Understanding the Antecedents of Effective Knowledge Management: The Importance of a Knowledge‐Centered Culture*

Within the context of knowledge management, little research has been conducted that identifies the antecedents of a knowledge‐centered culture—those organizational qualities that encourage knowledge creation and dissemination. In this study, the existing literature on organizational climate, job characteristics, and organizational learning (in the form of cooperative learning theory) are linked with the current thinking and research findings related to knowledge management to develop a theoretical model explaining the relationships among organizational climate, the level of cooperative learning that takes place between knowledge workers, and the resulting level of knowledge created and disseminated as measured by team performance and individual satisfaction levels. The study goes on to empirically test the proposed research model by investigating the climate of organizations, and seeks to understand the linkage between a set of organizational and individual characteristics and knowledge‐related activities found in cooperative learning groups and the resulting work outcomes. The hypothesized research model is tested using LISREL with data collected from 203 information systems (IS) professionals engaged in systems development activities. The paper concludes with a discussion of the implications the results have for future research and managerial practice.     

企业知识资本管理模式初探

基于知识管理的基础概念,本文提出了企业知识资本管理的模式及其运作,认为企业知识资本管理的基础是建立知识管理的平台系统,重点突出企业内部知识资本的开发管理,以此作为企业知识资本管理的核心层面,增加核心层面的企业知识资本更新与增值的关键途径,即知识资本输出投资增值层面与外部知识资本整合输入层面。根据这一思路,本文尝试给出一种三层面结构的企业知识资本管理模型,包括设立知识资本管理部或CKO,企业内部知识资本的开发与管理,成立知识资本管理顾问公司,推广促进企业知识资本对外投资。     

企业跨部门心理安全、知识分享与组织绩效间关系的实证研究

知识分享是组织学习研究领域中的一个热点话题,本研究旨在探讨跨部门心理安全对组织内部知识分享以及组织绩效的影响机制。本文实证研究发现,组织跨部门心理安全与组织知识分享、组织绩效之间均存在"倒U"关系,而知识分享会对组织绩效的提升产生正向影响,知识分享在跨部门心理安全对组织绩效的作用中扮演中介角色。研究发现有助于加深我们对跨部门心理安全与组织知识分享、组织绩效间作用关系的深入了解,为企业管理实践提供有益的借鉴和启示。     

The Effects of Knowledge Management on Team Members' Ratings of Project Success and Impact*

Many organizations are trying to improve the generation and utilization of knowledge. The activities associated with these efforts are identified as organizational knowledge management (KM). While much has been written about knowledge management from the organizational level, the success of such efforts over the long run will depend upon on how KM activities impact important outcomes as perceived by those at the employee level who actually implement the activities. This study used the input‐process‐output framework of team effectiveness to investigate the relationship between selected KM‐related activities on integrated product and process development team members' satisfaction with their project's success and the impact they expected it to have on the organization. The results indicate that team‐level leadership and support (i.e., inputs), along with knowledge generation and dissemination (i.e., processes), are key drivers of member performance‐related ratings (i.e., outputs). Finally, and possibly most importantly, a number of interactions were evident suggesting that the KM processes moderate the effects of the KM inputs. These findings and their implications are discussed.     

Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption

This paper examines effects of tacit and codified knowledge on performance improvement as organizations gain experience with a new technology. We draw from knowledge management and learning curve research to predict improvement rate heterogeneity across organizations. We first note that the same technology can present opportunities for improvement along more than one dimension, such as efficiency and breadth of use. We compare improvement for two dimensions: one in which the acquisition of codified knowledge leads to improvement and another in which improvement requires tacit knowledge. We hypothesize that improvement rates across organizations will be more heterogeneous for dimensions of performance that rely on tacit knowledge than for those that rely on codified knowledge (H1), and that group membership stability predicts improvement rates for dimensions relying on tacit knowledge (H2). We further hypothesize that when performance relies on codified knowledge, later adopters should improve more quickly than earlier adopters (H3). All three hypotheses are supported in a study of 15 hospitals learning to use a new surgical technology. Implications for theory and practice are discussed.     

