A Design Process for Process-based Knowledge Management Systems

In order to gain sustainable competitive advantage in today’s knowledge economy, organizations are looking beyond routine transactional workflow processes to support knowledge-intensive processes. Traditional business process management systems are effective in providing coordination support, but are not geared towards providing relevant knowledge support as well. Also, knowledge management systems are used in an ad hoc manner without explicitly linking them to the underlying organizational processes. Process-based knowledge management (PKM) systems have emerged as a potential solution to support knowledge-intensive processes. However, design guidelines for developing PKM systems are minimal. This paper highlights this research problem, identifies kernel theories governing the design and development of PKM systems, and synthesizes various kernel theories to propose a comprehensive design theory for PKM systems. Feasibility and a comparative evaluation of the proposed design theory are also discussed

Feeling Good about Giving: The Benefits (and Costs) of Self-Interested Charitable Behavior

In knowledge-intensive settings such as product or software development, fluid teams of individuals with different sets of experience are tasked with projects that are critical to the success of their organizations. Although building teams from individuals with diverse prior experience is increasingly necessary, prior work examining the relationship between experience and performance fails to find a consistent effect of diversity in experience on performance. The problem is that diversity in experience improves a team's information processing capacity and knowledge base, but also creates coordination challenges. We hypothesize that team familiarity - team members' prior experience working with one another - is one mechanism that helps teams leverage the benefits of diversity in team member experience by alleviating coordination problems that diversity creates. We use detailed project- and individual-level data from an Indian software services firm to examine the effects of team familiarity and diversity in experience on performance for software development projects. We find the interaction of team familiarity and diversity in experience has a complementary effect on a project being delivered on time and on budget. In team familiarity, we identify one mechanism for capturing the performance benefits of diversity in experience and provide insight into how the management of experience accumulation affects team performance.Diversity, Experience, Knowledge, Software, Team Familiarity

IT Enablers for Task Organization and Innovation Support to drive Team Performance

Teams drive organizational innovation by applying knowledge to solve complex problems. However, many teams underperform and organizations do not sufficiently harvest the benefits they could gain from effective IT support for team processes consisting of creative (exploration) and structurally controlled (exploitation) processes. This paper investigates the impact of knowledge application on support for innovation, task organization, and team performance in a mixed method case study in two medium-sized, knowledge-intensive, information technology-affine organizations. We surveyed 204 employees and found that knowledge application positively affects task organization. Knowledge application and task organization positively affect support for innovation. Both, task organization and support for innovation positively affect team performance. Subsequent focus group interviews with 16 employees provided us with an in-depth understanding of factors that support team performance. Qualitative content analysis resulted in nine IT enablers, which can be adapted by organizations to foster coordination while at the same time promote innovation

The Role of Tacit Routines in Coordinating Activity

We explore the influence of tacit routines in obtaining coordination. Our experiment uses simple laboratory "firms," in which we interfere with one kind of firm's ability to develop tacit routines. Thus, our firms vary in the degree to which they rely on this kind of knowledge – instead of other, explicit, mechanisms – for obtaining coordination. We find that interfering with the development of tacit routines harms firms’ ability to coordinate. We then explore the extent to which firms are able to transfer their ability to coordinate activity, either to a new domain or to new members. Our results indicate that tacit routines transfer more easily than other mechanisms to a new, but closely related, domain. However, routine-based firms perform slightly worse in their ability to incorporate new members

What Are the Useful Past Inter-Organizational Relationships (IORs) for Forming Complex IORs?

Purpose: The purpose is to explore the relationship between prior and later inter-organizational relationships (IORs) by studying whether past experience can be leveraged on when forming new, more complex, IORs. Methodology: Participation in prior IORs is characterized in terms of both resource- transferring and resource-pooling IORs in home-country networks, while complex IORs are considered those with foreign partners. An empirical test on 366 Italian firms is performed using OLS with robust standard errors. Findings: Both resource-transferring and resource-pooling IORs have non-convergent effects. The former has controversial effects on the base of the position a firm occupies, that in turn affects the structure of interests between the partners. The latter has different effects in line with the information complexity of the objective of the relationship. Research Implications: Results provide support to the idea that structure of interests and information complexity represent \u201cdiscriminating characteristics\u201d that identify salient structural alternatives in the analysis of inter-firm organization. Practical Implications: The paper advances that firms can partially leverage on the exploitation of prior experience in settings that are explorative in nature, by carefully selecting within past experiences. Originality: A distinction between coordination \u201cgiving\u201d and coordination \u201ctaking\u201d IORs is proposed to discern among different types of inter-firm coordination forms

Factors facilitating upgrading process of knowledge-intensive business services' clusters in global value chains

