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

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Halimah Abdul Manaf, Steven Armstrong and Alan Lawton Tan, H. and Libby, R. (1997) "Tacit Managerial Versus Technical Knowledge as Determinants <strong>of</strong> Audit Expertise in <strong>the</strong> Field", Journal <strong>of</strong> Accounting Research, Vol 35, No.1, pp 97-113. Tokar, D. M., Fischer, A. R. and Subich, L. M. (1998) "Personality and Vocational Behavior: A Selective Review <strong>of</strong> <strong>the</strong> Literature 1993-1997", Journal <strong>of</strong> Vocational Behavior, Vol 53, pp 115-153. Wagner, R. K. (1987), "Tacit Knowledge in Everyday Intelligence Behaviour", Journal <strong>of</strong> Personality and Social Psychology, Vol 52, No.6, pp 1236-1247. Wagner, R. K. and Sternberg, R. J. (1985) "Practical Intelligence in Real World Pursuits: The Role <strong>of</strong> Tacit Knowledge", Journal <strong>of</strong> Personality and Social Psychology, Vol 49, pp 436-458. Wagner, R. K. and Sternberg, R. J. (1987) "Tacit Knowledge in Managerial Success" Journal <strong>of</strong> Business and Psychology, Vol 1 No. 4, pp 301-312. Zahidul, I., Mahtab, H. and Ahmad, Z. A. (2007), "The Role <strong>of</strong> Knowledge Management Practices on Organizational Context and Organizational Effectiveness", ABAC Journal, Vol 28, No.1, pp 42-53. Zhou, A. Z. (2004) "Managing Knowledge Strategically: A Comparison <strong>of</strong> Managers’ Perceptions Between <strong>the</strong> Private and Public Sector in Australia", Journal <strong>of</strong> Information and Knowledge Management, Vol 3, No.3, pp 562
Knowledge sharing in Romanian companies Anca Mândruleanu Academy <strong>of</strong> Economic Studies, Bucharest, Romania anca.mandruleanu@fabiz.ase.ro Abstract: The cultural differences influence <strong>the</strong> activities, <strong>the</strong> processes, <strong>the</strong> relationships and <strong>the</strong> culture within an organization. Embodied knowledge is not easy to be seen and it is even more difficult to formalize and to share it. Research have shown that Western firms <strong>of</strong>ten set out to exchange explicit knowledge, whereas Eastern firms are <strong>of</strong>ten more interested in tacit knowledge. The more embodied <strong>the</strong> knowledge, <strong>the</strong> more difficult is to acquire <strong>the</strong>m, but at <strong>the</strong> same time, <strong>the</strong> greater <strong>the</strong> extent that <strong>the</strong> knowledge is valuable. This paper analyses <strong>the</strong> perception <strong>of</strong> some Romanian managers over <strong>the</strong> knowledge sharing in <strong>the</strong> companies <strong>the</strong>y run. Most <strong>of</strong> <strong>the</strong> Romanian companies are already involved in knowledge management, but <strong>of</strong>ten this is done informally or unconsciously. The goal <strong>of</strong> a formal knowledge management programme is to make knowledge marketplace operate more efficiently. In this way, organizations recognize that ownership <strong>of</strong> knowledge can bring competitive advantage and <strong>the</strong> lack <strong>of</strong> knowledge management means that <strong>the</strong>y are losing money or opportunities ei<strong>the</strong>r because <strong>the</strong>y are unable to find <strong>the</strong> knowledge that <strong>the</strong>y need by reinventing <strong>the</strong> wheel or because <strong>the</strong>y are making decisions based on inadequate information. Quantifying <strong>the</strong>se losses is difficult and this makes it hard to design and justify knowledge projects. Knowledge can be contextual, <strong>the</strong> person who holds <strong>the</strong> knowledge also knows what it means, what its limits are and how it can be used. The surrounding context <strong>of</strong> tacit knowledge is sometimes lost when information is saved somewhere else. Even transmitting <strong>the</strong> information to someone else is not <strong>the</strong> same as knowledge transfer, because <strong>the</strong> receiver must understand <strong>the</strong> information and learn how to use it in appropriate ways. Knowledge is most effectively transferred through interaction, especially face-to-face interaction. This is one <strong>of</strong> <strong>the</strong> main reasons for which <strong>the</strong> management’ perception and vision regarding <strong>the</strong> knowledge transfer is very important. A manger and <strong>the</strong> organizational culture <strong>of</strong> <strong>the</strong> run company can essentially influence <strong>the</strong> process <strong>of</strong> sharing knowledge, by encouraging or discouraging <strong>the</strong> interactions and <strong>the</strong> teamwork within <strong>the</strong> company. The vision and <strong>the</strong> attitude <strong>of</strong> <strong>the</strong> management with regard to this issue differ from one country to ano<strong>the</strong>r, taking into account <strong>the</strong> cultural differences. This paper presents some research about <strong>the</strong> Romanian managerial perception concerning <strong>the</strong> knowledge transfer within Romanian companies. Keywords: cultural differences, management perception, knowledge sharing. 1. Introduction Knowledge management is a general term applied to almost any activity that an organization undertakes which is designed to transfer and use knowledge from one part <strong>of</strong> <strong>the</strong> organization to ano<strong>the</strong>r one or from one level to ano<strong>the</strong>r. Many companies are already involved in knowledge management, but <strong>of</strong>ten this is done informally and implicitly. The job <strong>of</strong> a formal knowledge management programme is simply to make knowledge marketplace operate more efficiently. Companies are recognizing that ownership <strong>of</strong> knowledge is a key competitive differentiator and <strong>the</strong> lack <strong>of</strong> knowledge management means loosing money and opportunities. To take advantage <strong>of</strong> <strong>the</strong> organizational knowledge, efforts need to be linked to <strong>the</strong> organization’s business strategy. Formal knowledge management projects should extend to <strong>the</strong> reach <strong>of</strong> <strong>the</strong> knowledge markets and make <strong>the</strong>m more efficient, but knowledge is socially constructed and may be best transferred through stories and interactive dialogue. Successful knowledge management projects are possible but <strong>the</strong>y require people to focus on <strong>the</strong> transfer and on <strong>the</strong> quality <strong>of</strong> <strong>the</strong> transferred knowledge. A knowledge management philosophy may require a change in <strong>the</strong> culture <strong>of</strong> <strong>the</strong> organization and depends on each member’s willingness to participate and <strong>the</strong> extent to which <strong>the</strong>y trust <strong>the</strong> management (Davenport and Prusak, 2000). The paper presents and analyses <strong>the</strong> perception <strong>of</strong> some Romanian managers over <strong>the</strong> knowledge sharing process within <strong>the</strong> companies <strong>the</strong>y run. Knowledge management is a means ra<strong>the</strong>r than an end. The focus must be on core business process because <strong>the</strong> intention is to improve <strong>the</strong> company’s ability to perform <strong>the</strong>se core processes and add value more effectively. 2. Theoretical background The transfer <strong>of</strong> knowledge is intended to improve operations and embed knowledge in products and services. The idea is to enable <strong>the</strong> company to reduce cycle times, increase customer responsiveness, increase sales and, if necessary, cut costs. The intention is to bring <strong>the</strong> knowledge base <strong>of</strong> <strong>the</strong> company to bear on customers needs. Such companies emphasize <strong>the</strong> importance <strong>of</strong> 563
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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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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 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 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 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 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 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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Radwan Kharabsheh, Ihab Magableh an
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Radwan Kharabsheh, Ihab Magableh an
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