
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Gaby Neumann and Eduardo Tomé inst
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A Tenth Anniversary Assessment <str
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Company discussed in Working Knowle
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Gary R Oliver The difficulty with u
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Gary R Oliver accounting precedent
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Gary R Oliver Grant, R. M. (1996).
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Kaspars Osis and Janis Grundspenkis
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Taha Osman, Dhavalkumar Thakker and
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Getting Ready for Knowledge Managem
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Paul Parboteeah, Thomas Jackson and
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Figure 1 Information Management Str
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Knowledge Transfer, Knowledge Shari
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2.2 KBs Dan Paulin and Kaj Suneson
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Dan Paulin and Kaj Suneson Organiz
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Dan Paulin and Kaj Suneson The R&D
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Dan Paulin and Kaj Suneson Paulin,
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Jan Pawlowski and Markus Bick frame
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3.1 Methodology Jan Pawlowski and M
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Jan Pawlowski and Markus Bick aware
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Jan Pawlowski and Markus Bick This
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Jan Pawlowski and Markus Bick Dawes
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Understanding inter-firm networks a
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3.1 Structural properties 3.1.1 Bet
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Meysam Poorkavoos, Yanqing Duan and
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Meysam Poorkavoos, Yanqing Duan and
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Institutional Matrix of</st
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Evgeny Popov, Maxim Vlasov and Anna
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References Evgeny Popov, Maxim Vlas
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Evgeny Popov, Maxim Vlasov and Mari
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Farnaz Rahimi and Mohamad Ebrahim M
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4. Research design Farnaz Rahimi an
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An Intelligent Model to Asses Organ
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Kamaladdin Rahmani Youshanloui et a
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Kamaladdin Rahmani Youshanloui et a
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4. Conclusion Kamaladdin Rahmani Yo
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Risk Analysis for Knowledge Managem
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4. Risk management Lila Rajabion an
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Lila Rajabion and Jafar Zanganeh po
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Lila Rajabion and Jafar Zanganeh D
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Lila Rajabion and Jafar Zanganeh th
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References Lila Rajabion and Jafar
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Anna Maria Costanza Rinaldi state t
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Anna Maria Costanza Rinaldi single
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Anna Maria Costanza Rinaldi With ho
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Figure 3 : Group k - Leathe
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Anna Maria Costanza Rinaldi determi
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Country Strategic Risk and Knowledg
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Eduardo Rodriguez, John Edwards and
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Max Erik Rohde and David Sundaram i
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Max Erik Rohde and David Sundaram
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Max Erik Rohde and David Sundaram S
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Max Erik Rohde and David Sundaram 6
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A Ranking Method for Identification
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Inès Saad criteria are decomposed
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Inès Saad K3 (Crucial knowledge)
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Josune Sáenz, Nekane Aramburu and
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Social Media Mindset and Knowledge
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Risto Säntti social media mindset
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Risto Säntti 4. The social media m
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social media mindsets. Risto Säntt
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Dan Săvescu, Mihaela-Georgia Sima
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Benedikt Schmidt, Todor Stoitsev an
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2.1 Web analytics evolution Alexand
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Alexander Schneider and Alexander S
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Camilo Augusto Sequeira and Eloi Fe
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9. Conclusions Camilo Augusto Seque
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Elena Shakina and Anna Bykova P. Ra
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Elena Shakina and Anna Bykova Accor
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Elena Shakina and Anna Bykova Figur
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Table 1: The sample descriptive sta
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Elena Shakina and Anna Bykova Table
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Elena Shakina and Anna Bykova It sh
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The Major Challenges of</st
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Mehdi Shami Zanjani, Hamid Rahimian
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Mehdi Shami Zanjani, Hamid Rahimian
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Evangelia Siachou, Sof</str
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Relevance of Intel
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Marta Christina Suciu et al Source:
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Marta Christina Suciu et al Apart f
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Marta Christina Suciu et al public
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Managing Intellectual Capital in SM
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Marta Christina Suciu et al We cons
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Marta Christina Suciu et al aim is
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Marta Christina Suciu et al require
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Universities as Knowledge Creation
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Marta Christina Suciu et al Luintel
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Marta Christina Suciu et al holds a
