Joseph E. McCann and Marilyn Buckner
Despite continued interest in knowledge management (KM) initiatives that leverage an organization’s intellectual capital in the marketplace, several issues make it difficult for…
Abstract
Despite continued interest in knowledge management (KM) initiatives that leverage an organization’s intellectual capital in the marketplace, several issues make it difficult for KM to deliver its full potential. Two barriers are identified and discussed – conceptual barriers and cultural barriers. Both are significant and best managed when there is an integrative conceptual model to guide the design and implementation of KM initiatives. An integrative model is proposed that focuses on how knowledge is assessed and valued, externally acquired and/or internally built, shared and retained, and applied to new products and services. Results from an exploratory survey using the model are reported for 222 organizations spanning ten industries, including identifying several specific KM practices in the highest performing organizations. Results clearly indicate that KM initiatives, while promising, do require significant further development to maximize their potential impact. Recommendations are offered for further research and practice.
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Marilyn J. Davidson and Valerie J. Sutherland
Reports research by interview and questionnaire survey designed toidentify major sources of stress among site managers, to examine theirphysical and psychological well‐being, and…
Abstract
Reports research by interview and questionnaire survey designed to identify major sources of stress among site managers, to examine their physical and psychological well‐being, and to identify high risk groups and predictors of stressor outcomes. A high level of anxiety was found, independent of grade; this was predicted by role insecurity, work overload and other extrinsic factors (particularly travel). Identifies lack of management training in this industry as contributing to these stresses. Recommends stress audits and stress management workshops.
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Steve LeMay, Marilyn M. Helms, Bob Kimball and Dave McMahon
The purpose of this paper is to gather the current definitions of supply chain management in practical and analytical usage, to develop standards for assessing definitions and to…
Abstract
Purpose
The purpose of this paper is to gather the current definitions of supply chain management in practical and analytical usage, to develop standards for assessing definitions and to apply these standards to the most readily available definitions of the term.
Design/methodology/approach
In this research, the authors gathered the current definitions of supply chain management in practical and analytical usage from journals, textbooks, universities, and industry associations and online.
Findings
The research ends with proposed definitions for consideration. Discussion and areas for future research are included.
Research limitations/implications
Involved organizations, supply chain management programs in higher education, and professional and certifying organizations in the field need to meet and work together to research consensus on the final definition of the field, realizing that definitions can evolve, but also recognizing that a starting point is needed in this rapidly growing area.
Practical implications
The authors argue, quite simply, that a consensus definition of supply chain management is unlikely as long as we continue offering and accepting definitions that are technically unsound. Many of the current definitions violate several principles of good definitions. For these reasons, they are either empty, too restrictive, or too expansive. Until we come across or develop a definition that overcomes these limitations and agree on it, then we will still search for “the” definition without finding it. The field will become more crowded with definitions, but less certain, and progress will be restricted.
Originality/value
Theoreticians, researchers, and practitioners in a discipline require key terms in a field to share a nominal definition and prefer to have a shared real or essential definition. Yet in supply chain management, we find no such shared definition, real or nominal. Even the Council of Supply Chain Management Professional offers its definition with the caveat: “The supply chain management (SCM) profession has continued to change and evolve to fit the needs of the growing global supply chain. With the supply chain covering a broad range of disciplines, the definition of what is a supply chain can be unclear” (CSCMP, 2016).
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Substantiates the author′s response of “paradoxical” tothe titular question through analysing key transcending issues in herconsulting practice. Discusses each of the transcending…
Abstract
Substantiates the author′s response of “paradoxical” to the titular question through analysing key transcending issues in her consulting practice. Discusses each of the transcending issues cited in terms of expectation vis‐à‐vis experience in reality which led to resolution in development where differentiation and integration were managed. Categorizes the movement as translative (morphostatic) movement within a horizontal level or transformative (morphogenetic) movement between vertical levels, and refers to all movement as a transition. The experiences noted from the basis for gender leadership in the consulting profession in a turbulent developmental time during the beginning of the paradigm era shift.
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Qualitative evaluation concerns the examination and analysis of individual experiences. This type of research tends to answer questions of why, how, what is the process, what is…
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Qualitative evaluation concerns the examination and analysis of individual experiences. This type of research tends to answer questions of why, how, what is the process, what is the relationship, and so on in an effort to understand the essential nature of a service or process. While statistics tell us how many questions we have answered, qualitative evaluation tells us how well we have met the patrons' needs.