Information Technology and Process Performance: An Empirical Investigation of the Interaction Between IT and Non‐IT Resources*

Drawing on the resource‐based view, we propose a configurational perspective of how information technology (IT) assets and capabilities affect firm performance. Our premise is that IT assets and IT managerial capabilities are components in organizational design, and as such, their impact can only be understood by taking into consideration the interactions between those IT assets and capabilities and other non‐IT components. We develop and test a model that assesses the impact of explicit and tacit IT resources by examining their interactions with two non‐IT resources (open communication and business work practices). Our analysis of data collected from a sample of firms in the third‐party logistics industry supports the proposed configurational perspective, showing that IT resources can either enhance (complement) or suppress (by substituting for) the effects of non‐IT resources on process performance. More specifically, we find evidence of complementarities between shared business–IT knowledge and business work practice and between the scope of IT applications and an open communication culture in affecting the performance of the customer‐service process; but there is evidence of substitutability between shared knowledge and open communications. For decision making, our results reinforce the need to account for all dimensions of possible interaction between IT and non‐IT resources when evaluating IT investments.     

Experiential and Informational Knowledge,Architectural Marketing Capabilities,and the Adaptive Performance of Export Ventures: A Cross‐National Study

Knowledge‐based view (KBV) theory posits that the acquisition and use of relevant knowledge is key to understanding organizational performance. However, there is relatively little empirical evidence to support or refute several important propositions underlying KBV theory explanations of organizational performance. In particular, the extant literature has focused on individual technical and scientific components of the knowledge bases of firms in dynamic industries, and largely ignored both different levels of informational and experiential knowledge relevant to the market environment, and the increasingly important context of exporting. Our study addresses these knowledge gaps by developing a framework for export venture knowledge management and empirically examining relationships between different types of individual‐level and organizational‐level knowledge relevant to the market environment, architectural marketing capabilities, and the adaptive performance of export ventures. Using primary data collected in the United Kingdom and China, our study indicates that export ventures' organizational‐level experiential and informational knowledge, and individual‐level experiential knowledge relevant to the market environment, is positively associated with export ventures' architectural marketing capabilities, which are in turn associated with the adaptive performance of export ventures.     

Examining the Influence of the Social Cognitive Factors and Relative Autonomous Motivations on Employees’ Knowledge Sharing Behaviors

By incorporating the perspectives of social cognitive theory and relative autonomous motivations, this study examines a model that depicts the influence of personal and environmental factors on employees’ knowledge sharing behaviors (KSBs). Data that were collected from 294 professionals in the industry were analyzed using component‐based structural equation modeling to examine the proposed model. The research results indicate that trust, relationship orientation, knowledge sharing self‐efficacy, and relative autonomous motivation regarding KSBs are the key influencing factors of KSBs of professionals. A key implication is that managers must consider the impact of the level of employee‐perceived autonomous motivation when they seek to facilitate KSBs. Finally, the theoretical and practical contributions are discussed, followed by the suggestions for future research directions.     

A Resource‐Based View of Strategic IT Alignment: How Knowledge Sharing Creates Competitive Advantage

A critical decision problem for top management, and the focus of this study, is whether the CEO (chief executive officer) and CIO (chief information officer) should commit their time to formal planning with the expectation of producing an information technology (IT)‐based competitive advantage. Using the perspective of the resource‐based view, a model is presented that examines how strategic IT alignment can produce enhanced organizational strategies that yield competitive advantage. One hundred sixty‐one CIOs provided data using a postal survey. Results supported seven of the eight hypotheses. They showed that information intensity is an important antecedent to strategic IT alignment, that strategic IT alignment is best explained by multiple constructs which operationalize both process and content measures, and that alignment between the IT plan and the business plan is significantly related to the use of IT for competitive advantage. Study results raise questions about the effect of CEO participation, which appears to be the weak link in the process, and also about the perception of the CIO on the importance of CEO involvement. The paper contributes to our understanding of how knowledge sharing in the alignment process contributes to the creation of superior organizational strategies, provides a framework of the alignment‐performance relationship, and furnishes several new constructs.     

