What Do Organizations Learn From Conflict? A Grounded Meta-Analysis Approach to Developing an Integrated Conflict System Roadmap

Organizational systems from a variety of fields and industries have begun to investigate and evaluate the skills, strategies, and lessons learned from conflict. Yet, many of the findings are isolated to their specific organizations or industries, decreasing the impact of the newly emerging knowledge. Due to the lack of interconnectedness in the fields and industries, this study poses the following research question: How do organizations develop skills and strategies to respond to internal and external conflict within systems? The purpose of this grounded meta-analysis was to discover what skills and strategies organizations learn through the process of managing conflict and to utilize the findings to develop a comprehensive integrated conflict development model to aid organizations in the development of their systems. The study utilized Hossler and Scalese-Love’s (1989) grounded meta-analysis methodology. Theories such as systems theory, social constructivism, and frame analysis were used to inform the development of the new theoretical framework: the roadmap for organizational conflict management systems (ROC framework). From an initial sample of 33 reports from 1990 to the present indicating conflict, I reviewed 12 executive reports and publications relating to conflict in organizations (before, during, or after conflict). Data analysis produced a framework including a holistic, transparent, and innovative context for learning, using strategies of communication, knowledge sharing, support, and collaboration. The resulting ROC framework is presented in the form of a chart to assist organizations in developing an integrated conflict management system resulting in organizational effectiveness, cooperative conflict management, and a culture of openness and trust

Blockchain and Organizational Characteristics : Towards Business Model Innovation

Blockchain seems to challenge the current business models by providing opportunities for new value creation. However, several research gaps remain in literature in evaluating how firms can leverage new approaches to innovation management and opportunities created by blockchain. Supporting organizational characteristics affecting digital innovation management process also need attention in order to challenge the traditional theories while developing unique fundamental assumptions between innovation processes and outcomes. Thus, blockchain and organizational characteristics need to be understood as an encompassing, overarching and interrelated ecosystem in digital innovation management. Grounding on digitalization and innovation management, this research conceptualizes how blockchain technology and supporting organizational characteristics (i.e., R&D investment, strategic alignment, cultural support, top management knowledge and involvement, insights from customers and end-users) can be integrated for business model innovation. This research develops a conceptual framework involving multi-disciplinary collaborative actions that strengthen and empower business model innovation.©2020 Springer. This is a post-peer-review, pre-copyedit version of an article published in Advances in Creativity, Innovation, Entrepreneurship and Communication of Design: Proceedings of the AHFE 2020 Virtual Conferences on Creativity, Innovation and Entrepreneurship, and Human Factors in Communication of Design, July 16-20, 2020, USA. The final authenticated version is available online at: http://dx.doi.org/10.1007/978-3-030-51626-0_9.fi=vertaisarvioitu|en=peerReviewed

Invasion Triangle: An Organizational Framework for Species Invasion

Species invasion is a complex, multifactor process. To encapsulate this complexity into an intuitively appealing, simple, and straightforward manner, we present an organizational framework in the form of an invasion triangle. The invasion triangle is an adaptation of the disease triangle used by plant pathologists to help envision and evaluate interactions among a host, a pathogen, and an environment. Our modification of this framework for invasive species incorporates the major processes that result in invasion as the three sides of the triangle: (1) attributes of the potential invader; (2) biotic characteristics of a potentially invaded site; and (3) environmental conditions of the site. The invasion triangle also includes the impact of external influences on each side of the triangle, such as climate and land use change. This paper introduces the invasion triangle, discusses how accepted invasion hypotheses are integrated in this framework, describes how the invasion triangle can be used to focus research and management, and provides examples of application. The framework provided by the invasion triangle is easy to use by both researchers and managers and also applicable at any level of data intensity, from expert opinion to highly controlled experiments. The organizational framework provided by the invasion triangle is beneficial for understanding and predicting why species are invasive in specific environments, for identifying knowledge gaps, for facilitating communication, and for directing management in regard to invasive species

