J.H. Powell and J. Swart
This paper presents a system‐based approach to action‐directed knowledge management. This approach, known as system‐based knowledge management (SBKM), allows one to respond to the…
Abstract
Purpose
This paper presents a system‐based approach to action‐directed knowledge management. This approach, known as system‐based knowledge management (SBKM), allows one to respond to the observations made by previous writers that knowledge management should be cognisant of the complexity of knowledge in organisations and of the limitations of codification of that knowledge. Starts with a taxonomic analysis of the nature of organisational knowledge, dividing this critical resource into four: knowing what, knowing how, knowing why, and knowing who. Each of these requires recognition of the system in which it is created and used.
Design/methodology/approach
SBKM is an accessible systems analysis tool based on the techniques of qualitative system dynamics. Its fundamental representational technique (the influence diagram) is that of causal mapping and its novel element is the explicit representation of the use of knowledge by human actors in fulfilling their specific system roles.
Practical implications
The method has been used successfully in practice; the study reports on its use in a professional services firm.
Research limitations/implications
With SBKM one can now map the usage and, indeed, the utility of knowledge on to an operating context. This has profound implications for practice, leading potentially into more diagnostic applications of resources for knowledge development and into improved understanding of how knowledge is used within an organisation.
Originality/value
The ability to examine that usage and utility of knowledge on a declared system basis constitutes an additional research instrument for examining how knowledge is used within organisations.
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Nima Ali and Juani Swart
The paper aims to investigate the dynamics of individuals' multiple commitments in the internship context by answering two questions: How do interns' commitment to different…
Abstract
Purpose
The paper aims to investigate the dynamics of individuals' multiple commitments in the internship context by answering two questions: How do interns' commitment to different stakeholders change over time? And what are the reasons behind these changes?
Design/methodology/approach
A qualitative longitudinal study was conducted of a hundred and three interviews with twenty interns in three professional service firms in the UK. The data were gathered via semi-structured interviews that took place on five occasions during the whole internship.
Findings
Individuals' decision to maintain or change their commitment depended on their motive to gain long-term benefits (future employment) or short-term benefits (completing an assignment). Therefore, they experienced different types of commitment dynamics, which were influenced by their intention to commit to the organization in the future.
Practical implications
This offers significant implications for attracting and employing interns, which directly affects talent employment. It also contributes to the contemporary work context, as the rise of temporary and cross-boundary settings would increase the complexity and dynamics of commitment.
Originality/value
Despite the predominant assumption that considers commitment as a stable bond, this research is one of the first to investigate the dynamics of multiple commitments. This contributes to the commitment theory by identifying the different types of commitment dynamics and the impact of individuals' intention to commit on the (in)stability of their commitment, which is absent from the existing literature.
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Daniel Krier and William J. Swart
Capital increasingly takes the form of intangible assets, especially trademarked corporate brands. Further, contemporary capitalism increasingly accumulates through…
Abstract
Purpose
Capital increasingly takes the form of intangible assets, especially trademarked corporate brands. Further, contemporary capitalism increasingly accumulates through commodification of iconic cultural images and legendary narratives constituting a “second enclosure movement” (Boyle, 2008). This paper develops a critical theory of brands, branding, and brand management within economies of spectacle.
Methodology/approach
A case study of the consumer culture surrounding large displacement motorcycling is used to critique the central premise of consumer culture theory (marketing professionals create brands that become valuable icons) and develop an alternative view using concepts from critical theory, especially spectacle (Debord, 1967) and culture industry (Adorno, 1991).
Findings
After initial enclosure, legends were managed by Crossmarketing Licensing Networks (CMLN), coalitions of corporate and state actors, each possessing a piece of the legendary pie. The Sturgis CMLN was organized into two political divisions, rally profiteers and civic leaders, with overlapping but differentiated interests and approaches to the management of the Sturgis legend. The CMLN intervened in the cultural commons to overcome legendary degradations (banality, incoherence, undesirability) surrounding the Sturgis Motorcycle Rally.
Originality/value
Brands are capitalized culture created by enclosures, a form of primitive accumulation. Under current conditions of immaterial production, CMLN’s engage in ongoing cultural production to maintain the capitalized value of their brands. Brands are not only hunted in the wilds of culture, but also increasingly domesticated and fattened when herded through legendary commons.
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Aysha A-Zayani and Muneer Al Mubarak
This chapter explains the phenomenon of artificial intelligence (AI) powered by big data in technology and its contribution in knowledge-based marketing in B2B and its impact on…
Abstract
This chapter explains the phenomenon of artificial intelligence (AI) powered by big data in technology and its contribution in knowledge-based marketing in B2B and its impact on rational decision-making in B2B marketing that affects business performance. This chapter is literature review prepared by compiling and reviewing previous literature, studies, articles, books and other sources related to the contribution of big data-enabled AI to B2B marketing. According to the information analysed, the findings show that big data supported by AI plays a significant role in creating user knowledge, external knowledge and customer knowledge, all of which are factors that significantly influence the ability of business-to-business marketers to make rational decisions that affect the performance of their companies. This chapter explains to them the phenomena of AI powered by big data and its effect on B2B marketing rational decision that will enhance company performance and its contribution on knowledge-based marketing in B2B. This chapter contributes to understanding main functions and interactions of AI system powered by big data and how such a system helps in B2B marketing by generating knowledge about customers, users and markets.
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Abstract
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Tim Bentley, Kate Blackwood, Bevan Catley, Michael O’Driscoll, Maree Roche, Stephen T. T. Teo and Linda Twiname
The purpose of the paper is twofold: first, it develops a knowledge‐based view of the development of networks in new venture settings and second, it provides a dynamic view of…
Abstract
Purpose
The purpose of the paper is twofold: first, it develops a knowledge‐based view of the development of networks in new venture settings and second, it provides a dynamic view of knowledge networks. That is, it aims to pay attention to the development and destruction of networks.
