The transfer of technical know‐how is now recognised as an essential component in the globalised expansion of multinational companies. As these companies offshore or outsource…
Abstract
Purpose
The transfer of technical know‐how is now recognised as an essential component in the globalised expansion of multinational companies. As these companies offshore or outsource their operations the success of the new facility can depend on the ability to convey both tacit and explicit knowledge willingly during all phases of the transfer. There is a lack of clarity in current literature on the success factors for effective transfer of knowledge on production parts transfer and an absence of frameworks. The purpose of the research reported in this paper is to examine documented success factors and propose an integrated framework.
Design/methodology/approach
Peer reviewed literature was used to establish dominant themes on knowledge‐sharing from which interview and survey were designed and undertaken to establish motivating factors.
Findings
Five key themes required for successful knowledge transfer were established for moving parts to new production facilities: willingness to share information, willingness to receive information, explicit knowledge transfer, tacit knowledge transfer and verification. These were then assembled into a transfer of technical intellect framework for knowledge transfer to new facilities.
Research limitations/implications
The research draws from the experience of practitioners across multiple parts transfers rather than examining a specific transfer. This work brings research not previously brought together. It draws from the literature and a significant survey of a large multi‐site engineering company and future work needs to be carried out to examine the generalisability of the work.
Practical implications
The proposed framework guides the tacit as well as explicit transfer of technical knowledge of production parts between facilities.
Originality/value
The research identifies the key themes and motivating factors for transferring tacit product knowledge to another organisation.
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During the Coronavirus crisis (COVID-19) that started in 2019 and at the extensive quarantine regulations, educational institutions, companies, and individuals have reacted by…
Abstract
During the Coronavirus crisis (COVID-19) that started in 2019 and at the extensive quarantine regulations, educational institutions, companies, and individuals have reacted by shifting their teaching and learning activities to virtual spaces. Yet, although the use of online learning has increased, it has not been able to achieve the long-promised transformative effect. The COVID-19 crisis has the potential to boost online education overall or at least enable better preparation of the system for the next crisis. Ultimately, to make a digital transformation sustainable, appropriate skills are required. In this study, we adapt the dynamic capabilities foundations creating a theoretical approach to explain how educational institutions have responded to the changing environmental conditions during the COVID-19 pandemic.
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Esmir Maslesa and Per Anker Jensen
This paper aims to disclose the role and features of various IT systems for environmental building performance (EBP) in facilities management.
Abstract
Purpose
This paper aims to disclose the role and features of various IT systems for environmental building performance (EBP) in facilities management.
Design/methodology/approach
The study focuses on IT systems used for facilities management in four organisations. The study is based on a maximum variance case study in which the selected organisations have different organisation type and portfolio size. Three organisations are from Denmark and one is from the UK.
Findings
Several IT systems can be used for managing EBP. EBP in IT systems is primarily reflected through energy management, with specific focus on monitoring and reporting electricity, heating and water consumption. Furthermore, greenhouse gas emissions related to energy consumption can be calculated in some IT systems, while other environmental categories like building materials and recycling potentials are not adequately supported by the systems covered in this study. Some IT systems offer additional features relating to EBP, such as waste management and space management, but the study shows that these features are not demanded at the current point.
Practical implications
The results can be used to support decision-making in organisations to improve EBP in facilities management by IT systems.
Originality/value
This study contributes with new knowledge on how IT systems are used in different organisations for managing EBP. The paper also shows how various IT systems can add value to real estate organisations and facilities management departments and support their business processes relating to EBP.
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Andreas Reinhardt and Susanne Enke
Studies on personal characteristics that influence managers' performance in their jobs and their ability to innovate focus mainly on for-profit organizations. We argue that…
Abstract
Purpose
Studies on personal characteristics that influence managers' performance in their jobs and their ability to innovate focus mainly on for-profit organizations. We argue that non-profit organizations (NPOs) differ substantially from for-profit organizations in their organizational set-up and processes, so the skills they demand from their managers and employees also differ. We undertake this research to explore the personal factors that could be particularly relevant to managers' performance and innovativeness in the non-profit sector.
Design/methodology/approach
We conduct a qualitative, model-building study to derive the personal factors that influence managers' intention to perform and to innovate and their behavior in that regard. The base of our analysis is 15 interviews with knowledgeable informants who either work in NPOs, provide services to them or perform research about them.
Findings
We derive 14 personal factors that can be aggregated into four categories—experience, virtues and vices, interpersonal skills and management skills—each of which affect NPO managers' individual performance and/or individual innovativeness.
Originality/value
This study adds to existing research on Ajzen's (1985) Theory of Planned Behavior by extending it to the nonprofit context, so it contributes to the literature on individuals' behavioral intentions.