Formal Versus Informal Training & Tacit Versus Explicit Knowledge Sharing: What Matters More for the Entrepreneurially Oriented Firms?

The beneficial outcome of a firm’s entrepreneurial orientation (E.O) has been widely researched, but literature and empirical studies about factors that stimulate E.O remain scarce.  Previous research has showed that employee training is a crucial mechanism to foster E.O others has exhibited that a higher level of knowledge sharing is related to a stronger E.O. Although, previous researches do not distinguish neither between different type of training, with the most important distinction being between formal and informal nor between different form of knowledge sharing, with the very popular being between tacit and explicit. In view of the difference for each pair contrasts of one over the other, they are widely considered to have different impact on the E.O’s dimensions namely innovativeness, proactiveness, and risk-taking in SMEs.  Our research model is tested with survey data collected from 186 Tunisian small and medium-sized textile & clothing firms. Findings reveal that the level of each dimension of E.O- Innovativeness, proactiveness and risk taking differs based on the form of knowledge sharing either tacit or explicit and the type of training either formal or informal

A Blueprint for Knowledge Management in the Biopharmaceutical Sector

This research examined current industry Knowledge Management (KM) methodologies and capabilities in order to gain insights into the level of maturity and understanding of KM within the biopharmaceutical sector. In addition, the researcher has developed models, tools and processes that can assist the sector to gain greater clarity of the value and merits that KM can offer to organizations. The researcher proposes that a systematic KM program can be used to “unlock” the knowledge and organizational capabilities necessary to convey real competitive advantage, but more importantly for the patient, to enable organizations to successfully develop and deliver the next generation of advanced therapeutics. The research questions asked; What are the current levels of adoption of KM within the biopharmaceutical sector? How is ‘critical knowledge’ defined within organizations? What might represent the core elements of a Pharma KM Blueprint to better enable knowledge flow within organizations? The research approach adopted a pragmatic worldview which is most suited to a research topic that is both real world practice orientated and problemcentered and sought to examine the consequences of actions within the biopharmaceutical sector when knowledge is not managed effectively. There were three primary phases of inquiry employed in the thesis and a mixed methods approach was used to explore the problems addressed. The first phase involved quantitative and qualitative data analysis of relevant literature sources, including available international KM benchmarking data. The second phase involved a biopharmaceutical industry consultation phase comprising of focus groups, polls and philosophical dialogues with KM experts, sector KM practitioners and knowledge workers. The third and final phase of inquiry involved the adaptation and development of the Pharma KM Blueprint including practical KM tools, frameworks and models for use within the biopharmaceutical sector. This phase also included a detailed case study executed within one large biopharmaceutical organization of a KM diagnostic tool and process developed as part of this research. The research findings have established a core principle that knowledge must be valued and managed as a critical asset within an organization, in the same manner as physical assets. In addition, the research identified that in order to realize the ambitions of ICH Q10, stated as, ‘enhance the quality and availability of medicines around the world in the interest of public health’, (ICH Q10, 2008), there is a crucial need to enhance the effective and efficient flow of knowledge across the product lifecycle within organizations. The research finds that in order to extract value from this organizational knowledge there must be practical, integrated and systematic KM approaches implemented for the identification, capture, curation and visibility of the critical knowledge assets before the matter of enhancing the flow of knowledge can be addressed. The research indicates that while these concepts are important to any business within the traditional biopharmaceutical sector planning on remaining competitive, they represent a “game changer” (or “game over”) opportunity for any organization planning to develop, manufacture or market advanced therapeutic products, personalized medicines or next generation products. A key output of the research is the Pharma KM Blueprint that illustrates the holistic integration of core KM principles, models and tools to deliver the real benefits to the patients and the business

Systemic organisational knowledge management: an action research study in a high-performance sport institute

Knowledge management (KM) is increasingly gaining significance in the academic and professional realms as a source of organisational competitive advantage. However, despite the promise of competitive advantage, knowledge management initiatives can sometimes be unsuccessful. Historically, the discipline of knowledge management has multidisciplinary roots in various organisational sciences. Added to that, there exist multiple definitions and perspectives in the field, all influencing the way in which knowledge management is implemented in organisations. Further, the organisational context in turn plays a key role in outlining the knowledge management strategy. As such, there is a lack of a standard framework for knowledge management implementation, adding to the dilemma of how organisations plan and implement knowledge management.The knowledge management literature points to the need for an integrated effort for knowledge management implementation, embracing the complexity inherent in the field marked by the interconnectedness of multiple critical success factors, networks of knowledge and the critical role of knowledge management in facilitating competitive advantage. Knowledge audits have been cited as the critical first step in the design and implementation of knowledge management practice. However, the current knowledge audit methodologies in the literature predominantly adopt a systematic, snapshot and fragmented approach to inquiry conducted by external consultants in order to recommend and design independent knowledge management solutions. This appears to be at odds with the need for an integrated effort for knowledge management implementation.This research contributes to the knowledge audit literature by rethinking the audit methodology. A knowledge management review methodology is proposed emphasising a systemic and iterative approach to inquiry, facilitated by the embeddedness of the researcher in the context. The study contributes by arguing that knowledge management practice that is systemically embedded across the organisation is more likely to be sustainable and resilient to changes in the context and provide continuous competitive advantage. The knowledge management review methodology draws from an interaction of three action research approaches, insider action research, systemic action research and critical participatory action research, to contribute to theoretical understanding and practice of knowledge audits.The research is conducted in a high-performance sport institute where the researcher was embedded as an employee. The case study organisation is further recognised as a knowledge intensive firm and a public-sector organisation, with specialised and esoteric knowledge that interacts in multilinear ways to facilitate the attainment of the organisation’s strategic objectives. As such, the case study organisation presents a unique opportunity to conduct and review the methodology for informing their knowledge management practice. The iterative and systemic approach to inquiry, facilitated by the interaction between the three action research approaches, was instrumental in simultaneously enhancing the learning across the organisation and facilitating systemic organisational knowledge management.The research further positions itself amongst the ongoing debates on the future of the discipline of knowledge management, emphasising true systemic integration of knowledge management practice in the organisational context, functions and objectives for sustained competitive advantage.</div