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

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3.1 TKI Regression results Harold Harlow My prior published research consisted <strong>of</strong> <strong>the</strong> entire sample <strong>of</strong> 108 firms. Table 3 below indicates that predictor TKI variable had a R 2 value <strong>of</strong> .389 and .237 when regressed against <strong>the</strong> firm performance variables, innovation and financial performance, respectively. The higher R 2 effect on I (innovation <strong>of</strong> <strong>the</strong> firm) indicates that TKI has <strong>the</strong> greatest influence on innovation with a more moderate relationship to F (financial performance) Table 3: Summary Results <strong>of</strong> Regression Analysis TKI (I) Innovation (D) Financial (D) R R2 F **P
Harold Harlow methods should be included and to <strong>the</strong> use <strong>of</strong> an overall scale to capture what is a tacit attribute <strong>of</strong> each method. The five point Likert scale used in <strong>the</strong> study provides a limited measurement scale and may miss significant resolutions in <strong>the</strong> data set. Fur<strong>the</strong>r research using a seven point scale might produce results that would be more clearly defined. The results <strong>of</strong> this study provide empirical results that appear to indicate that use <strong>of</strong> tacit methods has a greater effect on innovation than on financial measures, especially in those firms with an explicit knowledge strategy. The implication is that firms that want to innovate should both have a strategy and employ a higher degree <strong>of</strong> tacit method usage than firms whose goals are more financial. Fur<strong>the</strong>r, firms whose environments require more innovation would be advised to develop a knowledge strategy and use <strong>the</strong> methods that are highest in TK throughput such as experting, collaboration and master craftsman. The ability to measure TK and <strong>the</strong> development <strong>of</strong> <strong>the</strong> TKI is <strong>the</strong> most important contribution <strong>of</strong> this study to <strong>the</strong> field <strong>of</strong> strategic KM. In addition, <strong>the</strong> research results also showed a strong relationship between firms that have a knowledge strategy (KS). Armed with <strong>the</strong>se recommendations, managers are now able to measure <strong>the</strong> KS and TKI <strong>of</strong> <strong>the</strong>ir firm by determining <strong>the</strong> usage <strong>of</strong> <strong>the</strong> various KM methods and using our expert rating <strong>of</strong> <strong>the</strong> underlying tacit-ness <strong>of</strong> each method. This is a significant step because it sets <strong>the</strong> stage for more detailed studies with more definition <strong>of</strong> each <strong>of</strong> <strong>the</strong> variables and perhaps a look at how this tacit measure affects firm strategic choices. TKI measure should allow firms to make better strategic decisions, since firms that identify TK as important make better decisions during <strong>the</strong> strategic decision-making process (Brock and Anthony, 2002). The study by Brock and Anthony provided an integration <strong>of</strong> <strong>the</strong> cognitive and strategic literatures to show that TK is accessible and how it plays an integral role in <strong>the</strong> context <strong>of</strong> strategic decision-making. Brock and Anthony proposed that better decisions would occur when TK is employed overtly during strategy sessions. This lends itself to <strong>the</strong> creation <strong>of</strong> a knowledge strategy and development <strong>of</strong> <strong>the</strong> KS to drive <strong>the</strong> business performance. 5. Balanced scorecard innovation and learning perspective TKI Metrics Many executives in <strong>the</strong> 1980’s argued that financial measures alone did not allow <strong>the</strong>m to manage effectively and wanted to replace those measures with operational measures. David Norton and Robert Kaplan (1992) proposed and championed <strong>the</strong> Balanced Scorecard (BSC) that included both operational and financial measures that would lead to a better understanding <strong>of</strong> whe<strong>the</strong>r or not <strong>the</strong> company was effectively achieving its long-term strategy (Kaplan and Norton 1996a). The BSC uses four parameters (financial, customer, internal processes and learning and innovation) to develop metrics that directly link to <strong>the</strong> strategy <strong>of</strong> <strong>the</strong> firm (Kaplan and Norton 1996b). By tying each <strong>of</strong> <strong>the</strong>se parameters to <strong>the</strong> overall firm strategy (Kaplan and Norton 2001), firms link <strong>the</strong> strategy to programs and actions(Kaplan and Norton 1996c) and gain from <strong>the</strong> inter-relational effect <strong>of</strong> each parameter’s metrics resulting in even better firm performance. Straightforward measures for <strong>the</strong> financial, customer perspective and internal processes parameters have been developed. However, many companies implementing BSC have struggled to devise scorecard metrics for <strong>the</strong> learning and innovation parameter. Kaplan and Norton (1994) have found that companies draw from a common core <strong>of</strong> three outcome measurements-employee satisfaction, retention and productivity. Within this core, <strong>the</strong> employee satisfaction objective is considered <strong>the</strong> driver <strong>of</strong> <strong>the</strong> o<strong>the</strong>r two dimensions. They explain that staff competencies, technology infrastructure and a climate for action enable <strong>the</strong> core measurements. The drivers for staff competency are strategic