Towards technological rules for designing innovation networks: a dynamic capabilities view.

Inter-organizational innovation networks provide opportunities to exploit complementary resources that reside beyond the boundary of the firm. The shifting locus of innovation and value creation away from the “sole firm as innovator” poses important questions about the nature of these resources and the capabilities needed to leverage them for competitive advantage. The purpose of this paper is to describe research into producing design-oriented knowledge, for configuring inter-organizational networks as a means of accessing such resources for innovation

Knowledge and learning capabilities in non-profit organizations: a relational capital perspective

Relational capital (RC) represents the knowledge and learning capabilities embedded in relationships external to an organization. The primary goal of this paper is to report preliminary findings through qualitative in-depth interviews collected from 35 senior executives in relation to their perceptions of RC in building knowledge and enhancing learning capability in 22 Australian nonprofit organizations. The findings revealed that RC was valued as the concept perceived to be able to assist nonprofit managers to conceptualize the development of knowledge and learning capabilities in external stakeholder relationships. However, the understanding and application of RC were substantially different to those contained in the literature. Scholars suggest that a balanced view of RC is essential when establishing external stakeholder relationships. The nonprofit managers often adopted a more focused relationship with key external stakeholders, which also happened to be primary fund providers for the organizations. Research implications of this theory-practice divide are discussed. Research limitations and future research direction are presented in the paper

Investigating the impact of networking capability on firm innovation performance:using the resource-action-performance framework

The author's final peer reviewed version can be found by following the URI link. The Publisher's final version can be found by following the DOI link.Purpose The experience of successful firms has proven that one of the most important ways to promote co-learning and create successful networked innovations is the proper application of inter-organizational knowledge mechanisms. This study aims to use a resource-action-performance framework to open the black box on the relationship between networking capability and innovation performance. The research population embraces companies in the Iranian automotive industry. Design/methodology/approach Due to the latent nature of the variables studied, the required data are collected through a web-based cross-sectional survey. First, the content validity of the measurement tool is evaluated by experts. Then, a pre-test is conducted to assess the reliability of the measurement tool. All data are gathered by the Iranian Vehicle Manufacturers Association (IVMA) and Iranian Auto Parts Manufacturers Association (IAPMA) samples. The power analysis method and G*Power software are used to determine the sample size. Moreover, SmartPLS 3 and IBM SPSS 25 software are used for data analysis of the conceptual model and relating hypotheses. Findings The results of this study indicated that the relationships between networking capability, inter-organizational knowledge mechanisms and inter-organizational learning result in a self-reinforcing loop, with a marked impact on firm innovation performance. Originality/value Since there is little understanding of the interdependencies of networking capability, inter-organizational knowledge mechanisms, co-learning and their effect on firm innovation performance, most previous research studies have focused on only one or two of the above-mentioned variables. Thus, their cumulative effect has not examined yet. Looking at inter-organizational relationships from a network perspective and knowledge-based view (KBV), and to consider the simultaneous effect of knowledge mechanisms and learning as intermediary actions alongside, to consider the performance effect of the capability-building process, are the main advantages of this research

Usage Degree of the Capabilities of DSS in Al-Aqsa University of Gaza

Abstract— This study aimed to identify the degree of use of the capabilities of decision-support systems in Palestinian institutions higher education, Aqsa University in Gaza - a case study. The study used a analytical descriptive approach, and the researchers used the of questionnaire tool to collect the data, the researchers using stratified random sample distributed (150) questioners to the study population and (126) was obtained back with rate of 84%. The study showed that the most important results are: that senior management supports the existence of decision support systems and that there is approval by the respondents on the paragraphs of the use of the capabilities of decision support systems in general. And that there are no significant differences between the averages of the answers of respondents differences about the degree of use of decision support systems capabilities attributed to personal data. The study also concluded a series of recommendations including: increasing the adoption of the senior management decision support in their decision-making systems. And increased regulatory attention to the potential available to decision support systems directly to the senior management in the Palestinian universities in the Gaza Strip. There is an increased interest in the physical and technical possibilities available for the use of decision support systems. There is an increased interest in human potential available for the use of decision support systems. Investment of information available to universities in building the capacities of integration techniques and other information technology capabilities. The empowerment of human resources in universities and participating in making decisions concerning the construction of the capabilities of information technology