Managing Employee Compliance with Information Security Policies: The Critical Role of Top Management and Organizational Culture*

We develop an individual behavioral model that integrates the role of top management and organizational culture into the theory of planned behavior in an attempt to better understand how top management can influence security compliance behavior of employees. Using survey data and structural equation modeling, we test hypotheses on the relationships among top management participation, organizational culture, and key determinants of employee compliance with information security policies. We find that top management participation in information security initiatives has significant direct and indirect influences on employees’ attitudes towards, subjective norm of, and perceived behavioral control over compliance with information security policies. We also find that the top management participation strongly influences organizational culture which in turn impacts employees’ attitudes towards and perceived behavioral control over compliance with information security policies. Furthermore, we find that the effects of top management participation and organizational culture on employee behavioral intentions are fully mediated by employee cognitive beliefs about compliance with information security policies. Our findings extend information security research literature by showing how top management can play a proactive role in shaping employee compliance behavior in addition to the deterrence oriented remedies advocated in the extant literature. Our findings also refine the theories about the role of organizational culture in shaping employee compliance behavior. Significant theoretical and practical implications of these findings are discussed.     

Rationality in Strategic Information Technology Decisions: The Impact of Shared Domain Knowledge and IT Unit Structure*

Rationality is a fundamental concept to several models of IT planning and implementation. Though the importance of following rational processes in making strategic IT decisions is well acknowledged, there is not much understanding on why discrepancies occur in the IT decision‐making process and what factors affect rationality. Drawing upon structural and resource‐based perspectives of strategy, this study examines the influence of shared domain knowledge and IT unit structure on rationality in strategic IT decisions. Data were gathered from 223 senior IT executives using a survey to examine the relationships among the research constructs. The results suggest a positive impact of shared domain knowledge and formalization of IT unit structure on rationality in strategic IT decisions. Further, a highly centralized IT unit structure was found to negatively influence shared domain knowledge. On the other hand, formalization of IT structure positively influenced shared domain knowledge. The implications of the findings for research and practice are presented.     

Strategic Decisions of New Technology Adoption under Asymmetric Information: A Game‐Theoretic Model*

In this paper we explore strategic decision making in new technology adoption by using economic analysis. We show how asymmetric information affects firms' decisions to adopt the technology. We do so in a two‐stage game‐theoretic model where the first‐stage investment results in the acquisition of a new technology that, in the second stage, may give the firm a competitive advantage in the product market. We compare two information structures under which two competing firms have asymmetric information about the future performance (i.e., postadoption costs) of the new technology. We find that equilibrium strategies under asymmetric information are quite different from those under symmetric information. Information asymmetry leads to different incentives and strategic behaviors in the technology adoption game. In contrast to conventional wisdom, our model shows that market uncertainty may actually induce firms to act more aggressively under certain conditions. We also show that having better information is not always a good thing. These results illustrate a key departure from established decision theory.     

A Design Theory Approach to Building Strategic Network‐Based Customer Service Systems*

Customer service is a key component of a firm's value proposition and a fundamental driver of differentiation and competitive advantage in nearly every industry. Moreover, the relentless coevolution of service opportunities with novel and more powerful information technologies has made this area exciting for academic researchers who can contribute to shaping the design and management of future customer service systems. We engage in interdisciplinary research—across information systems, marketing, and computer science—in order to contribute to the service design and service management literature. Grounded in the design‐science perspective, our study leverages marketing theory on the service‐dominant logic and recent findings pertaining to the evolution of customer service systems. Our theorizing culminates with the articulation of four design principles. These design principles underlie the emerging class of customer service systems that, we believe, will enable firms to better compete in an environment characterized by an increase in customer centricity and in customers' ability to self‐serve and dynamically assemble the components of solutions that fit their needs. In this environment, customers retain control over their transactional data, as well as the timing and mode of their interactions with firms, as they increasingly gravitate toward integrated complete customer solutions rather than single products or services. Guided by these design principles, we iterated through, and evaluated, two instantiations of the class of systems we propose, before outlining implications and directions for further cross‐disciplinary scholarly research.     

