Cultural Orientations of sport managers

Various interpretations of sport management are cultural constructs underpinned by core assumptions and values held by members of professional communities. Sport managers world wide share common problems, but differ in how they resolve them. These universal differences emerge from the relationships they form with other people, and their attitude to time, activities and the natural environment. This paper examines the role of sport managers’ cultural orientations in the interpretation and practice of sport management. Using a multiple dimension model (Hampden-Turner and Trompenaars, 2000) it sketches the cultural profiles of fifteen sport managers from seven countries. A combination of methods was employed including questionnaires, interviews and participant observation. It is contended that the culture of sport management concerns a social process by which managers get involved in reconciling seven fundamental cultural dilemmas in order to perform tasks and achieve certain ends. Thus, a knowledge of the cultural meaning of sport management in a particular country would equip sport managers with a valuable tool in managing both the cultural diversity of their own work forces and in developing appropriate cross-cultural skills needed for running international events, marketing campaigns, sponsorship deals and joint ventures

A benefit-oriented framework for the decision-making process on the application of KMS in SME

The result of the presented PhD project is an artifact providing the SME practitioner with the KinS conceptual framework including method support. Therefore concepts from KM and KMS are newly combined and validated applying the perceived benefit approach of the KMS Success Model. The KinS framework uses the demand for support as the starting point for the perceived benefit and analyzes it with regard to the support opportunities by knowledge services. With the help of the framework, the gap in the knowledge base can be addressed and benefit-orientation in the KMS support can be provided

The influence of organizational culture on the outcome of an IS implementation

A number of information system (IS) studies have adopted organizational culture (OC) theory to investigate IS implementations. The studies highlight that members will reach consensus or agreement in the use of an IS but also experience inevitable tensions and ambiguities in the use of the IS. However, literature related to IS implementation/OC has rarely examined the influence that the saliency of specific cultural practices may have on the success or failure of IS implementations. Using a case study approach, we adopted the “soft positivism” research philosophy to collect data, underpinned by Martin’s (1992) integration and differentiation perspectives of OC to study organizational implementation of an IS. These perspectives served as interpretive lenses through which to explain how members’ salient behaviors towards an IS evolved during the implementation process. Our study augments the IS implementation/OC literature by demonstrating how salient cultural practices influence the outcome of IS implementatio

Critical Success Factors Affecting Knowledge Management Systems Applications: A Theoretical Framework (18)

In the modern era, the developments in information technology have been dramatically shaping the ways people live as well as the ways organisations deal with their businesses in their professional business domains implementing various kinds of information systems. Knowledge Management Systems (KMS) has been recognized as one of the necessary tasks organizations have to perform in order to continue to survive. Given the tremendous amount of efforts organisations have devoted to the implementation of KMS, organizations are still continuously suffering from the failures of Knowledge management (KM) implementation. The purpose of this paper is to provide a conceptual theoretical framework that can help organisations to understand the context of KMS implementation. By having accurate assessments, the framework can in turn help the organisations to develop effective strategies or policies in order to maximize the probability of success in implementing KMS

Knowledge Integrated Business Process Management for Third Party Logistics Companies

The growing importance of logistics as well as the increasing dynamic complexity of markets, technologies, and customer needs has brought great challenges to logistics. In order to focus on their core competency in such a competitive environment, more and more companies have outsourced a part or the entirety of the logistics process to third party logistics (3PL) service providers. 3PL has played a crucial role in managing logistics processes within supply chain management. Logistics processes require and supply various types of knowledge for planning, developing, operating, controlling and improving business processes. Therefore, in the current knowledge era, knowledge integrated business process management (KIBPM) is of significant importance for 3PL. This work applies KIBPM in 3PL from both a theoretical and practical perspective. The methodology for this study is a combination of literature and primary source research. From the theoretical perspective, it reviews the related literature on knowledge, KM, KIBPM and 3PL. It next analyzes application potentials as well as basic theories of KIBPM in 3PL, and proposes a framework for application. Furthermore, it studies the issues, knowledge sources and content, as well as KM approaches from the strategic and operational perspectives. In particular, it discusses the dynamics, logistics networks, business process networks and tacit knowledge sharing in 3PL. From the practical perspective, a case study of a leading 3PL provider demonstrates the drivers, practices and approaches of KIBPM application. The case study is based on in-depth interviews and extensive access to the secondary data of the firm. It analyzes the core business processes, the process knowledge and key activities of KM in the formulation of business strategy and the operation of business processes in contract logistics. In addition, it applies the proposed framework in this case. Furthermore, it discusses the findings from the literature and case study that relate to the research questions, compares the differences and similarities of KM in 3PL between theory and practice, and puts forward some research and managerial implications. This study has come to the conclusion that it is more effective and efficient to integrate KM in business processes. Knowledge of market, customer requirements, partners, and competitors and collaborative KM in the logistics networks are essential when choosing competitive strategies, process designs and development strategies for business. 3PL needs dynamic capabilities to sustain competitive advantage through KM. In operation, knowledge related business procedures and domains, as well as the results in project management of warehousing, intermodal transport and cooperation between geographic networks, have considerable value for business process execution, evaluation and improvement. 3PL motivates tacit knowledge sharing and effective knowledge acquisition, production, warehousing, distribution and application with a trusting organizational culture, process oriented structure, appropriate technology, and incentive measures. However, while KM is a tool for improving the competency and performance for the organization, learning capability is more important to keeping sustainable competitive advantage in the long term for 3PL. The application of KIBPM in 3PL supports business process management at both the strategic and operational levels. It especially contributes to business development, collaborative projects, intermodal transport, and logistics service improvement

A Business Process Oriented Method of KM Solution Design: The Case of Samsung Electronics Anycall Gumi

Building a knowledge management (KM) solution based on a business process oriented methodology requires a transition from the traditional whole company approach to an approach focusing on a certain knowledge intensive business process, which is the core importance for a company. We chose a process dependent method as it provides practically relevant advice for managers who are striving to inject knowledge-leveraging activities inside everyday work activities of their employees. Knowledge only has organizational value when applied in better decision making or improved behavior of employees, thus, KM-related interventions need to have impact directly in value-adding business process. We present how KM projects can be more successful if they are treated as business process oriented organizational change projects. The goal of this article is: 1) to provide a six step method for design of knowledge management solutions, and 2) to show its practical application in the case of Samsung Electronics Anycall Gumi