An Exploratory Sequential Mixed Methods Approach to Understanding Researchers’ Data Management Practices at UVM: Findings from the Qualitative Phase

The objective of this article is to report on the first qualitative phase of an exploratory sequential mixed methods research design focused on researcher data management practices and related institutional research data services. The aim of this study is to understand data management behaviors of faculty at the University of Vermont (UVM), a higher-research activity Research University, in order to guide the development of campus research data management services. The population of study was all faculty who received National Science Foundation (NSF) grants between 2011 and 2014 who were required to submit a data management plan (DMP); qualitative data was collected in two forms: (1) semi-structured interviews and (2) document analysis of data management plans. From a population of 47 researchers, six were included in the interview sample, representing a broad range of disciplines and NSF Directorates, and 35 data management plans were analyzed. Three major themes were identified through triangulation of qualitative data sources: data management activities, including data dissemination and data sharing; institutional research support and infrastructure barriers; and perceptions of data management plans and attitudes towards data management planning. The themes articulated in this article will be used to design a survey for the second quantitative phase of the study, which will aim to more broadly generalize data management activities at UVM across all disciplines

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

Knowledge management driven leadership, culture and innovation success – an integrative model

Purpose - This article examines the relation between knowledge management (KM) driven leadership, culture and innovation success of knowledge-intensive small and medium sized companies. By building on the previously reported research on leadership, culture, innovation , and knowledge management, we synergistically integrate d KM-driven leadership and innovation success while exploring the meditational role of culture in that. Design/methodology/approach - A conceptual model comprising three constructs was developed, namely KM-driven leadership, culture and innovation-based success of the company. To examine the conceptual model , quantitative research was conducted among selected companies from the SMEs offering knowledge-intensive business services. The companies were contacted by telephone and interviews were carried out with 111 key informants. The data was later analysed with exploratory and confirmatory statistical methods. We applied structural equation modelling techniques (SEM) with M plus 7.2 software package to investigate the effects of KM-driven leadership on culture, and consequently its effect on innovation-based success of the company. To investigate the meditational role of culture between KM-driven leadership and innovation-based success of the company a post-hoc analysis was undertaken. Originality/value - On the basis of the previous studies analysis, the following research gap has been identified. How does leadership based on knowledge management influences the innovation success of companies and what is the role of culture in this relation? By answering this question, the study contributes to the building of literature on the above topic twofold. First, it analyses the influence of KM-driven leadership in the creation of organizational culture, which in turn contributes to the innovation success of the company. Second, this research pioneers in that it explores the meditational role of culture among KM-driven leadership and innovation success. The results of the mediation analysis confirm that culture fully mediates the relationship of KM-driven leadership with innovation success . Practical implications - The paper proves the relation between KM-oriented leadership, culture and innovation-based success of the company. The analysis of the conceptual model confirms that culture mediates the relationship of leadership with innovation success. It highly contributes to the understanding of these phenomena in the context of small and medium-sized companies offering knowledge-intensive business services - still a topic at its early stage of research. The study also shows that KM-oriented leadership is a very important factor helping in the achievement of innovation success by companies. The relationships examined indicate the potential areas on which SME managers and executives should concentrate to achieve better innovation results

Organizational knowledge transfer through creation, mobilization and diffusion: A case analysis of InTouch within Schlumberger

There is a paucity of theory for the effective management of knowledge transfer within large organisations. Practitioners continue to rely upon ‘experimental’ approaches to address the problem. This research attempts to reduce the gap between theory and application, thereby improving conceptual clarity for the transfer of knowledge. The paper, through an in-depth case analysis conducted within Schlumberger, studies the adoption of an intranet-based knowledge management (KM) system (called InTouch) to support, strategically align and transfer knowledge resources. The investigation was undertaken through the adoption of a robust methodological approach (abductive strategy) incorporating the role of technology as an enabler of knowledge management application. Consequently, the study addressed the important question of translating theoretical benefits of KM into practical reality. The research formulates a set of theoretical propositions which are seen as key to the development of an effective knowledge based infrastructure. The findings identify 30 generic attributes that are essential to the creation, mobilisation and diffusion of organisational knowledge. The research makes a significant contribution to identifying a theoretical and empirically based agenda for successful intranet-based KM which will be of benefit to both the academic and practitioner communities. The paper also highlights and proposes important areas for further research

The Tacit Knowledge Problem in Multinational Corporations: Japanese and US Offshore Knowledge Incubators