Design/methodology/approach
The paper follows a grounded theory approach to develop the model of dynamic knowledge networks. The interviewees came from the following backgrounds: university researchers engaged in entrepreneurial ventures; entrepreneurs that run spin‐off companies; entrepreneurs in a university incubator or science park; incubator managers; university innovation managers; and innovation fund administrators.
Findings
The paper finds that the 3C model which is developed from qualitative findings has three core dimensions: knowledge exchange, knowledge structure and network dynamics that stretch across three key new venture phases: conceptualization, commercialization and cultivation. The paper also finds that entrepreneurs build networks because of their particular knowledge needs, once fulfilled these networks are destroyed and new networks are established. The 3C model therefore provides a dynamic perspective on knowledge networks.
Research limitations/implications
The paper shows that a grounded theory approach is limited by it generalisability. The paper has developed a detailed view of knowledge networks in a particular context. Therefore, future research could usefully apply this model to other settings. It would also be useful to conduct further exploratory research into the interimistic nature of knowledge networks.
Practical implications
The paper points to the importance of cross‐boundary knowledge exchange. It needs to look beyond the boundary of a particular unit, such as a firm, to develop the understanding of the dynamics of knowledge management. Second, the context of the knowledge network becomes important managerially. The network has a purpose. It is knowledge‐need driven and this purpose changes remarkably over time. Finally, the creative destruction of knowledge networks needs to be anticipated and managed.
Originality/value
The paper provides a knowledge‐based perspective on entrepreneurial networks. The 3C‐model, which is grounded in reliable data includes several stakeholders in an entrepreneurial network which is in itself valuable and original.
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The purpose of this paper is to empirically examine the effect of investments in organisational resources and corporate governance features on market-based performance of Islamic…
Abstract
Purpose
The purpose of this paper is to empirically examine the effect of investments in organisational resources and corporate governance features on market-based performance of Islamic banks (IBs).
Design/methodology/approach
The required data to calculate different constituents of banks’ investment strategies and governance mechanism were hand collected from 268 annual reports. Different regression models were used to determine the impact of investment in human and structural capital and corporate governance features on market performance of IBs.
Findings
The paper finds that investments in knowledge resources (human capital, in particular) have a significantly positive impact on the market value of IBs. The results further reveal that IBs’ strategy to rely on long-term human capital accumulation can be seen as idiosyncratic problem-solving knowledge capital. Based on market measure, the paper finds role duality to have a significant positive impact and the size of the advisory board to have the opposite effect on market value.
Research limitations/implications
This study includes IBs only and ignores other Islamic financial services providers such as Takaful (insurance) companies. The study leaves this chasm to be filled by future researchers.
Practical implications
The findings may serve as a useful input for both Islamic bankers and regulators to apply knowledge management in their institutions. Furthermore, the dominant role of human capital also provides insight to managers with respect to business performance levers.
Originality/value
The main contribution of this paper is to provide insight into the Islamic banking business model using a unique hand-collected data set, to identify the effect of investments in organisational resources and bank governance on market value in before, during and after financial crisis.
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Natalia Guseva and Olga Tishchenko
This chapter examines the possibilities of economic growth in Russia from the perspective of the development of organizational capability, namely through the study of best…
Abstract
This chapter examines the possibilities of economic growth in Russia from the perspective of the development of organizational capability, namely through the study of best managerial practices of multinational companies (MNCs) doing business in Russia, and their use by Russian companies. With tightening competition, companies are forced to focus on the development of organizational capabilities. Our large-scale empirical research into the managerial capabilities and management practices of MNCs and Russian companies employs a comprehensive sample of 1,530 companies and 1,245 companies in 2016 and 2017, respectively, covering the 10 main sectors of economic activity in Moscow and the Moscow region. The analysis was performed across five managerial capabilities: communication, leadership, problem-solving and decision-making, conflict resolution, and motivation, each subdivided into five management practices. Using statistical methods, we identified the major statistically significant differences in and between the managerial practices of MNCs and Russian companies operating in the Russian market, and their dynamics from 2016 to 2017. Taking MNCs operating in the Russian market as a benchmark, we discover that Russian companies need to close the gap in 17 out of the 25 managerial practices in order to maintain competitiveness in the Russian market and be able to influence their economic growth in Russia.
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The article aims to discuss relationships between human resource management (HRM) and organizational commitment (OC). Using the conservation of resources (COR) theory, this study…
Abstract
Purpose
The article aims to discuss relationships between human resource management (HRM) and organizational commitment (OC). Using the conservation of resources (COR) theory, this study investigates the mediating role of job crafting in the relationship between HRM and organizational commitment.
Design/methodology/approach
This study is based on data from 450 knowledge workers representing companies of various sizes from the knowledge-intensive business services (KIBS) sector in Poland. Respondents completed the questionnaires using the computer-assisted telephone interview. I conducted the statistical verification of the mediation analyses using SEM with Amos ver. 28.
Findings
The findings show that HRM practices are positively related to organizational commitment. Statistical analysis confirmed that job crafting mediates relationships between HRM practices and organizational commitment.
Research limitations/implications
This study has two limitations, i.e. its cross-sectional design and the use of self-reported questionnaire data.
Originality/value
The study is the first to explore the mediating mechanism (through job crafting) between HRM and organizational commitment in the context of KIBS companies in Poland. According to the results, HRM is an important antecedent of job crafting and organizational commitment.