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

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Aino Kianto, Tatiana Andreeva and Xing Shi Table 1: Factor loadings and coefficient alphas <strong>of</strong> KM practices scales Items Component 1 2 3 4 5 Strategic management <strong>of</strong> knowledge Cronbach α = .892 Our organisation has a clear understanding <strong>of</strong> our current core .748 knowledge Our organisation has a clear view <strong>of</strong> what knowledge and competences are <strong>the</strong> most relevant for <strong>the</strong> objectives Our organisation's knowledge and competences are evaluated systematically Our organisation benchmarks our strategic knowledge against that <strong>of</strong> our competitors Our organisation explicitly recognizes knowledge as a key element in <strong>the</strong> strategic planning exercises Our organisation has a clear strategy for developing knowledge and competences Organizational culture Cronbach α = .942 Openness and trust are valued in our .764 organisation Flexibility and a desire to innovate are .799 valued in our organisation Employees who take initiative <strong>of</strong> <strong>the</strong>ir own learning are highly valued in our organisation Willingness to share lessons learned is valued in our organisation In our organisation lessons learned both successful and unsuccessful are considered valuable In our organisation various units are encouraged to collaborate with each o<strong>the</strong>r .835 .824 .805 Human resource management Cronbach α = .877 Our organisation specifically rewards knowledge sharing with monetary incentives Our organisation specifically rewards knowledge sharing with non-monetary incentives Our organisation specifically rewards knowledge creation with monetary incentives Our organisation specifically rewards knowledge creation with non-monetary incentives In our organisation knowledge sharing is a component in employees’ performance evaluation Organizational structure Cronbach α = .853 People from different parts <strong>of</strong> our organisation interact informally with each o<strong>the</strong>r in a frequent manner In our organisation open dialogues are common among/between employees and manager .755 .724 .531 .747 .713 .306 .308 .592 .312 .821 .751 .743 .666 .708 .739 .389 .680 In our projects our organisation uses teams consisting <strong>of</strong> people with skills and expertise from diverse fields .375 .674 In our organisation we frequently use cross-functional teams and projects .672 In our organisation we have purposeful overlap <strong>of</strong> functional responsibilities .675 Information and communication technologies Cronbach α = .884 518
Our organisation uses technologies (e.g. Intranet. Internet. e-mail and e-learning) to facilitate employees sharing new ideas/knowledge with each o<strong>the</strong>r KM systems and tools in our organization are widely accepted. monitored. and updated Our organisation's ICT is capable <strong>of</strong> supporting management decisions and knowledge work Our organisation's ICT architecture is capable <strong>of</strong> sharing data and information. knowledge and expertise with all stakeholders in <strong>the</strong> organisation's extended value chain Our organisation's current ICT systems are sufficient to support <strong>the</strong> daily work Aino Kianto, Tatiana Andreeva and Xing Shi Finally, we wanted to find out whe<strong>the</strong>r and what kind <strong>of</strong> benefits KM had yielded to <strong>the</strong> respondents’ companies. We <strong>the</strong>refore asked <strong>the</strong> respondents to evaluate <strong>the</strong> performance <strong>of</strong> KM in <strong>the</strong>ir organization. The scale examined performance improvement from KM through four perspectives: <strong>the</strong> money saved, <strong>the</strong> time saved, and <strong>the</strong> increases in revenue and innovativeness (Zhu, 2004). The response format was a six-point Likert-scale, anchored by “strongly disagree” and “strongly agree”. The initial measures were built in English, based on <strong>the</strong> relevant international literature, as we have demonstrated above. However, as English is not <strong>the</strong> native language for any <strong>of</strong> <strong>the</strong> 3 target countries <strong>of</strong> our survey, we wanted to ensure that respondents fully understand <strong>the</strong> questions and to raise <strong>the</strong> response rate by reaching non-English speaking respondents and <strong>the</strong>refore <strong>the</strong> survey items were translated into respective languages <strong>of</strong> <strong>the</strong> countries in our sample (Harzing, 2000). To secure measurement equivalence, translation procedure followed several iterations, as recommended in <strong>the</strong> literature on cross-national research (Singh, 1995). 3.2 Data collection and sample The data were collected in 3 countries – Finland, Russia and China during February-April 2010 In order to obtain reliable, diverse and comparable data, it was decided to select companies with 50 or more employees that represent both production and service sectors, and industries with different growth rates. The survey was run with <strong>the</strong> usage <strong>of</strong> <strong>the</strong> web-based survey s<strong>of</strong>tware. Therefore, ano<strong>the</strong>r criterion for selection <strong>of</strong> <strong>the</strong> companies into <strong>the</strong> research pool was added – <strong>the</strong> company should have a publicly available email address so that <strong>the</strong> link to <strong>the</strong> survey could be sent <strong>the</strong>re. The survey has been formulated in a way that any employee <strong>of</strong> <strong>the</strong> organization can respond to it, in order to enlarge <strong>the</strong> potential sample. The administration <strong>of</strong> <strong>the</strong> survey proceeded in several stages and differed slightly among three countries due to differences in business culture and attitudes to surveys. As a result <strong>of</strong> data collection efforts, 260 responses in 3 countries were collected. 38 responses were excluded from fur<strong>the</strong>r analyses as <strong>the</strong>y belonged to companies with less than 50 employees or had failed to provide a response on <strong>the</strong> number <strong>of</strong> employees in <strong>the</strong> organization. Therefore, <strong>the</strong> usable sample consisted <strong>of</strong> 222 responses, quite evenly representing 3 countries <strong>of</strong> our survey with 84 Finnish (37,8%), 64 Russian (28,8%) and 74 (33,3%) Chinese responses. 3.3 Analyses To analyze aspects <strong>of</strong> KM in <strong>the</strong> three countries under study, we tested <strong>the</strong> statistical difference in <strong>the</strong> amount <strong>of</strong> responses for <strong>the</strong> nominal variables by using <strong>the</strong> Pearson Chi-Square test. To examine <strong>the</strong> difference in means for continuous variables we employed one-way analysis <strong>of</strong> variance test. The overall results are reported in <strong>the</strong> following. 4. Results Tables 3-6 report <strong>the</strong> results <strong>of</strong> <strong>the</strong> empirical investigation. Table 3 distinguishes between <strong>the</strong> aspects <strong>of</strong> KM awareness in Finnish, Russian and Chinese companies. Over 90% <strong>of</strong> <strong>the</strong> surveyed companies across all three countries recognized <strong>the</strong> importance <strong>of</strong> knowledge as a resource. Two thirds <strong>of</strong> 519 .708 .746 .791 .746 .658
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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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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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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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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 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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2 masseurs ; Virginia Maracine et a
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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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