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    A Study on the Open Source Digital Library Software's: Special Reference to DSpace, EPrints and Greenstone

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    The richness in knowledge has changed access methods for all stake holders in retrieving key knowledge and relevant information. This paper presents a study of three open source digital library management software used to assimilate and disseminate information to world audience. The methodology followed involves online survey and study of related software documentation and associated technical manuals.Comment: 9 Pages, 3 Figures, 1 Table, "Published with International Journal of Computer Applications (IJCA)

    Conceptualisation of the three-dimensional matrix of collaborative knowledge barriers

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    [EN] Nowadays, collaborative knowledge management (CKM) is well accepted as a decisive asset in the field of networked enterprises and supply chains. However, few knowledge management initiatives have been performed successfully because, in most cases, the barriers that hinder the CKM process are unknown and misunderstood. Currently, the research reveals different uni- and bi-dimensional barriers' classifications, however multi-dimensional approaches provide a better view of the complexity in the area of CKM. Therefore, this paper proposes the three-dimensional matrix of collaborative knowledge barriers taking into account: (i) perspectives; (ii) levels and (iii) barriers blocks to provide a reference way to audit the CKM barriers, and thus, in further research, focus on the corrections and adjustments to guarantee the success while implementing a CKM project.Sanchis, R.; Sanchis Gisbert, MR.; Poler, R. (2020). Conceptualisation of the three-dimensional matrix of collaborative knowledge barriers. Sustainability. 12(3):1-25. https://doi.org/10.3390/su12031279S125123Rajabion, L., Sataei Mokhtari, A., Khordehbinan, M. W., Zare, M., & Hassani, A. (2019). The role of knowledge sharing in supply chain success. Journal of Engineering, Design and Technology, 17(6), 1222-1249. doi:10.1108/jedt-03-2019-0052Sanguankaew, P., & Vathanophas Ractham, V. (2019). Bibliometric Review of Research on Knowledge Management and Sustainability, 1994–2018. Sustainability, 11(16), 4388. doi:10.3390/su11164388Zhang, J., Dawes, S. S., & Sarkis, J. (2005). Exploring stakeholders’ expectations of the benefits and barriers of e‐government knowledge sharing. Journal of Enterprise Information Management, 18(5), 548-567. doi:10.1108/17410390510624007Riege, A. (2005). Three‐dozen knowledge‐sharing barriers managers must consider. 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    Investigating knowledge management factors affecting Chinese ICT firms performance: An integrated KM framework

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    This is an Author's Accepted Manuscript of an article published in the Journal of Information Systems Management, 28(1), 19 - 29, 2011, copyright Taylor & Francis, available online at: http://www.tandfonline.com/10.1080/10580530.2011.536107.This article sets out to investigate the critical factors of Knowledge Management (KM) which are considered to have an impact on the performance of Chinese information and communication technology (ICT) firms. This study confirms that the cultural environment of an enterprise is central to its success in the context of China. It shows that a collaborated, trusted, and learning environment within ICT firms will have a positive impact on their KM performance

    A Descriptive Research on the Evaluation of Knowledge Management Themed Publications

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    Knowledge management is an important business which has technical and social dimensions, and directs the future of organizations. However, knowledge management is often perceived as the field of information technology experts and managers. The fact that the concept cannot be clearly separated from similar ones has a negative impact on knowledge management processes. In other words, although widespread use of information systems and big data analyzes play an active role in decision-making processes; it is thought that knowledge without social dimension will be insufficient. In this context, a study has been designed to determine the focus of researches on knowledge management. First, publications in the field of “knowledge management” were searched through the university online library (lib.ikc.edu.tr). The