Moderating Effects of Knowledge Management Practices in the Relationship Between Corporate Strategies and Organizational Performance

Despite the increasing interest in managing knowledge, there has been limited research on knowledge management practices in the corporate strategy of organizations. Lack of empirical evidence has created a gap between the theory and practice of knowledge management in corporate strategy. In this study, the researcher integrated the knowledge-based and the resources-based theories of the firm to develop a suitable framework and model for knowledge management research. In addition, this study developed a knowledge management research model and empirically tested it within the moderation perspective of Miles and Snow's strategy typology. In particular, the influence of knowledge management practices as a key moderating variable, has been neglected in previous Malaysian studies. The theoretical model used in this study was tested using empirical data from 123 public-listed organizations in Malaysia. Data from the survey were analyzed using the higherorder interaction effects of the Moderated Multiple Regressions analysis. Results of the analysis indicated that corporate strategies and knowledge management practices have a positive impact on organizational performance. The findings revealed that prospector evaluations were significantly greater than those of defender evaluations, followed by analyzers and finally, reactors evaluations. Eighteen percent (18%) and 7% of increases in variance in the objective and subjective measures of the organization's performance, respectively, were due to the moderating effect of knowledge management practices. The results obtained were higher than the increase attributed to corporate strategies. In terms of the subjective measures of organizational performance, the results suggested that the relationship is stronger in the market-focused organizations followed by the dual focused and the operation focused organizations and finally the unfocused organizations. The results showed that market-focused practices were better moderators of organizational performance. The results also revealed that among the consumer products, the industrial products organizations and the services industries in the Main Board of Malaysia have very different goals for knowledge management practices. This is because the knowledge management practices' environment created an impact on the organizations' corporate goals. Factors such as management support and practices, the level of knowledge investments and the impact of knowledge management practices' benefited the organizations' strategic and functional needs. The level of perceived benefits of knowledge management practices is directly related to the corporate goals of the organizations. This is reflected in the results of this study which showed that the market focused groups contributed to the highest level of organizational performance in terms of the subjective measure, followed by the operation focused groups, the dual focused group and the unfocused group in the organizations

Essays on enterprise social media: moderation, shop floor integration and information system induced organizational change

The digital transformation increases the pressure on innovation capabilities and challenges organizations to adapt their business models. In order to cope with the increased competitiveness, organizations face two significant internal challenges: Enabling internal digital collaboration and knowledge sharing as well as information system-induced change. This dissertation will investigate seven related research questions divided in two main parts. The first part focuses on how an organization can foster digital knowledge exchanges and collaboration in global organizations. Enterprise social media has attracted the attention of organizations as a technology for social collaboration and knowledge sharing. The dissertation will investigate how organizations can moderate the employee discourse in such platforms from a novel organizational perspective and provide insights on how to increase the encouragement for employees to contribute and assure content quality. The developed framework will provide detailed moderation approaches. In addition, the risk of privacy concerns associated with organizational interference in the new digital collaboration technologies are evaluated. The second part of the dissertation shifts the focus to the shop floor environment, an area that has faced substantial digital advancements. Those advancements change the organizational role of the shop floor to a more knowledge work-oriented environment. Firstly, a state of research regarding technology acceptance and professional diversity is presented to create an enterprise social media job-characteristic framework. Further, a unique and longitudinal shop floor case study is investigated to derive organizational challenges for enterprise social media and potentials for empowerment. To validate the future shop floor environment needs use cases for the shop floor are derived and a user profile is established. The case study is extended by expert interviews to focus on conceptualizing organizational information systems-induced change. In this regard, the role of work practices, organizational and employee mindset and information system change are integrated into a holistic organizational change model that targets employee empowerment. This dissertation provides a comprehensive overview of enterprise social media from an organizational management and shop floor perspective. It contributes to understanding new digital needs at the shop floor and the information systems-induced change journey towards digital employee empowerment

