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

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Adriana Schiopoiu Burlea Nonaka, I. (1991) “The knowledge-creating company”, Harvard Business Review, 69(6), pp 96-104. Scott, J. (1991) Social Network Analysis, Sage, London. Stiglitz, J. (1998). “More instruments and broader goals: Moving toward <strong>the</strong> post-Washington consensus”, Annual Lectures 2, Helsinki, Finland: World Institute for Development Economics Research. Strauss, A. and Corbin, J. (1990) Basics <strong>of</strong> qualitative research: Grounded <strong>the</strong>ory procedures and techniques, Newbury Park, CA: Sage. Szulanski, G. (2003) Sticky Knowledge: Barriers to Knowing in <strong>the</strong> Firm, Sage, London. Szulanski, G. (1996) “Exploring internal stickiness: Impediments to <strong>the</strong> transfer <strong>of</strong> best practices within <strong>the</strong> firm”, Strategic Management Journal, Vol. 17, pp 27-43. The Managing Authority for Sectoral Operational Programme Human Resources Development. (2010-2011). http://www.fseromania.ro/index.php?option=com_content&task=view&id=38&Itemid=44#p1. Accessed January 2010 – March 2011. Turner, B. (1981) ”Some practical aspects <strong>of</strong> qualitative data analysis: Oneway <strong>of</strong> organizing <strong>the</strong> cognitive processes associated with <strong>the</strong> generation <strong>of</strong> grounded <strong>the</strong>ory”, Quality and Quantity, 15, pp 225-247. United Nations. (2006) Human Development Report 2006. Beyond scarcity: Power, poverty and <strong>the</strong> global water crisis, New York. Wang, G., Korte, R. and Sun, J. (2008) “Development Economics: A Foundation for HRD Policy Studies in Developing Countries”, Advances in Developing Human Resources, 10(6), pp 848-862. Wang, G. G. and Swanson, R. A. (2008) “The idea <strong>of</strong> national HRD: An analysis based on economic foundation and <strong>the</strong>ory development methodology”. Human Resource Development Review, 7, pp 79-106. 158
Organizational Strategy and Research Productivity: A Comparison <strong>of</strong> two Academic Institutions Simon Cadez and Vlado Dimovski Faculty <strong>of</strong> Economics, University <strong>of</strong> Ljubljana, Slovenia Simon.cadez@ef.uni-lj.si Vlado.dimovski@ef.uni-lj.si Abstract: Universities and o<strong>the</strong>r academic institutions play a central role in knowledge development and its transfer to productive use. Academic researchers usually transfer new knowledge to <strong>the</strong> wider public by publishing scientific articles. The number <strong>of</strong> publications is usually regarded as a robust indicator <strong>of</strong> <strong>the</strong> creation <strong>of</strong> new knowledge as well as its transfer into productive use (direct transfer to companies and indirect transfer to students). In <strong>the</strong> present study we examine <strong>the</strong> impact <strong>of</strong> organizational strategy on research productivity in academic institutions. The method deployed is a case study. For comparative reasons we investigate two academic institutions from <strong>the</strong> same discipline, i.e. business, but different with respect to <strong>the</strong> process <strong>of</strong> interest, i.e. organizational strategy and organizational culture. The Faculty <strong>of</strong> Economics <strong>of</strong> <strong>the</strong> University <strong>of</strong> Ljubljana is a business school with a long tradition, dominant position within Slovenia and international recognition. The Faculty <strong>of</strong> Management <strong>of</strong> <strong>the</strong> University <strong>of</strong> Primorska on <strong>the</strong> o<strong>the</strong>r hand is a young school without tradition, but aiming to secure its recognition both domestically and internationally. Organizational strategy was deduced from published documents <strong>of</strong> both institutions. Research productivity was measured using a bibliometric method, operationalized as articles published in journals included in <strong>the</strong> SCI/SSCI database in <strong>the</strong> period from 2000 to 2009. The main findings <strong>of</strong> <strong>the</strong> study are: (1) research productivity in <strong>the</strong> period examined increased in both institutions, (2) vast differences exist in research productivity and research quality across institutions and researchers, (3) research output seems to be relatively consistent with organizational strategy in both schools (i.e. regional leadership/recognition), and (4) organizational culture does not seem to be an important factor affecting research productivity. Keywords: Organizational strategy, organizational culture, research productivity, bibliometric method, academic institutions. 