Facilitating knowledge sharing in Chalco: the role of communities of practice

Communities of practice (CoPs) have recently become key components in organizational knowledge management initiatives (Wenger, 2004). They have achieved prominence in the context of knowledge management and organizational learning both with scholars and practitioners. Many researches (Ardichvili et al., 2003; Davenport & Voelpel, 2001; Davenport & Probst, 2002) have investigated how some multinational companies integrated different kinds of CoPs into their knowledge management systems. But those studies focus mainly on the regions of the Western countries. There are limited researches conducted on other social context. This research therefore is to address CoPs in a Chinese organization - Chalco and investigates how the Learning Groups as the communities of practice facilitate knowledge sharing in the company. This research adopts the Nonaka‘s (1994) organizational knowledge creation model (SECI) and defines the organizational knowledge sharing as two parts of organization knowledge creation process: socialisation and externalisation. It examines how the Learning Groups facilitate tacit knowledge sharing (socialization) and the knowledge conversion from tacit to explicit (externalization). This research takes the social constructionist standpoint, trying to understand individuals‘ experience of participating Learning Groups in the company, through the interpretive lens. It adopts a qualitative approach using in-depth interviews to gather data which are then analysed using the narrative analysis approach paying attention to individuals‘ experience expressed through their interview accounts. Through narrative analysis, the way in which Learning Groups facilitate tacit knowledge sharing and the conversion from tacit knowledge to explicit knowledge has been emerged. Some influences of Chinese cultural and social factors to the knowledge were also found. The finding of this study suggests that there are some knowledge sharing barriers caused by both organizational factors and cultural factors. The Learning Groups in Chalco have been playing very positive roles in overcoming those barriers and facilitating knowledge sharing in the company. The findings of this research can benefit to both academics and practitioners. It will help the related academics to understand how the Chinese cultural and social influences on knowledge management practice and how CoPs facilitate knowledge sharing in such context. It also provides an example of best practice on knowledge management for other business managers and government policy makers so that they can develop appropriate knowledge management strategies for the benefit of their companies and the social development

A PHENOMENOLOGICAL STUDY OF LEADERSHIP OUTCOMES IN SHORT-TERM STUDY ABROAD

The impact of global citizenship is far-reaching and encompasses skills and outcomes beyond simple economic and business success. Enhancing all students’ knowledge and ability to navigate a global community is not just of interest to governmental units, policymakers, and global organizations, but also to universities who wish to adhere to accreditation standards. The purpose of this phenomenological study is to identify characteristics related to an individuals’ motivation to complete a short-term study abroad (one to three weeks in duration) and the impact that experience had on their personal and leadership growth. Eighteen self-identified leaders enrolled in a college degree or certification program from across the United States agreed to participate in this qualitative study, sharing experiences on overcoming short-term study abroad barriers, as well as the personal and leadership growth attained from completing the short-term study abroad program. Overall, findings indicated that regardless of a participants age, degree/certification, geographical location or level of past or current leadership, by overcoming potential barriers connected to a short-term study abroad experience, the first-hand knowledge attained from his or her participation provided value and benefits personally, as well as informing and influencing his or her current leadership as well as the impact toward future leadership. Specifically, participants shared their personal growth, which included an increase in self-efficacy, knowledge and appreciation for other people and cultures, being more mindful and open-minded, and greater cultural awareness attained through first-hand experiences that mitigated stereotypes and preconceived biases. Leadership was informed and influenced by the increase of knowledge and awareness of being inclusive, open-minded to global perspectives and differing viewpoints, as well as building teams, empowering others, and sharing leadership. This paper contributes to an existing body of knowledge concerning barriers of participating in short-term study abroad experiences, but by being motivated to overcome those barriers, personal growth occurred. This study provides new knowledge regarding the impact short-term study abroad has on influencing and informing leadership, a topic underrepresented current literature. The impact this study will have is value for all stakeholders working in a global context. Advisor: Nathan W. Conne

A Cost-Benefit Analysis of Face-to-Face and Virtual Communication: Overcoming the Challenges

