Uncovering the impact of organisational culture types on the willingness to share knowledge between projects

Current literature has established that organisational culture influences knowledge management efforts; however, it is only recently that research on project management has focused its interest on organisational culture in the context of knowledge sharing and some preliminary studies have been conducted. In response, this paper adds a significant contribution by providing rich empirical evidence of the relationships between culture and the willingness to share knowledge, demonstrating which cultural values are more and which are less likely to improve inter-project knowledge sharing behaviours. The use of interviews and the Organisational Culture Assessment Instrument (OCAI) (Cameron & Quinn, 2005) in the cross-case examination of culture in four participating cases has resulted in rich empirical contributions. Furthermore, this paper adds to the project management literature by introducing the Competing Values Framework (CVF) of Cameron and Quinn (2005) to evaluate knowledge sharing in the inter-project context

An empirical investigation of the channels that facilitate a total quality culture

It is generally agreed that the culture of an organisation is a function of its values, beliefs and behavioural practices and that the influence of culture on an organisation is powerful and pervasive. There is also broad agreement that total quality management (TQM ) is a management paradigm that propagates certain values, behaviour and working methods. Moreover, that the successful introduction and practice of a total quality management approach requires close attention to, and more often than not modification of, organisational culture. Yet, culture is somewhat intangible, and regardless of the precise cultural aspirations, in order to change or maintain the desired culture an organisation needs a set of facilitating channels. These are mechanisms or necessary conditions that influence, mould and help sustain a desirable cultural orientation. This paper examines the channels that facilitate the development of a total quality culture based on the findings of an investigation of an international sample of organisations widely regarded as leading exponents of TQM

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

This paper reviews the current literature of management to indicate how transformational leaders contribute to organisational knowledge by building an effective culture. The paper is based on a review of leadership theories, organisational knowledge, organisational culture and the integration of concepts from the knowledge-based view of the firm. This review also indicates that to develop organisational knowledge transformational leaders act as change agents who influence organisational culture which can in turn mediate the relationship between transformational leadership and organisational knowledge

Exploring the relationships between core elements of TQM implementation

The purpose of the study proposed in this paper is to empirically examine the relationships between important sets of variables known to influence the successful implementation of TQM. The study is presently in the design stage. The sets of variables are TQM principles, organizational culture, and remedial strategies to reduce the barriers to successful TQM implementation. To date, each set of variables has been examined in the literature largely separately. Accordingly, the proposed study would be the first holistic approach that attempts to investigate these relationships collectively to develop a comprehensive TQM implementation model. Primary survey data will be collected from service industry companies of Bahrain. The strength and direction of relationships among the variables will be examined using descriptive statistics, correlation and regression

Subject: Human Resource Management

Compiled by Susan LaCette.HumanResourceManagement.pdf: 5527 downloads, before Oct. 1, 2020

ILR Research in Progress 2006-07

The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty's research continues to find its way into the very best industrial relations, social science and statistics journals.Research_in_Progress_2006_07.pdf: 18 downloads, before Oct. 1, 2020

Subject: Groups and Organizations

Compiled by Susan LaCette.GroupsandOrganizations.pdf: 992 downloads, before Oct. 1, 2020

Reviewing global career dimensions: towards a future research model.

Considering the changing nature of the career concept, we conduct a review of both recent career theory and research findings on global managers' careers. Relying on recent career theory, we first identify different individual and organizational dimensions that are characteristic for contemporary careers. Guided by these career dimensions, we examine the research findings of expatriate studies to assess their meaningfulness for global careers. While this review confirms the dimensions as identified from career theory, it also suggests the relevance of an additional organizational career dimension and a new domain of cultural career dimensions. The result of both reviews is a research model that approaches global careers at the intersection of individual, organizational and cultural domains.Theory; Managers; Studies; Model;

Variability Within Organizations: Implications for Strategic Human Resource Management

[Excerpt] Strategic human resource management refers to the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals (Wright & McMahan, 1992). It involves all of the activities that are implemented by an organization to affect the behavior of individuals in an effort to implement the strategic needs of a business. Over the last decade or so, the field of strategic human resource management has witnessed a progression through a number of stages, including a) initial excitement and energy around the convincing argument that HR practices should be considered as a system that, when implemented appropriately, can enhance organizational performance; b) empirical tests of this argument, and c) critiques of the growing field accompanied by propositions for how thinking on the topic can be expanded and improved. Of the critiques that have been levied at the field, the most common contend that the “black box” through which HRM practices are thought to impact organizational performance remains insufficiently specified. Less common, but no less valuable, are critiques surrounding the conceptualization and measurement of fit or alignment, and the need to identify the boundary conditions that influence the effectiveness of “high performance” HRM systems. Even more critiques and proposed theoretical extensions to the field are likely, as it is through such endeavors that we will improve upon and advance our science (cf. Reichers & Schneider, 1990). In this chapter, we introduce and discuss another potential critique of the SHRM field, and, in so doing, hope to illuminate a number of important research questions for the future. In particular, we are concerned with the lack of attention which has been paid to variability within SHRM research. By variability we mean variability at all relevant levels of analysis, but particularly variability within organizations (i.e., individual and group levels). It is our contention that by failing to examine the potential role of variability in SHRM research, we miss a very interesting and important part of the picture

Perceptions of knowledge sharing among small family firm leaders: a structural equation model

Small family firms have many unique relational qualities with implications for how knowledge is passed between individuals. Extant literature posits leadership approach as important in explaining differences in knowledge-sharing climate from one firm to another. This study investigates how leadership approaches interact with family influence to inform perceptions of knowledge sharing. We utilize survey data (n = 110) from owner-managers of knowledge-intensive small family firms in Scotland. Our findings present a choice in leadership intention, contrasting organization-focused participation against family-influenced guidance. Insight is offered on the implications of this leadership choice at both organizational and familial level