佛道教誦經法器之人因研究

[[abstract]]The twenty-first century will be the era of the knowledge economy. A business should apply knowledge management to develop product innovation and commercialize the outcome for economic value. The past research of knowledge management often stresses partial factors that influence the effectiveness of knowledge management. For instance, some form the perspectives of individual, organizational, social factors, or etc. However rare studies pay attention to a more integrated framework of how knowledge can be effectively practiced and integrated. How to promote knowledge innovation and to develop new product through knowledge management is one of the most important subjects. Therefore, we purpose to offer an integrated framework of knowledge management upon product innovation to help firm meet time pressure and increase effectiveness, Particularly in those economic entities that are short of industrial experts who response of knowledge management. A successful management system that brings benefits of human resources saving includes confirm of knowledge acquirement, build process flow for knowledge category, build knowledge map for hand tool industry, store of business knowledge, and develop capability of product innovation. Our study contributes to (1) the competitive advantage of a firm through knowledge management practices, (2) the board application of the knowledge management upon product innovation with a through process guide and generalizability, (3) enhance a firm’s knowledge of product and sustain a firm’s capability of innovation, and (4) facilitate the knowledge management within a sector, and thereby facilitate the development of knowledge economy in Taiwan

Matching knowledge management and human capital management: Towards an integrative framework

The rapidly increasing economic dynamics that global market poses to modern organizations combined with the emergency to attract, develop and retain the best human capital (HC) led to more effective approach to knowledge management (KM). HC becomes the center of KM while the distribution of knowledge among organization's employees is considered its main activity. Effective KM use requires the ability to choose among all skills and knowledge those which contribute to creation of organizational key processes and activities. KM and Human Capital Management (HCM), two highly popular topics in current management discussions, are often bracketed together. An extensive literature review shows that knowledge plays a background role in HCM discussions, emphasizing the impact of KM practices on leadership, creativity, motivation, new ideas generation, recruitment, and employee competence. Some gaps are diagnosed in terms of absence of literature regarding an holistic approach to HC and KM processes, given the fragmentation on findings between the research in the two areas. The literature review of both KM and HC provides a deeper understanding of how KM practices contribute to develop, retain and renew organization’s HC, as part of a broader and more integrated effort to manage and develop human capability for business performance. Taken together, these two research domains are matched in a framework that intends to support the implementation of KM practices in order to promote HC development. A survey was administered to eight portuguese healthcare institutions to infer the most relevant KM practices to impact HC level contributing to the framework

Pluralistic ignorance: Conceptual framework, antecedents and consequences

Purpose: The aim of this paper is to present, in an integrated manner, the knowledge acquired about pluralistic ignorance in the fields of social psychology, sociology and business. Particularly, to identify the factors that work as antecedents of pluralistic ignorance, as well as its consequences, in various research contexts. Design/methodology: This integrative study on pluralistic ignorance was conducted with the Proknow-C method, which allows the construction of knowledge through a structured process of search and identification of a bibliographic portfolio. Findings: The major results include the literature review and the identification of research networks such as Allport, O'Gorman, Shamir and Miller in the field social psychology and Harvey, Buckley and Halbesleben in organizations. A systemic analysis showed how pluralistic ignorance is formed, and clarified the difference between perceptual and inferential ignorance. The systemic analysis resulted in a model with seven social comparison errors that can be seen as antecedents of ignorance and a framework with its consequences, divided into three categories: people's attitude, people's behavior and organizational capabilities. Research limitations/implications: As with every research review, identification and review of the literature depend on the authors' world view. One of the difficulties in researching pluralistic ignorance is that it is studied in different areas of knowledge and from different perspectives. Originality/value: The knowledge acquired throughout more than eight decades of research on pluralistic ignorance is fragmented into different perspectives. However, what was shown by the systemic analysis of the literature is that studies are more often geared toward psychosocial issues and it is still not very well known how the causes and consequences of pluralistic ignorance interact with the management processes in the organizational environment. This review presents a model for guiding the process of formation of pluralistic ignorance and a guiding framework for future research, as far as its consequences are concerned.Peer Reviewe