1. Introduction In <strong>the</strong> current turbulent environment, <strong>the</strong> ability to create and apply knowledge is <strong>the</strong> most important source <strong>of</strong> <strong>the</strong> sustainable competitive advantage <strong>of</strong> companies, organizations, and entire economies (Lanciano-Morandat, 2006; Nonaka and Takeuchi, 1995). Due to market changes, new technologies, and new competitors, products or services can become redundant literally overnight. In such circumstances only those companies can be successful that constantly create new knowledge and successfully apply such in <strong>the</strong> form <strong>of</strong> new products and services (Nonaka and Takeuchi, 1995). Being aware <strong>of</strong> <strong>the</strong> importance <strong>of</strong> knowledge for <strong>the</strong> competitiveness <strong>of</strong> <strong>the</strong>ir economies, many developed countries have developed national research infrastructure for <strong>the</strong> development and transfer <strong>of</strong> new knowledge (Abramo and D'Angelo, 2009). Universities and research institutes play <strong>the</strong> leading role in such research infrastructure (Colyvas et al., 2002; David, 2006; Lanciano-Morrandat, 2006), representing, by means <strong>of</strong> <strong>the</strong>ir processes entailing <strong>the</strong> creation and transfer <strong>of</strong> knowledge, <strong>the</strong> cornerstone <strong>of</strong> societal progress and development (Tian et al., 2009). Researchers at universities and public research institutes usually transfer new knowledge to <strong>the</strong> wider public by publishing scientific articles (Van Raan, 2005). O<strong>the</strong>r codified (e.g. patents, databases) and non-codified (e.g. consultation) methods exist to transfer new knowledge, but in <strong>the</strong> EU and <strong>the</strong> USA more than 90 percent <strong>of</strong> all newly created knowledge is transferred in <strong>the</strong> form <strong>of</strong> scientific publications (Abramo et al., 2008). Research shows <strong>the</strong> existence <strong>of</strong> a positive correlation between <strong>the</strong> number <strong>of</strong> articles published and <strong>the</strong> number <strong>of</strong> patents (Abramo et al., 2008; Van Looy et al., 2006), as well as between <strong>the</strong> quality <strong>of</strong> research and academic work (Arnold, 2008; Bonaccorsi et al., 2006, Lindsay et al., 2002), which is why many researchers are <strong>of</strong> <strong>the</strong> opinion that <strong>the</strong> number <strong>of</strong> articles published can represent a strong indicator <strong>of</strong> both <strong>the</strong> creation <strong>of</strong> new knowledge as well as its transfer into productive use (direct transfer to companies and indirect transfer to students). The purpose <strong>of</strong> this study is to examine how organizational strategy affects <strong>the</strong> research productivity <strong>of</strong> academic institutions. The method deployed is a case study. For comparative reasons we investigate two academic institutions from <strong>the</strong> same discipline, i.e. business, but different with respect to <strong>the</strong> process <strong>of</strong> interest, i.e. organizational strategy and organizational culture. The Faculty <strong>of</strong> Economics <strong>of</strong> <strong>the</strong> University <strong>of</strong> Ljubljana is a business school with a long tradition, dominant position 159
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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
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Thi Hai Hang Nguyen is a lecturer a
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Dan Savescu graduate TCM Faculty, p
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Teaches Business Computing and Stat
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Abdallah Al-Shawabkeh, Alexander K<
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Table 1: Inn-KM approach contents 2
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Knowledge Dynamics and Organisation
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Eckhard Ammann We distinguish three
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Eckhard Ammann quality dimension ar
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Eckhard Ammann The second cycle, Cy
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Figure 7: Supervised learning-by-do
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Identifying and Ranking the
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Manouchehr Ansari et al users <stro
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2.5 leadership and strategy Manouch
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Manouchehr Ansari et al conducted s
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Serious Games in the</stron