distribution of these studies according to the different scientific areas was determined and the studies focusing on knowledge management, in the field of business & management within the scope of social sciences, were examined. Then, to make a comparison, in all issues of the Academy of Management Journal, which have the highest impact factor in the field of business and management, publications with keyword "knowledge management" have been reached and within these publications keywords which are used together with knowledge management have been analyzed. In addition, within the scope of the study, the publications were evaluated according to their subjects and years, and the differences were explained between general literature and Academy of Management Journal. According to the findings, it is possible to say that the technical dimension of knowledge management is studied more frequently than the social dimension in general business & management literature. In the Academy of Management Journal, it is seen that the social dimension of knowledge management is studied more frequently than the technical dimension

    A social network-based organizational model for improving knowledge management in supply chains

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    Purpose: This paper aims to provide a social network-based model for improving knowledge management in multi-level supply chains formed by small and medium-sized enterprises (SMEs). Design/methodology/approach: This approach uses social network analysis techniques to propose and represent a knowledge network for supply chains. Also, an empirical experience from an exploratory case study in the construction sector is presented. Findings: This proposal improves the establishment of inter-organizational relationships into networks to exchange the knowledge among the companies along the supply chain and create specific knowledge by promoting confidence and motivation. Originality/value: This proposed model is useful for academics and practitioners in supply chain management to gain a better understanding of knowledge management processes, particularly for the supply chains formed by SMEs. © Emerald Group Publishing Limited.Capó-Vicedo, J.; Mula, J.; Capó I Vicedo, J. (2011). A social network-based organizational model for improving knowledge management in supply chains. Supply Chain Management: An International Journal. 16(5):379-388. doi:10.1108/13598541111155884S379388165Archer, N., Wang, S., & Kang, C. (2008). Barriers to the adoption of online supply chain solutions in small and medium enterprises. Supply Chain Management: An International Journal, 13(1), 73-82. doi:10.1108/13598540810850337Arend, R. J., & Wisner, J. D. (2005). Small business and supply chain management: is there a fit? Journal of Business Venturing, 20(3), 403-436. doi:10.1016/j.jbusvent.2003.11.003BERNARDES, E. S. (2010). THE EFFECT OF SUPPLY MANAGEMENT ON ASPECTS OF SOCIAL CAPITAL AND THE IMPACT ON PERFORMANCE: A SOCIAL NETWORK PERSPECTIVE. Journal of Supply Chain Management, 46(1), 45-55. doi:10.1111/j.1745-493x.2009.03185.xBORGATTI, S. P., & LI, X. (2009). ON SOCIAL NETWORK ANALYSIS IN A SUPPLY CHAIN CONTEXT. Journal of Supply Chain Management, 45(2), 5-22. doi:10.1111/j.1745-493x.2009.03166.xBorgatti, S. P., Mehra, A., Brass, D. J., & Labianca, G. (2009). Network Analysis in the Social Sciences. Science, 323(5916), 892-895. doi:10.1126/science.1165821Boschma, R. A., & ter Wal, A. L. J. (2007). Knowledge Networks and Innovative Performance in an Industrial District: The Case of a Footwear District in the South of Italy. Industry & Innovation, 14(2), 177-199. doi:10.1080/13662710701253441Cadilhon, J.J. and Fearne, A.P. (2005), “Lessons in collaboration: a case study from Vietnam”,Supply Chain Management Review, Vol. 9 No. 4, pp. 11‐12.Carter, C. R., Ellram, L. M., & Tate, W. (2007). THE USE OF SOCIAL NETWORK ANALYSIS IN LOGISTICS RESEARCH. Journal of Business Logistics, 28(1), 137-168. doi:10.1002/j.2158-1592.2007.tb00235.xChen, I. J., & Paulraj, A. (2004). Understanding supply chain management: critical research and a theoretical framework. International Journal of Production Research, 42(1), 131-163. doi:10.1080/00207540310001602865Cheng, J., Yeh, C., & Tu, C. (2008). Trust and knowledge sharing in green supply chains. Supply Chain Management: An International Journal, 13(4), 283-295. doi:10.1108/13598540810882170CHOI, T. Y., & WU, Z. (2009). TRIADS IN SUPPLY NETWORKS: THEORIZING BUYER-SUPPLIER-SUPPLIER RELATIONSHIPS. Journal of Supply Chain Management, 45(1), 