The Organizational Fitness Navigator: Creating and Measuring Organizational Fitness for Fast-Paced Transformation

In the fast-changing environment of today dynamic capabilities to manage organizational transformation are regarded as crucial for business survival and improved performance. Although dynamic organizational capabilities have been receiving intense scrutiny by researchers and practitioners in the past few years, relatively little attention has been directed towards creating a systemic model of dynamic capabilities, and how to effectively measure what the authors call organizational fitness capabilities. This paper builds on the concepts of organizational fitness and its profiling (OFP), and proposes the organizational fitness navigator (OFN) as a systemic model of dynamic organizational capabilities. Part of the OFP model is a systemic scorecard (SCC) as a measurement tool for organizational fitness - in contrast to the well-known balanced scorecard (BSC) - for improving business survival and performance in increasingly networked environments.dynamic capabilities, organizational fitness, organizational fitness profiling, organizational fitness navigator, systemic scorecard

The Democratization of Data in Higher Education: A Case Study of the Challenges that Institutions Face as They Seek to Improve Student Success

In the current climate of increased external accountability and increased internal pressure to improve student performance, many colleges and universities are grappling with how to broaden access to data and information so as to improve decision-making -- a trend this report refers to as the democratization of data. In the past decade, advances in user-friendly information technology are enabling faculty, administrators, and staff to retrieve and analyze a host of information themselves, right from their desktops. For example, they can perform data searches, track student performance, monitor section enrollments in real-time, and estimate various budgetary impacts. By equipping people at all organizational levels with the data and information they need, colleges can enable them to make better decisions about how to reach and serve students. Colleges and universities are finding, however, that the democratization of data brings with it cultural as well as technical or procedural transformations. For example, it requires having departments work together to agree upon the kinds of information to track and to whom to make it available; changing channels of information flow; rewarding efforts to share information and knowledge rather than hoard it; being transparent about budgetary impacts; and valuing a culture of inquiry that identifies areas for improvement and supports analysis that pursues real change over time. Given the robust technological capabilities now available, colleges and universities that seek to understand and improve their rates of student success will inevitably confront, either deliberately or unwittingly, their own institutional practices and attitudes concerning access to and use of data. This report, in describing some of the major challenges that one higher education institution faced as it reconsidered its use of data and information in decision-making, outlines an investigative process to consider when seeking to improve student success and organizational effectiveness through the democratization of data. The report presents findings and identifies several important policy implications, at the campus and state levels, that could improve student outcomes by enhancing the use of data and information in decision-making

COLLABORATIVE PORTAL MODEL FOR INTERCULTURAL TEAMS KNOWLEDGE MANAGEMENT

In the multinational organizations, more groups of individuals are being involved in the process of knowledge creation in a collaborative manner, of sharing knowledge and learning from it. These individuals can have heterogeneous cultures and they must use a common language. IT has created and is developing the infrastructure for cross-cultural communications and intercultural knowledge management. Nowadays, intercultural knowledge management can be realized with support of Collaborative Technologies and Knowledge Management Support Systems (KMSS). In this respect Collaborative Technologies and Intercultural Knowledge Management Support Systems (IKMSS) will be the appropriate way for supporting intercultural communication, learning and collaborative knowledge management in organizations. In this paper we present a conceptual model of a collaborative portal for Intercultural Team Knowledge Management as a powerful support for increasing team’s performance.: collaborative support, collaboration, knowledge management, intercultural teams, intercultural knowledge management, intercultural knowledge management portal

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

Managing In Knowledge-Based Economies: Managing for Knowledge, Absorptive Capacity and Innovation

Management processes have evolved to meet changing internal and external environments through different organisational forms, systems and processes. The emerging phenomena of the knowledge based economy challenges not only the strategic management of a firm but also the understandings and competencies of managers, both individually and collectively. This paper examines the challenge of managing in the global networked context of the knowledge economy. Using the knowledge based view of the firm and knowledge of management processes, we argue that management in the twenty-first century involves not only the familiar processes of managing tasks, managing others and managing change, but also requires a strategic approach to managing for knowledge, absorptive capacity and innovation