Identifying Bridge Users: the Knowledge Transfer Agents in Enterprise Collaboration Systems

In recent years enterprise collaboration systems (ECS) integrated with social network capabilities have become popular tools for supporting knowledge management (KM) strategies and organizational learning. Increased usage has resulted in higher interest in understanding and classifying the roles that ECS users adopt online. Previous research has investigated user role identification by considering: the degree of participation in an ECS, the user interactions with shared content, the user role in the ECS network, and the user KM-role observed within an interaction. Although all of these factors provide insights into ECS user engagement, they fail to fully consider the knowledge sharing perspective. In this paper, we define bridge users within the context of KM and present a framework for identifying them using semantic analysis of user-generated content. Further, we present results and observations from tests of our pipeline on the ECS of a large multinational engineering company with more than 100k users

KNOWLEDGE MANAGEMENT AND KNOWLEDGE LEADERS AS CHANGE AGENTS DURING TRANSFORMATION IN EMERGING KNOWLEDGE ORGANIZATIONS: A THEORETICAL FRAMEWORK

From a postmodern perspective, the organisational environment is significantly different because of the globalised technological advances that affect communication and knowledge. The commonality of most recent research indicates an emphasised focus on knowledge management (technical, human and communication components) and knowledge leaders to implement strategic integrated communication to ensure the sustainability of knowledge organizations. Knowledge management focuses on two main theoretical perspectives, namely human capital and knowledge based theory; and the theory on strategic integrated communication emphasizes that knowledge leaders should acknowledge the premises of the strategic intent of the emerging knowledge organizations through the management of information, innovation, creativity, cultural aspects, participation and inputs from the environment based on trust, loyalty, integrity and credibility. The research problem is that in spite of the tremendous research opportunities to examine these constructs, limited research has been conducted from emerging organizational and knowledge leadership perspectives, especially during change and transformation. This study seeks to address this gap and to enhance the field’s discussion with the main aim to critically review existing literature based on an interpretivist approach predominantly from a postmodern perspective and to propose a theoretical framework to indicate the interrelatedness of these concepts. The main findings will make recommendations for future research and/or perspectives which need to be considered by knowledge organizations to ensure long-term beneficial relationships with all stakeholders. The study hence sets out to research beyond the concepts itself and actually examine the theoretical implications and relevance thereof. From a postmodern perspective, the organisational environment is significantly different because of the globalised technological advances that affect communication and knowledge. The commonality of most recent research indicates an emphasised focus on knowledge management (technical, human and communication components) and knowledge leaders to implement strategic integrated communication to ensure the sustainability of knowledge organizations. Knowledge management focuses on two main theoretical perspectives, namely human capital and knowledge based theory; and the theory on strategic integrated communication emphasizes that knowledge leaders should acknowledge the premises of the strategic intent of the emerging knowledge organizations through the management of information, innovation, creativity, cultural aspects, participation and inputs from the environment based on trust, loyalty, integrity and credibility. The research problem is that in spite of the tremendous research opportunities to examine these constructs, limited research has been conducted from emerging organizational and knowledge leadership perspectives, especially during change and transformation. This study seeks to address this gap and to enhance the field’s discussion with the main aim to critically review existing literature based on an interpretivist approach predominantly from a postmodern perspective and to propose a theoretical framework to indicate the interrelatedness of these concepts. The main findings will make recommendations for future research and/or perspectives which need to be considered by knowledge organizations to ensure long-term beneficial relationships with all stakeholders. The study hence sets out to research beyond the concepts itself and actually examine the theoretical implications and relevance thereof