Impact of Information Technology Integration and Lean/Just‐In‐Time Practices on Lead‐Time Performance*

Managers seeking to improve lead‐time performance are challenged by how to balance resources and investments between process improvement achieved through lean/just‐in‐time (JIT) practices and information technology (IT) deployment. However, extant literature provides little guidance on this question. Motivated by both practical importance and lack of academic research, this article examines empirically the relationships among interfirm IT integration, intrafirm IT integration, lean/JIT practices, and lead‐time performance using data from IndustryWeek's Census of Manufacturers ( IndustryWeek, 2006 ). The results provide several new insights on the relationship between IT integration and lean/JIT practices. First, the study confirms that implementing lean/JIT practices significantly reduces lead time. Second, lean/JIT practices mediate the influence of IT integration on lead‐time performance. This suggests that process improvements that result from lean/JIT practices are important contributors to the success of IT integration. Even companies that have experienced success in reducing lead time through lean/JIT practices may benefit from IT integration practices such as those embodied in enterprise resource planning systems. The findings provide managers with empirical evidence and a theoretical framework on the balance between lean/JIT and IT for effecting improvement in lead‐time performance, thus offering practical guidance on this important question. Future research is needed to extend the lean/JIT practices in this study to supply chain practices and explore the relationship between supply chain practices and IT integration.     

The Effect of Team Leader Characteristics on Learning,Knowledge Application,and Performance of Cross‐Functional New Product Development Teams

This study examines how leadership characteristics in new product development teams affect the learning, knowledge application, and subsequently the performance of these teams. Using data from a study of 229 members from 52 high‐tech new product projects, we empirically demonstrate that team learning has a strong positive effect on the innovativeness and speed to market of the new products. Moreover, a democratic leadership style, initiation of goal structure by the team leader, and his or her position within the organization were positively related to team learning. Managerial implications of these results are discussed.     

Employee Misuse of Information Technology Resources: Testing a Contemporary Deterrence Model

Recent research in information systems and operations management has considered the positive impacts of information technology (IT). However, an undesirable side effect of firms’ increasing reliance on IT to support the distribution and delivery of goods and services to customers is a greater exposure to a diverse set of IT security risks. One such risk is intentional employee misuse of technology resources. In this article, we draw upon modern deterrence frameworks to develop a predictive model of technology misuse intention that incorporates formal and informal sanctions as well as employment context factors. The model specifies previously untested relationships between formal and informal sanctions, thereby providing fresh insight into the role of sanctions in deterring technology misuse in organizations. Our results suggest that a predisposition toward the need for social approval and moral beliefs regarding the behavior are key determinants of technology misuse. Contrary to criminological research that has questioned the relative importance of formal sanctions in the deterrence process, we also found that the threat of formal sanctions has both direct and indirect influences on technology misuse intention. Further, from an employment context standpoint, employees who spend more working days away from the office (i.e., “virtual” mode) appear more inclined to misuse their organization's technology resources. The findings have implications for the research and practice of technology management.     

管理学在中国突破的可能性和途径——和谐管理的研究探索与担当

管理学在中国的突破有赖于中国企业的强大和企业家的实践创新,也需要具有较高学识和理论构建造诣的研究者进行理论总结.管理学在中国可能从以下两方面进行突破:一方面,借助于方法论的突破,挖掘出中国人在管理实践中应对复杂性问题的智慧并进行理论构建,另一方面,提炼数字化、智能化时代多种智能并存互动的实践,构建出具有包容性和自反性的治理与管理架构或机制.和谐管理的探索为此提供了例示.管理学在中国的突破是中国管理学者与实践者对自身、对传统智慧的超越,并将为世界贡献有价值的新知识.     

Seeing Is Believing: The Transitory Influence of Reputation Information on E‐Commerce Trust and Decision Making

This research examines the transitory influence of reputation information on consumer decision making regarding an e‐vendor. Using social judgment theory to explain how reputation information's effect on perceptions may be fleeting, we specifically examined how user trusting beliefs related to an e‐vendor change after a simple exposure to the Web site. A total of 369 college students participated in an experiment that found that reputation information was initially strongly related to trusting beliefs regarding the e‐vendor, but a brief nonpurchase‐related exposure to the e‐vendor's Web site—that is, direct experience—reduced reputation's effects significantly. This research provides insights into why reputation information may be more important in certain circumstances than in others and enhances our understanding of how consumer decision making is affected by different purchasing contexts. This research also has implications on the design and use of trust‐building technologies.