skills, training levels and skill leverage. Drivers for technology infrastructure include strategic technologies, strategic databases, experience capture, proprietary s<strong>of</strong>tware and intellectual property. The climate-for-action driver includes key decision cycle, strategic focus, staff empowerment, personal alignment, morale and teaming. These drivers are <strong>the</strong> same survey measures that determine <strong>the</strong> extent <strong>of</strong> <strong>the</strong> firm’s Knowledge Strategy (KS) used in this research and form <strong>the</strong> basis for <strong>the</strong> use <strong>of</strong> <strong>the</strong> TKI to implement <strong>the</strong>se drivers. The TKI fits into <strong>the</strong> BSC innovation and learning framework by addressing all <strong>of</strong> three <strong>of</strong> <strong>the</strong>se drivers that enable core measurements (Norton and Kaplan, 2005). Use <strong>of</strong> <strong>the</strong> TKI develops staff competencies by increasing <strong>the</strong> knowledge flows and knowledge networking within <strong>the</strong> firm between <strong>the</strong> knowledge holders and increasing strategic skills by developing collaborative skills, training <strong>the</strong> staff through experting and master craftsman approaches and leveraging <strong>the</strong> skill <strong>of</strong> experts. The use 421
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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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Ettore Bolisani, Francesca Gambarot
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Table 2: Synthesis
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Ettore Bolisani, Marco Paiola and E
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Strategies for Increasing Knowledge
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Constantin Bratianu, Adriana Agapie
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Klaus Bredl, Amrei Groß and Jane F
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Camelia Burja and Vasile Burja Appr
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∀ , i ≥ 0 v u i where: ui repre
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Camelia Burja and Vasile Burja Tabl
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Camelia Burja and Vasile Burja info
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Camelia Burja and Vasile Burja Jack
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Adriana Schiopoiu Burlea With respe
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Adriana Schiopoiu Burlea 3. ESF rol
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Adriana Schiopoiu Burlea In <strong
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3.2 Discussions Adriana Schiopoiu B
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Adriana Schiopoiu Burlea Nonaka, I.
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Simon Cadez and Vlado Dimovski with
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Simon Cadez and Vlado Dimovski scho
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Simon Cadez and Vlado Dimovski It i
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Why Should I Share my new ideas? Cu
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Francesco Calza, Rossella Canestrin
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José Manuel Cardenas and Mauro Spi
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Vincenzo Cavaliere and Daria Sarti
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National Knowledge Management Strat
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Behiye Çavuşoğlu and Mustafa Sag
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Implementing a work-life balance cu
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Juan-Gabriel Cegarra-Navarro, Mª E
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The Influence of R
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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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Page 438 and 439: Table 3: Opinions about Human Capit
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Page 442 and 443: Developing a Knowledge Strategy Usi
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Page 462 and 463: Key Knowledge Sharing Points: Explo
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Page 470 and 471: Using Web 2.0 Technologies to Suppo
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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 identification
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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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Andrea Kő, Péter Fehér and Krisz
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Esther Lage et al
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Esther Lage et al
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Esther Lage et al
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Monique Lortie and Lise Desmarais e
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Monique Lortie and Lise Desmarais 3
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Monique Lortie and Lise Desmarais I
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Monique Lortie and Lise Desmarais D
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Anca Mândruleanu teams, networks a
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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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Peter Marshall and Damian Gordon el
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Peter Marshall and Damian Gordon kn
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2.3.4 Types of Kno
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Peter Marshall and Damian Gordon Ma
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