8-25. doi:10.1111/j.1745-493x.2009.03151.xCrone, M., & Roper, S. (2001). Local Learning from Multinational Plants: Knowledge Transfers in the Supply Chain. Regional Studies, 35(6), 535-548. doi:10.1080/00343400120065705Egbu, C. O., Hari, S., & Renukappa, S. H. (2005). Knowledge management for sustainable competitiveness in small and medium surveying practices. Structural Survey, 23(1), 7-21. doi:10.1108/02630800510586871Fong, P. S. W., & Kwok, C. W. C. (2009). Organizational Culture and Knowledge Management Success at Project and Organizational Levels in Contracting Firms. Journal of Construction Engineering and Management, 135(12), 1348-1356. doi:10.1061/(asce)co.1943-7862.0000106Giannakis, M. (2008). Facilitating learning and knowledge transfer through supplier development. Supply Chain Management: An International Journal, 13(1), 62-72. doi:10.1108/13598540810850328Giuliani, E. (2007). The selective nature of knowledge networks in clusters: evidence from the wine industry. Journal of Economic Geography, 7(2), 139-168. doi:10.1093/jeg/lbl014Giuliani, E., & Bell, M. (2005). The micro-determinants of meso-level learning and innovation: evidence from a Chilean wine cluster. Research Policy, 34(1), 47-68. doi:10.1016/j.respol.2004.10.008Gunasekaran, A., Patel, C., & Tirtiroglu, E. (2001). Performance measures and metrics in a supply chain environment. International Journal of Operations & Production Management, 21(1/2), 71-87. doi:10.1108/01443570110358468Hogarth‐Scott, S. (1999). Retailer‐supplier partnerships: hostages to fortune or the way forward for the millennium? British Food Journal, 101(9), 668-682. doi:10.1108/00070709910288865Javernick-Will, A. N., & Scott, W. R. (2010). Who Needs to Know What? Institutional Knowledge and Global Projects. Journal of Construction Engineering and Management, 136(5), 546-557. doi:10.1061/(asce)co.1943-7862.0000035Johnsen, T. E., Johnsen, R. E., & Lamming, R. C. (2008). Supply relationship evaluation: European Management Journal, 26(4), 274-287. doi:10.1016/j.emj.2007.10.001Kinder, T. (2003). Go with the flow—a conceptual framework for supply relations in the era of the extended enterprise. Research Policy, 32(3), 503-523. doi:10.1016/s0048-7333(02)00021-5Lambert, D. M., Cooper, M. C., & Pagh, J. D. (1998). Supply Chain Management: Implementation Issues and Research Opportunities. The International Journal of Logistics Management, 9(2), 1-20. doi:10.1108/09574099810805807Lamming, R., Caldwell, N., & Phillips, W. (2006). A Conceptual Model of Value-Transparency in Supply. European Management Journal, 24(2-3), 206-213. doi:10.1016/j.emj.2006.03.010Lamming, R., Caldwell, N., Phillips, W., & Harrison, D. (2005). Sharing Sensitive Information in Supply Relationships: European Management Journal, 23(5), 554-563. doi:10.1016/j.emj.2005.09.010Levy, M., Loebbecke, C., & Powell, P. (2003). SMEs, co-opetition and knowledge sharing: the role of information systems. European Journal of Information Systems, 12(1), 3-17. doi:10.1057/palgrave.ejis.3000439McCarthy, T. M., & Golicic, S. L. (2002). Implementing collaborative forecasting to improve supply chain performance. International Journal of Physical Distribution & Logistics Management, 32(6), 431-454. doi:10.1108/09600030210437960Malhotra, A., Gosain, S. and El Sawy, O.A. (2001), “Absorptive capacity configurations in supply chains: gearing for partner‐enabled market knowledge creation”,MIS Quarterly, Vol. 29 No. 1, pp. 145‐87.Matopoulos, A., Vlachopoulou, M., Manthou, V., & Manos, B. (2007). A conceptual framework for supply chain collaboration: empirical evidence from the agri‐food industry. Supply Chain Management: An International Journal, 12(3), 177-186. doi:10.1108/13598540710742491Mentzas, G., Apostolou, D., Kafentzis, K., & Georgolios, P. (2006). Inter-organizational networks for knowledge sharing and trading. Information Technology and Management, 7(4), 259-276. doi:10.1007/s10799-006-0276-8Morrison, A. (2008). Gatekeepers of Knowledgewithin Industrial Districts: Who They Are, How They Interact. Regional Studies, 42(6), 817-835. doi:10.1080/00343400701654178Morrison, A., & Rabellotti, R. (2009). Knowledge and Information Networks in an Italian Wine Cluster. European Planning Studies, 17(7), 983-1006. doi:10.1080/09654310902949265Newell, S., Bresnen, M., Edelman, L., Scarbrough, H., & Swan, J. (2006). Sharing Knowledge Across Projects. Management Learning, 37(2), 167-185. doi:10.1177/1350507606063441Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1), 14-37. doi:10.1287/orsc.5.1.14Ozkul, A., & Barut, M. (2009). Measuring supply chain relationships: a social network approach. International Journal of Integrated Supply Management, 5(1), 38. doi:10.1504/ijism.2009.026204Ramírez-Pasillas, M. (2010). International trade fairs as amplifiers of permanent and temporary proximities in clusters. Entrepreneurship & Regional Development, 22(2), 155-187. doi:10.1080/08985620902815106Sanderson, J., & Cox, A. (2008). The challenges of supply strategy selection in a project environment: evidence from UK naval shipbuilding. Supply Chain Management: An International Journal, 13(1), 16-25. doi:10.1108/13598540810850283Seggie, S. H., Kim, D., & Cavusgil, S. T. (2006). Do supply chain IT alignment and supply chain interfirm system integration impact upon brand equity and firm performance? Journal of Business Research, 59(8), 887-895. doi:10.1016/j.jbusres.2006.03.005Soosay, C. A., Hyland, P. W., & Ferrer, M. (2008). Supply chain collaboration: capabilities for continuous innovation. Supply Chain Management: An International Journal, 13(2), 160-169. doi:10.1108/13598540810860994Vaaland, T. I., & Heide, M. (2007). Can the SME survive the supply chain challenges? Supply Chain Management: An International Journal, 12(1), 20-31. doi:10.1108/13598540710724374Venters, W., Cornford, T., & Cushman, M. (2005). Knowledge about Sustainability: SSM as a Method for Conceptualising the UK Construction Industry�s Knowledge Environment. 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    CoPs-Centered Knowledge Management

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    Rajiv Khosla is an Associate Professor at School of Business, La Trobe University. He is the director of externally funded Business Intelligence Institute-Business Systems and Knowledge Modelling research laboratory. Rajiv has a multi-disciplinary background in management, engineering and computer science. He has published over 120 refereed journal and conference papers. He has also authored four books (research monographs) in the area of Emotional Intelligence, Human-Centred e-Business, Multimedia based Socio-technical Information systems, Intelligent Hybrid Multi-agent Systems. Rajiv is the Associate editor of the International Journal of Pattern Recognition, Regional editor of Journal of Intelligent Manufacturing (Springer-verlag), and Action Editor of Journal of Cognitive Systems Research. He has been a project leader of over a dozen industry projects and has commercialised four IT products in Australia. Associate Professor Rajiv Khosla Business Intelligence Institute and Business Systems Knowledge Modeling Laboratory (http://www.latrobe.edu.au/bskm) School of Business, La Trobe University, Melbourne, Victoria – 3086, Australia E-Mail: [email protected] of the primary reasons identified for the failure of existing knowledge management solutions has been that knowledge management tools and research have primarily been designed around technology push-models as against strategy pull-models. In an era where organizations are undergoing rapid and discontinuous change it is imperative that knowledge management systems and organizational entities like CoPs that facilitate knowledge management and organizational transformation are more closely aligned with business strategies and goals of an organization. This would enable organizations to respond more quickly to changing business environments and corresponding change in their knowledge management needs from time to time. This seminar presents a strategy-pull approach for Modeling and Design of CoPs-centered Knowledge Management Systems to facilitate organizational transformation. Among other aspects the seminar will focus on definition of dimensions and criteria for defining CoPs in an organization, application of fuzzy integral techniques to rank 16 criteria employed by CoPs to engage in knowledge management. From a knowledge management and organizational transformation perspective this approach will enable a more direct relationship between business strategy, CoPs and Knowledge Management solutions.published_or_final_versionCentre for Information Technology in Education, University of Hong Kon

    The effectiveness of crowdsourcing in knowledge-based industries: the moderating role of transformational leadership and organisational learning