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Marta Christina Suciu et al propose
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Kaj Suneson and Ilona Heldal Many r
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Kaj Suneson and Ilona Heldal recogn
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Kaj Suneson and Ilona Heldal too ex
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Kaj Suneson and Ilona Heldal In thi
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Infrastructure of
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Natalia Tikhomirova et al global c
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Natalia Tikhomirova et al developm
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Measurement of cus
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Kamila Tislerova and customers, ra<
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Kamila Tislerova as pretty poor (45
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Multi Perspective Framework to Impr
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Choon-Bae Yoo, Igor Hawryszkiewycz
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6.4.1 Content Analysis Choon-Bae Yo
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2. Research objective John T Young
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Figure 2: Exploring and expressing
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John T Young municipal services. Th
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4.1.4 The Customers C John T Young
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6.3 Procedural changes John T Young
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8. The CATWOE Components 8.1 Transf
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John T Young orders could be airfre
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Alexander K. Kofin
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Alexander K. Kofin
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4 : Mobilization of</strong
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Alexander K. Kofin
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Alexander K. Kofin
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1022
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Nadine Amende Figure 1 shows an exa
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Nadine Amende they
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Figure 3: Classification of
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Nadine Amende such as “What are y
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Nadine Amende Davis, F. D. (1986) A
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Evgeny Blagov internal and external
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Evgeny Blagov oriented on t
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Evgeny Blagov (0 - absolutely unimp
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References Evgeny Blagov Arrow, K.J
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Roman Kislov This research looks at
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Roman Kislov role boundary blurring
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Roman Kislov The following methods
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Roman Kislov Lave, J. and Wenger, E
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Tony K. M. Lo and Patrick S.W. Fong
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Type P=A=L P=A, L P, A=L P=L, A P,
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6. Case analysis Tony K. M. Lo and
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Tony K. M. Lo and Patrick S.W. Fong
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KM as a Solution for the</s
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Thi Hai Hang Nguyen et al competiti
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Thi Hai Hang Nguyen et al The varia
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Thi Hai Hang Nguyen et al The resul
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Knowledge Base Development
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2. Literature review 2.1 AC: Theore
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2.3 The inter-relations between SC
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Omid Omidvar Jansen, J. J. P., Van
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Sakura Shimada and that of<
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Sakura Shimada Figure 1: Strategic
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Sakura Shimada broader repercussion
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Sakura Shimada Excousseau, J-L. (20
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Simon Woll The research topic can b
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1088
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1090
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Figure 2: Needleman’s Knowledge P
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Chris Blodgett Analysts turn inform
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Figure 8: Cynefin Framework Chris B
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Chris Blodgett IKM Level 1: Inform
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7. Conclusion Chris Blodgett Given
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Stefanie Dannemann However, what wo
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Stefanie Dannemann In modern econom
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2. Research design and methodology
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3.4 KM Applications in IDSC Mohamed
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Mohamed Farid 3.5 Problems with <st
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Mohamed Farid “Enterprise collabo
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Mohamed Farid The design of
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Mohamed Farid For the</stro
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Susan McIntyre and Kate Kaminska re
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Susan McIntyre and Kate Kaminska C
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Susan McIntyre and Kate Kaminska Th
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Susan McIntyre and Kate Kaminska il
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1128
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Óscar Arias Londoño mention that
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5.4 Tacit Knowledge Óscar Arias Lo
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Proposal For A 2.0 Knowledge Manage
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Lillyana María Giraldo Marín et a
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Similarity and Accuracy of<
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Nina Groß et al reporting and cont
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Ravinder Singh Kahlon and Man-Chie
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Figure 3: Non-IT and IT Kiviat Diag
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Appendix B Ravinder Singh Kahlon an
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Pushkal Pandey, Sandra Mof<
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Pushkal Pandey, Sandra Mof<
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José Vásquez Paniagua According t
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José Vásquez Paniagua the
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