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Albena Antonova and Anandasivakumar
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Albena Antonova and Aniko Csepregi
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Seyed Esmaeil Asgharpour and Gholam
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Attitude of Senior
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4.5 Comparative Advantage Seyed Esm
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Contextual Adaptive Visualization E
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Xiaoyan Bai, David White and David
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Simona-Clara Bârsan, Mihaela-Georg
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2.4 Rights transfer Simona-Clara B
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A Framework for the</strong
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Leila Beig et al Additionally, Wei
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Leila Beig et al The proposed KM au
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Leila Beig et al source context Ele
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Leila Beig et al Figure 1: Learning
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Leila Beig et al Figure 3 visually
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Leila Beig et al based on collectiv
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Experiential Knowledge Creation Pro
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Didiosky Benítez et al Figure 1: E
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Didiosky Benítez et al meanings ac
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Didiosky Benítez et al In previous
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Didiosky Benítez et al Academic p
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Pavel Bogolyubov Figure 1: number <
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4. Results and discussion Pavel Bog
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Pavel Bogolyubov Knowledge Manageme
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Pavel Bogolyubov Table 3: Countries
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Pavel Bogolyubov McNamee, R. C., N.
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Huei-Fang Chen and Yi-Wen Lin outco
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3.2.4 Knowledge-sharing Huei-Fang C
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Huei-Fang Chen and Yi-Wen Lin that
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Huei-Fang Chen and Yi-Wen Lin Hair,
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2.1.2 Social capital Marguerite Cro
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Marguerite Cronk 2.3 Social capital
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Marguerite Cronk Figure 4: The rela
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An Exploratory Study of</st
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Françoise de Viron, Thomas Lederer
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4.1.2 The researchers Françoise de
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The Application of
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Nasser Easa and Robin Fincham 3. Th
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Nasser Easa and Robin Fincham knowl
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Nasser Easa and Robin Fincham <stro
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Network Management as a way to Mana
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Eva Eckenhofer An
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Eva Eckenhofer par
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Initiation Configuration Interessem
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Eva Eckenhofer Eve
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The Essence of Kno
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Emmanuel Innocents Edoun and Valden
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4. Case study and analysis Emmanuel
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2. The PUS-project Anandasivakumar
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Anandasivakumar Ekambaram and Agnar
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Jamal El-Den and Xin Zhou This rese
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Jamal El-Den and Xin Zhou 5. After
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Jamal El-Den and Xin Zhou includes
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Jamal El-Den and Xin Zhou Boyce, C.
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Tiit Elenurm development visions. C
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Tiit Elenurm companies the<
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Tiit Elenurm their
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References Tiit Elenurm Accorsi, F.