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    [EN] Crowdsourcing provides an opportunity for SMEs to exploit collective knowledge that is located outside the organisation. Crowdsourcing allows organisations to keep pace with a fast-changing environment by solving business problems, supporting R&D activities, and fostering innovation cheaply, flexibly, and dynamically. Nevertheless, managing crowdsourcing is difficult, and positive outcomes are not guaranteed. Drawing on the Resource-based View, we study transformational leadership and organisational learning capability as complementary assets to help SMEs deploy crowdsourcing. An empirical study of Spanish telecommunications and biotechnology companies confirmed the moderating effect of organisational learning on the relationship between crowdsourcing and organisational performance.Devece Carañana, CA.; Palacios Marqués, D.; Ribeiro-Navarrete, B. (2019). The effectiveness of crowdsourcing in knowledge-based industries: the moderating role of transformational leadership and organisational learning. Economic Research-Ekonomska Istra ivanja. 32(1):335-351. https://doi.org/10.1080/1331677X.2018.1547204S335351321Amitay, M., Popper, M., & Lipshitz, R. (2005). Leadership styles and organizational learning in community clinics. The Learning Organization, 12(1), 57-70. doi:10.1108/09696470510574269Atapattu, M., & Ranawake, G. (2017). Transformational and Transactional Leadership Behaviours and their Effect on Knowledge Workers’ Propensity for Knowledge Management Processes. Journal of Information & Knowledge Management, 16(03), 1750026. doi:10.1142/s0219649217500265Aragón-Correa, J. A., García-Morales, V. J., & Cordón-Pozo, E. (2007). Leadership and organizational learning’s role on innovation and performance: Lessons from Spain. Industrial Marketing Management, 36(3), 349-359. doi:10.1016/j.indmarman.2005.09.006Bal, A. S., Weidner, K., Hanna, R., & Mills, A. J. (2017). Crowdsourcing and brand control. Business Horizons, 60(2), 219-228. doi:10.1016/j.bushor.2016.11.006Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120. doi:10.1177/014920639101700108Colli, A. (2011). Contextualizing Performances of Family Firms. Family Business Review, 25(3), 243-257. doi:10.1177/0894486511426872Bhatti, W. A., Larimo, J., & Carrasco, I. (2016). Strategy’s effect on knowledge sharing in host country networks. Journal of Business Research, 69(11), 4769-4774. doi:10.1016/j.jbusres.2016.04.028Bruque-Cámara, S., Vargas-Sánchez, A., & Hernández-Ortiz, M. J. (2004). Organizational determinants of IT adoption in the pharmaceutical distribution sector. European Journal of Information Systems, 13(2), 133-146. doi:10.1057/palgrave.ejis.3000490Cáceres, R., Guzmán, J., & Rekowski, M. (2011). Firms as source of variety in innovation: influence of size and sector. International Entrepreneurship and Management Journal, 7(3), 357-372. doi:10.1007/s11365-011-0198-8Chi, H.-K., Lan, C.-H., & Dorjgotov, B. (2012). The Moderating Effect of Transformational Leadership on Knowledge Management and Organizational Effectiveness. Social Behavior and Personality: an international journal, 40(6), 1015-1023. doi:10.2224/sbp.2012.40.6.1015Chiva, R., & Alegre, J. (2005). Organizational Learning and Organizational Knowledge. Management Learning, 36(1), 49-68. doi:10.1177/1350507605049906Chiva, R., Alegre, J., & Lapiedra, R. (2007). Measuring organisational learning capability among the workforce. International Journal of Manpower, 28(3/4), 224-242. doi:10.1108/01437720710755227Coelho, D. A., Nunes, F., & Vieira, F. L. (2016). The impact of crowdsourcing in product development: an exploratory study of Quirky based on the perspective of participants. International Journal of Design Creativity and Innovation, 6(1-2), 114-128. doi:10.1080/21650349.2016.1216331Conant, J. S., Mokwa, M. P., & Varadarajan, P. R. (1990). Strategic types, distinctive marketing competencies and organizational performance: A multiple measures-based study. Strategic Management Journal, 11(5), 365-383. doi:10.1002/smj.4250110504Devece, C., Palacios, D., & Martinez-Simarro, D. (2016). Effect of information management capability on organizational performance. Service Business, 11(3), 563-580. doi:10.1007/s11628-016-0320-7Dimitrova, S., & Scarso, E. (2017). The impact of crowdsourcing on the evolution of knowledge management: Insights from a case study. Knowledge and Process Management, 24(4), 287-295. doi:10.1002/kpm.1552Elkins, T., & Keller, R. T. (2003). Leadership in research and development organizations: A literature review and conceptual framework. The Leadership Quarterly, 14(4-5), 587-606. doi:10.1016/s1048-9843(03)00053-5Estellés-Arolas, E., & González-Ladrón-de-Guevara, F. (2012). Towards an integrated crowdsourcing definition. Journal of Information Science, 38(2), 189-200. doi:10.1177/0165551512437638Flostrand, A. (2017). Finding the future: Crowdsourcing