Virtual communication has become the norm for many organizations (Baltes, Dickson, Sherman, Bauer, & LaGanke, 2002; Bergiel, Bergiel, & Balsmeier, 2008; Hertel, Geister, & Konradt, 2005). As technology has evolved, time and distance barriers have dissolved, allowing for access to experts worldwide. The reality of business today demands the use of virtual communication for at least some work, and many professionals will sit on a virtual team at some point (Dewar, 2006). Although virtual communication offers many advantages, it is not without challenges. This article examines the costs and benefits associated with virtual and face-to-face communication, and identifies strategies to overcome virtual communication\u27s challenges

Knowledge Management and the Effectiveness of Innovation Outcomes: The Role of Cultural Barriers

In this paper we propose a conceptual model to test the moderating effect of cultural barriers on the link between knowledge strategies and innovation using healthcare organizations. In order to study the tie (knowledge-innovation) and the effects of the moderating variable (cultural barriers), the resource-based view is followed. It has been generally accepted that both explicit and tacit knowledge play a basic role in organizational innovation. However, there are few research works that study the relationship between knowledge management strategy and the effectiveness of the innovation process. On the other hand, the extant research on this relationship has yielded inconclusive results. Our paper revisits this research topic based on data of knowledge management strategy, Knowledge base, cultural barriers and innovation outcomes from a sample of Spanish hospitals

Meeting their potential: the role of education and technology in overcoming disadvantage and disaffection in young people

This report is a review of literature, policy and reported practice, exploring the potential of technology to mitigate disaffection and disadvantage in education and raise attainment of those young people who are under-achieving in school or other educational settings

Contextual and interdependent causes of climate change adaptation barriers: Insights from water management institutions in Himachal Pradesh, India

Research on adaptation barriers is increasing as the need for climate change adaptation becomes evident. However, empirical studies regarding the emergence, causes and sustenance of adaptation barriers remain limited. This research identifies key contextual causes of adaptation barriers in water institutions in the mountainous Himalayan state of Himachal Pradesh in northern India. Semi-structured interviews were carried out with representatives from twenty-six key governmental, non-governmental, academic and research institutions in the State with responsibilities spanning domestic water supply, irrigation and hydropower generation, environmental monitoring and research. It identified low knowledge capacity and resources, policy implementation gaps, normative attitudes, and unavailability and inaccessibility of data and information compounded with weak interinstitutional networks as key adaptation barriers. Although these barriers are similar to those reported elsewhere, they have important locally-contextual root causes. For instance, inadequate resources result from fragmented resources allocation due to competing developmental priorities and the desire of the political leadership to please diverse electors, rather than climate scepticism. The identified individual barriers are found to be highly inter-dependent and closely intertwined which enables the identification of leverage points for interventions to maximise barrier removal. For instance, breaking down key barriers hindering accessibility to data and information, which are shaped by systemic bureaucracies and cultural attitudes, will involve attitudinal change through sensitisation to the importance of accurate and accessible data and information and the building trust between different actors, in addition to institutional structural changes through legislation and inter-institutional agreements. Approaching barriers as a system of contextually interconnected cultural, systemic, geographical and political underlying factors enriches the understanding of adaptation enablers, thereby contributing to achieving a better adapted society

Making university-industry collaboration work - a case study on the Deutsche Telekom Laboratories contrasted with findings in literature

The growing competition in consumer as well as business customer markets is forcing industry to explore new ways to foster product and service innovations. To increase the clock speed of incremental innovations and raise the number of radical innovations, university-industry collaborations (UIC) are a powerful means discussed by practitioners as well as by scholars. This paper discusses the approach of the Deutsche Telekom Group (DTAG) of building a UIC by creating a separate organization. This organization consists of R&D personnel both from industry and academia and proves to be effective in channelling innovation potential. Being an organization with its own identity and situated on university premises, the Deutsche Telekom Laboratories (DT Laboratories) offer different ways to overcome the cultural, institutional and operational barriers associated with UIC. The case study validates and challenges findings on UIC in literature. The paper closes with practical advices for the establishment and management of UIC and suggestions for further research in this field.university–industry collaboration; technology transfer; technological innovation; basic research; applied research; innovation development; radical innovations; incremental innovations; technology intelligence; explorative capabilities; university-industry research center (UIRC)