The aim of this article is to describe the factors that facilitate upgrading process of knowledge-intensive business services (KIBS) clusters in global value chains. The observed phenomenon which can be described as an increase in value added produced by KIBS leads to a similar increase at the clusters’ level, and consequently to an increase in the position of these clusters in global value chains. This topic constitutes a new research area. The available definitions of clusters were reviewed. The nature and specificity of knowledge-intensive business services’ clusters were presented. The concepts of upgrading and global value chains were defined and the idea of upgrading of KIBS’ clusters in global value chains were presented. As a result of the literature analysis, endogenous and exogenous factors influencing the upgrading of clusters in global value chains were presented. The article is conceptual and based on scientific literature, the review of which was a research method used

Knowledge management in project-base organizations: the interplay of time orientations and knowledge interventions

The common perception is that all types of work and work organizations appear to involve knowledge: knowledge intensive work, knowledge workers, knowledge products, customerrelated knowledge and knowledge intensive organizations. Therefore, as organizations increasingly organize their activities in the form of projects, effective ways of knowledge management are needed to deliver successful and timely outcomes. However, little research has been done in the area that integrates time orientations into the process of knowledge management. Using the approach of grounded theory, this paper investigates the interplay between time orientations and knowledge interventions through interviews with international project managers drawn from different types of project-based organizations in Sweden and Italy. The perceptions and experiences of the managers are used to construct a model of time orientation and knowledge interventions in project-based organizations. Time orientations are shown to play a critical role in the success or failure of projects. The model integrates time orientations into the project life cycle and illustrates how effectively knowledge interventions can be used to achieve project milestones and meet overall deadlines

Crossing Organizational Boundaries in Palliative Care: The Promise and Reality of Community Partnerships

This report presents the first of a series of findings from the Community-Oriented Palliative Care Initiative (COPCI), an innovative program testing new approaches to caring for individuals with progressive, life threatening illness. Developed and supported by the United Hospital Fund, the project was designed to initiate collaborations among health care and social service organizations, with the goal of reaching seriously ill individuals and their caregivers earlier in the course of illness and providing a broad range of coordinated services. Six such networks of diverse partners received a total of $2.1 million in grants over the two-year period from mid-2000 into 2002.The urgency to provide alternatives to current standard practice is underscored by the number of individuals affected: in New York City alone, in the year 2000, some 46,000 people died of diseases typically marked by a lengthy course from diagnosis to death. While many could have benefited from appropriate and timely palliative care services, most did not receive them.The Fund reasoned that networks including not only hospitals and hospices but also social services agencies and other community resources could collectively respond, earlier and more fully, to the complex combination of medical, social, psychological, and spiritual needs that typify the months and years leading to death. Local expertise and resources should determine the structure of each network, the partners involved, and the specific model for service delivery. Drawing on the experiences of the six pioneering projects, this report focuses on the challenges of creating such new networks

Influential factors of aligning Spotify squads in mission-critical and offshore projects – a longitudinal embedded case study

Changing the development process of an organization is one of the toughest and riskiest decisions. This is particularly true if the known experiences and practices of the new considered ways of working are relative and subject to contextual assumptions. Spotify engineering culture is deemed as a new agile software development method which increasingly attracts large-scale organizations. The method relies on several small cross-functional self-organized teams (i.e., squads). The squad autonomy is a key driver in Spotify method, where a squad decides what to do and how to do it. To enable effective squad autonomy, each squad shall be aligned with a mission, strategy, short-term goals and other squads. Since a little known about Spotify method, there is a need to answer the question of: How can organizations work out and maintain the alignment to enable loosely coupled and tightly aligned squads? In this paper, we identify factors to support the alignment that is actually performed in practice but have never been discussed before in terms of Spotify method. We also present Spotify Tailoring by highlighting the modified and newly introduced processes to the method. Our work is based on a longitudinal embedded case study which was conducted in a real-world large-scale offshore software intensive organization that maintains mission-critical systems. According to the confidentiality agreement by the organization in question, we are not allowed to reveal a detailed description of the features of the explored project

Towards Convergence: How to Do Transdisciplinary Environmental Health Disparities Research.

Increasingly, funders (i.e., national, public funders, such as the National Institutes of Health and National Science Foundation in the U.S.) and scholars agree that single disciplines are ill equipped to study the pressing social, health, and environmental problems we face alone, particularly environmental exposures, increasing health disparities, and climate change. To better understand these pressing social problems, funders and scholars have advocated for transdisciplinary approaches in order to harness the analytical power of diverse and multiple disciplines to tackle these problems and improve our understanding. However, few studies look into how to conduct such research. To this end, this article provides a review of transdisciplinary science, particularly as it relates to environmental research and public health. To further the field, this article provides in-depth information on how to conduct transdisciplinary research. Using the case of a transdisciplinary, community-based, participatory action, environmental health disparities study in California's Central Valley provides an in-depth look at how to do transdisciplinary research. Working with researchers from the fields of social sciences, public health, biological engineering, and land, air, and water resources, this study aims to answer community residents' questions related to the health disparities they face due to environmental exposure. Through this case study, I articulate not only the logistics of how to conduct transdisciplinary research but also the logics. The implications for transdisciplinary methodologies in health disparity research are further discussed, particularly in the context of team science and convergence science