versus the Delphi technique. Business Horizons, 60(2), 229-236. doi:10.1016/j.bushor.2016.11.007García-Morales, V. J., Lloréns-Montes, F. J., & Verdú-Jover, A. J. (2008). The Effects of Transformational Leadership on Organizational Performance through Knowledge and Innovation*. British Journal of Management, 19(4), 299-319. doi:10.1111/j.1467-8551.2007.00547.xGrant, R. M. (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33(3), 114-135. doi:10.2307/41166664King, W. R. (Ed.). (2009). Knowledge Management and Organizational Learning. Annals of Information Systems. doi:10.1007/978-1-4419-0011-1Lang, M., Bharadwaj, N., & Di Benedetto, C. A. (2016). How crowdsourcing improves prediction of market-oriented outcomes. Journal of Business Research, 69(10), 4168-4176. doi:10.1016/j.jbusres.2016.03.020Lee, J., & Seo, D. (2016). Crowdsourcing not all sourced by the crowd: An observation on the behavior of Wikipedia participants. Technovation, 55-56, 14-21. doi:10.1016/j.technovation.2016.05.002Leimeister, J. M., Huber, M., Bretschneider, U., & Krcmar, H. (2009). Leveraging Crowdsourcing: Activation-Supporting Components for IT-Based Ideas Competition. Journal of Management Information Systems, 26(1), 197-224. doi:10.2753/mis0742-1222260108Liu, S., Xia, F., Zhang, J., & Wang, L. (2016). How crowdsourcing risks affect performance: an exploratory model. Management Decision, 54(9), 2235-2255. doi:10.1108/md-12-2015-0604Marjanovic, S., Fry, C., & Chataway, J. (2012). Crowdsourcing based business models: In search of evidence for innovation 2.0. Science and Public Policy, 39(3), 318-332. doi:10.1093/scipol/scs009McEvily, S. K., & Chakravarthy, B. (2002). The persistence of knowledge-based advantage: an empirical test for product performance and technological knowledge. Strategic Management Journal, 23(4), 285-305. doi:10.1002/smj.223Melville, Kraemer, & Gurbaxani. (2004). Review: Information Technology and Organizational Performance: An Integrative Model of IT Business Value. MIS Quarterly, 28(2), 283. doi:10.2307/25148636Naqshbandi, M. M., & Tabche, I. (2018). The interplay of leadership, absorptive capacity, and organizational learning culture in open innovation: Testing a moderated mediation model. Technological Forecasting and Social Change, 133, 156-167. doi:10.1016/j.techfore.2018.03.017Assis Neto, F. R., & Santos, C. A. S. (2018). Understanding crowdsourcing projects: A systematic review of tendencies, workflow, and quality management. Information Processing & Management, 54(4), 490-506. doi:10.1016/j.ipm.2018.03.006Nonaka, I., & Konno, N. (1998). The Concept of «Ba»: Building a Foundation for Knowledge Creation. California Management Review, 40(3), 40-54. doi:10.2307/41165942Noruzy, A., Dalfard, V. M., Azhdari, B., Nazari-Shirkouhi, S., & Rezazadeh, A. (2012). Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: an empirical investigation of manufacturing firms. The International Journal of Advanced Manufacturing Technology, 64(5-8), 1073-1085. doi:10.1007/s00170-012-4038-yPalacios‐Marqués, D., Peris‐Ortiz, M., & Merigó, J. M. (2013). The effect of knowledge transfer on firm performance. Management Decision, 51(5), 973-985. doi:10.1108/md-08-2012-0562Palacios, M., Martinez-Corral, A., Nisar, A., & Grijalvo, M. (2016). Crowdsourcing and organizational forms: Emerging trends and research implications. Journal of Business Research, 69(5), 1834-1839. doi:10.1016/j.jbusres.2015.10.065Peris-Ortiz, M., Devece-Carañana, C. A., & Navarro-Garcia, A. (2018). Organizational learning capability and open innovation. Management Decision, 56(6), 1217-1231. doi:10.1108/md-02-2017-0173Piezunka, H., & Dahlander, L. (2015). Distant Search, Narrow Attention: How Crowding Alters Organizations’ Filtering of Suggestions in Crowdsourcing. Academy of Management Journal, 58(3), 856-880. doi:10.5465/amj.2012.0458Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903. doi:10.1037/0021-9010.88.5.879Prpić, J., Shukla, P. P., Kietzmann, J. H., & McCarthy, I. P. (2015). How to work a crowd: Developing crowd capital through crowdsourcing. 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    Customer relationship management: digital transformation and sustainable business model innovation