This paper examines the ‘cognitive’ and ‘societal’ aspects of the tacit knowledge transfer problem in MNCs. Based on a comparative analysis of the overseas R&D labs of US and Japanese MNCs in the UK, it examines how home-based models of learning influence MNCs’ transnational social spaces for learning and their capabilities to address the tacit knowing problem. It illustrates how the US professional ‘networks of practice’ (NoP) and the Japanese organizational ‘communities of practice’ (CoP) approaches to transnational learning unfold in practice. It also examines how divergence between home and host country institutions governing knowledge production inhibits cross-societal tacit knowing.comparative thinking; tacit knowledge; knowledge transfer in MNCs; innovation and R&D; organizational learning; communities of practice

Social networks and performance in distributed learning communities

Social networks play an essential role in learning environments as a key channel for knowledge sharing and students' support. In distributed learning communities, knowledge sharing does not occur as spontaneously as when a working group shares the same physical space; knowledge sharing depends even more on student informal connections. In this study we analyse two distributed learning communities' social networks in order to understand how characteristics of the social structure can enhance students' success and performance. We used a monitoring system for social network data gathering. Results from correlation analyses showed that students' social network characteristics are related to their performancePostprint (published version

Investigating co-innovation in exploratory partnerships: An analytical framework based on design theory

Intensive innovation contexts push organizations to search for new partnerships in order to explore value creation opportunities and to access external resources. Recent literature shows that more and more partnerships are established before the object and the terms of the partnership has been determined. In such exploratory partnerships (Segrestin 2006), motivated by the prospect of joint value creation and co-innovation, partners explore and progressively construct a common project and an agreement on the sharing of tasks and outputs. In this work we investigate co-innovation dynamics of exploratory partnerships within the context of MINATEC IDEAs Laboratory® (MIL). MIL comprises several industrial partners from different sectors and a major scientific partner specialized in micro-nanotechnologies. Partners of MIL share resources to explore new project ideas and co-innovation opportunities. A particularity of MIL is that all its industrial partners come from different business sectors. The diversity of agendas, competencies and design strategies exhibited at MIL allow the examination of different dimensions of exploratory partnerships: Are there different configurations of exploratory partnerships? What are the dynamics of exploration? How does the exploratory process converge? An analytical framework based on CK design theory is used in order to examine the dynamics of exploratory partnerships within MIL.co-innovation; exploratory partnership;design theory; design oriented organizations;collective action

Skills and Knowledge for Data-Intensive Environmental Research.

The scale and magnitude of complex and pressing environmental issues lend urgency to the need for integrative and reproducible analysis and synthesis, facilitated by data-intensive research approaches. However, the recent pace of technological change has been such that appropriate skills to accomplish data-intensive research are lacking among environmental scientists, who more than ever need greater access to training and mentorship in computational skills. Here, we provide a roadmap for raising data competencies of current and next-generation environmental researchers by describing the concepts and skills needed for effectively engaging with the heterogeneous, distributed, and rapidly growing volumes of available data. We articulate five key skills: (1) data management and processing, (2) analysis, (3) software skills for science, (4) visualization, and (5) communication methods for collaboration and dissemination. We provide an overview of the current suite of training initiatives available to environmental scientists and models for closing the skill-transfer gap

The mediation between participative leadership and employee exploratory innovation: Examining intermediate knowledge mechanisms

The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.We examine mediation effects of coworker knowledge sharing and absorptive capacity on the participative leadership–employee exploratory innovation relationship in R&D units of Taiwanese technology firms. Deploying a time-lagged questionnaire method implemented over four business quarters, data is generated from 1600 paired samples (managers and employees) in R&D units of Taiwanese technology firms. The structural equation modeling results reveal that (1) participative leadership is positively related to employee exploratory innovation; (2) coworker knowledge and (3) absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and, (4) coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship. The results extend previous research on participative leadership and innovation by demonstrating that participative leadership is related to employee exploratory innovation (Lee and Meyer-Doyle, 2017; Mom et al., 2009).Results also confirm that participative leadership drives employee exploratory innovation through employee absorptive capacity. This reinforces the need highlighted by Lane et al. (2006) to investigate the role of absorptive capacity at the individual-level. Collectively, while participative leadership is important for employee exploratory innovation it is the knowledge mechanisms existing and interacting at the employee-level that are central to generating increased employee exploratory innovation from this leadership approach