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Isaac Enakimio and Abdallah Al-Shaw
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A proposed Framework for Discoverin
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2.3 Knowledge mapping Mohamad Ali F
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Mohamad Ali Feyz, Babak Akhgar and
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Mohamad Ali Feyz, Babak Akhgar and
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Knowledge Workers: A Typology Frame
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Jiří Franek and Eva Grublova crea
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Jiří Franek and Eva Grublova Know
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Jiří Franek and Eva Grublova memb
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Middle Managers’ Maturity <strong
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Zoltán Gaál et al investigated m
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Zoltán Gaál et al Table 2: Total
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Zoltán Gaál et al characterised b
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Zoltán Gaál et al Matzler, K., Re
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Charles Gagné et al This paper pre
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Charles Gagné et al attributable t
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Charles Gagné et al intermediary d
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Adoption of Knowle
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1.1.2 SMEs and KMS Tendayi Gondo an
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Tendayi Gondo and Edmore Kori ambit
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Tendayi Gondo and Edmore Kori <stro
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Tendayi Gondo and Edmore Kori demon
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The Chain Value Process and Knowled
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Manel González-Piñero et al Captu
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4. What a biofeedb
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Manel González-Piñero et al The p
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References Manel González-Piñero
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Nebojsa Graca and Ana Lucija Gojako
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creating new, added, essential qual
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Norbert Gronau et al Those processe
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Norbert Gronau et al systematic mod
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Instance Schema Figure 4: Cyclic tr
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Norbert Gronau et al 4.2 Feasibilit
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Receive suggestions Compare suggest
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The Not-Invented-Here Syndrome in A
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David Grosse Kathoefer and Jens Lek
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Opinion of colleag
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Appendix David Grosse Kathoefer and
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Individual Level Influencers on Tac
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Claire Gubbins et al that such know
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Claire Gubbins et al 3.2 Individual
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Claire Gubbins et al “my thing wi
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Claire Gubbins et al Cabrera, A., C
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Oscar Guerra and Janeth Rojas Accor
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Oscar Guerra and Janeth Rojas Figur
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Why does knowledge transfer process
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3.7 Monitoring and control Oscar Gu
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Understanding Personal Knowledge De
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Markus Haag and Yanqing Duan In ord
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Markus Haag and Yanqing Duan 4.2 In
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Markus Haag and Yanqing Duan have a
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Chaordic Knowledge Management - Shi
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Frank Habermann, Jörg Fehlinger an
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Intellectual Capital in Universitie
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Meliha Handzic and Kursad Ozlen rep
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Table 3: Opinions about Human Capit
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Meliha Handzic and Kursad Ozlen How
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Developing a Knowledge Strategy Usi
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Harold Harlow knowledge to create c
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3.1 TKI Regression results Harold H
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Harold Harlow of <
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Understanding the
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3.1 Acquire Ciara Heavin and Freder
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Table 3: Distribution of</s
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Ciara Heavin and Frederic Adam Trav
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Ciara Heavin and Frederic Adam Tabl
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Ciara Heavin and Frederic Adam prov
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Key Knowledge Sharing Points: Explo
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Tore Hoel and Jan Pawlowski identif
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Tore Hoel and Jan Pawlowski The arc
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4.2.1 Discussion - Case 2 Tore Hoel
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Using Web 2.0 Technologies to Suppo
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Marta Infante Abreu, Florian Mat<st
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Pamela Chidiogo Izunwanne 2. Knowle
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Pamela Chidiogo Izunwanne use <stro
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Pamela Chidiogo Izunwanne 5.3 Organ
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Pamela Chidiogo Izunwanne Davenport
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Thomas Janke room for communication
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Thomas Janke 4. Reference implement
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Thomas Janke The rule states that w
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Thomas Janke Softw
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Towards a Detailed View on
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Vincent de Jong and Remko Helms Fig
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4.1 Case study setup Vincent de Jon
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Vincent de Jong and Remko Helms The
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Vincent de Jong and Remko Helms mak
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Vincent de Jong and Remko Helms Man
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Claudia Jooß et al at RWTH Aachen
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Claudia Jooß et al Regarding <stro
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Claudia Jooß et al learning (cf. B
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Expert Knowledge: Does it Help or H
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Selvi Kannan are people who have ex
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Selvi Kannan Amabile (1983) states
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Selvi Kannan American Task Force, R
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Integration of Kno
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Eva-Maria Kern et al Figure 1: Rela
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Eva-Maria Kern et al identification
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Eva-Maria Kern et al be gat
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Eva-Maria Kern et al For visualizin
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Knowledge Management Practices (KMP
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Knowledge Management Across <strong
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5. Conclusions Aino Kianto, Tatiana
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Facilitating Knowledge Sharing in V
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Monique Lortie and Lise Desmarais e
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Anca Mândruleanu organization and
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Modelling Knowledge Sharing Into a
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2 masseurs ; Virginia Maracine et a
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2.1.1 SNA - the co
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Virginia Maracine et al mapping <st
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Virginia Maracine et al Which are
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Objective 1 - Mapping of</s
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From Knowledge Acquisition to Knowl
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2.3.4 Types of Kno
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