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    [EN] The point of departure for this study is the understanding of customer relationship management (CRM) as a set of technological solutions key for efficient business management, the benefits of which, highlighted by previous works, are presented and defined here as crucial for entrepreneurial success. Of particular interest for this purpose are the existing studies on sustainability, which provide a viable research model to assess and validate the potential effect of each CRM component (sales, marketing, and services) on the three dimensions of sustainability (economic, environmental, and social). Upon confirmation of our hypotheses, the subsequent validation of such model should bring a better understanding of the way in which CRM-related benefits may increase the positive impact of its components on each dimension of sustainability. CRM can hence be considered a sort of Green IT, oriented toward digital transformation and sustainable business model innovation. Indeed, this research model may be the basis for a more specific methodology to measure the impact and benefits of applying CRM, understood, as we will contend, both in terms of sustainable business models and innovation.Gil Gómez, H.; Guerola-Navarro, V.; Oltra Badenes, RF.; Lozano Quilis, JA. (2020). Customer relationship management: digital transformation and sustainable business model innovation. Economic Research-Ekonomska Istra ivanja. 33(1):2733-2750. https://doi.org/10.1080/1331677X.2019.1676283S27332750331Abson, D. J., Fischer, J., Leventon, J., Newig, J., Schomerus, T., Vilsmaier, U., … Lang, D. J. (2016). Leverage points for sustainability transformation. Ambio, 46(1), 30-39. doi:10.1007/s13280-016-0800-yAlegre, J., Sengupta, K., & Lapiedra, R. (2011). Knowledge management and innovation performance in a high-tech SMEs industry. 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Information systems and ecological sustainability. Journal of Systems and Information Technology, 10(3), 186-201. doi:10.1108/13287260810916907Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM). Business Process Management Journal, 9(5), 672-688. doi:10.1108/14637150310496758Christofi, M., Leonidou, E., & Vrontis, D. (2015). Cause-related marketing, product innovation and extraordinary sustainable leadership: the root towards sustainability. Global Business and Economics Review, 17(1), 93. doi:10.1504/gber.2015.066533Chua, A. Y. ., & Banerjee, S. (2013). Customer knowledge management via social media: the case of Starbucks. Journal of Knowledge Management, 17(2), 237-249. doi:10.1108/13673271311315196Claycomb, C., Dröge, C., & Germain, R. (1999). The Effect of Just‐in‐Time with Customers on Organizational Design and Performance. The International Journal of Logistics Management, 10(1), 37-58. doi:10.1108/09574099910805923Cohen, W. M., & Levinthal, D. A. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35(1), 128. doi:10.2307/2393553Stefanou, C. J., Sarmaniotis, C., & Stafyla, A. (2003). CRM and customer‐centric knowledge management: an empirical research. Business Process Management Journal, 9(5), 617-634. doi:10.1108/14637150310496721Damanpour, F. (1996). Organizational Complexity and Innovation: Developing and Testing Multiple Contingency Models. Management Science, 42(5), 693-716. doi:10.1287/mnsc.42.5.693Damanpour, F., & Evan, W. M. (1984). Organizational Innovation and Performance: The Problem of «Organizational Lag». Administrative Science Quarterly, 29(3), 392. doi:10.2307/2393031Dervitsiotis, K. N. (2010). Developing full-spectrum innovation capability for survival and success in the global economy. Total Quality Management & Business Excellence, 21(2), 159-170. doi:10.1080/14783360903549865Dewhurst, F., Martínez Lorente, A. R., & Dale, B. G. (1999). Total quality management and information technologies: an exploration of the issues. International Journal of Quality & Reliability Management, 16(4), 392-406. doi:10.1108/02656719910249333Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21(10-11), 1105-1121. doi:10.1002/1097-0266(200010/11)21:10/113.0.co;2-eEpiphany.com. (2001). CRM benefits. Retrieved from http://www.ephany.com/market/crm_benefits.html2001European Commission. (2013). One trillion euro to invest in Europe’s future—The EU’s budget framework 2014–2020. Retrieved from https://ec.europa.eu/regional_policy/en/newsroom/news/2013/11/one-trillion-euro-to-invest-in-europe-s-future-the-eu-s-budget-framework-2014-2020Fidel, P., Schlesinger, W., & Cervera, A. (2015). Collaborating to innovate: Effects on customer knowledge management and performance. 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    This issue of Journal of Corporate Responsibility and Leadership(JCR&L) focuses its attention on leadership and human behaviours in the context of information and knowledge management (IKM)
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