The development of a knowledge network framework to support knowledge mobilisation in IT project oriented change management

Although there has been rich research conducted into the interrelated issues and factors among change management (ChM), knowledge management (KM) and project management (PM), most existing studies attempt to understand the role of KM in ChM and PM in general. Given the fundamental role played by KM in supporting IT project-oriented change management, the topics of knowledge networks and mobilisation across knowledge boundaries are relatively unexplored. Recent developments in KM have heightened the need for more understanding on four main issues: 1) insufficient knowledge traceability based on the relationships between knowledge elements and key factors; 2) most decision issues in PM are related to uncertainty, complexity and implicit ambiguity, particularly with regard to systematics and interrelatedness within project decisions; 3) lack of procedural knowledge to provide strategic direction for managing multiple IT projects; 4) lack of ‘lessons learnt’ documentation in knowledge bases. To address these issues, this research attempts to analyse KM, ChM and IT project management from a more integrated perspective, and investigates the development of a change management knowledge network model (CMKNM) in IT projects to facilitate knowledge mobilisation across organizational boundaries. The study employs a practice-based perspective by adopting both deductive and inductive approaches using an exploratory case study strategy. Empirical data were collected from semistructured interviews and company documents. A combination of thematic analysis and comparative analysis has been employed to analyse the data collected across seven public organisations, private organisations, and international companies. Results are obtained from the empirical study on the key factors influencing knowledge mobilisation in IT projectoriented change management, knowledge networks and connections. The results identified organisational factors and their influence on knowledge channels and knowledge networks. The CMKNM allows key knowledge mobilisation factors to be aligned with each other. Connections between knowledge networks allow knowledge to be mobilised by tracing knowledge channels to support ChM decisions. The study contributes to organisational and KM theories regarding organizational strategy, organisational culture, organizational capacity, knowledge network externalities, knowledge network intermediaries, and knowledge network infrastructure

New structured knowledge network for strategic decision-making in IT innovative and implementable projects

This document is the Accepted Manuscript version of the following article: Ali Alkhuraji, Sahofeng Liu, Festus Oluseyi Oderanti, and Phil Megicks, 'New structured knowledge network for strategic decision-making in IT innovative and implementable projects', Journal of Business Research, Vol. 69 (5): 1534-1538, first published online 28 October 2015. The final published version is available online at https://doi.org/10.1016/j.jbusres.2015.10.012. Copyright © 2015 Elsevier Inc. All rights reserved.This study investigates the development of a structured knowledge network model in information technology (IT) innovative and implementable projects to facilitate knowledge sharing and transfer in a multi-organization context. The study employs a practice-based perspective by using an exploratory case study approach and a combination of thematic analysis and comparative analysis to analyze the data across public organizations, private organizations, and international companies. The results identify organizational factors and their influence on knowledge channels and knowledge networks. The study contributes to organizational, administrative and knowledge management theories regarding organizational strategy, organizational culture, organizational capacity, knowledge network externalities, knowledge network intermediaries, and knowledge network infrastructures.Peer reviewe

Knowledge network modelling to support decision-making for strategic intervention in IT project-oriented change management

This is the Accepted Manuscript version of an article published by Taylor & Francis in Journal of Decision Systems on 20 March 2014, available online: http://www.tandfonline.com/doi/abs/10.1080/12460125.2014.886499.This paper focuses on knowledge management to enhance decision support systems for strategic intervention in information technology (IT) project-oriented change management. It proposes a model of change management knowledge networks (CMKNM) to support decision by tackling three existing issues: insufficient knowledge traceability based on the relationships between knowledge elements and key factors, lack of procedural knowledge to provide adequate policies to guide changes, and lack of ‘lessons learned’ documentation in knowledge bases. A qualitative method was used to investigate issues surrounding knowledge mobilisation and knowledge networks. Empirical study was undertaken with industries to test the CMKNM. Results are presented from the empirical study on the key factors influencing knowledge mobilisation in IT project-oriented change management, knowledge networks and connections. The CMKNM model allows key knowledge mobilisation factors to be aligned with each other; it also defines the connections between knowledge networks allowing knowledge to be mobilised by tracing knowledge channels to support decision.Peer reviewe

In Vitro Cytotoxicity and Morphological Assessments of GO-ZnO against the MCF-7 Cells: Determination of Singlet Oxygen by Chemical Trapping

Graphene-based materials have attracted considerable interest owing to their distinctive characteristics, such as their biocompatibility in terms of both their physical and intrinsic chemical properties. The use of nanomaterials with graphene as a biocompatible agent has increased due to an uptick in dedication from biomedical investigators. Here, GO-ZnO was characterized by X-ray diffraction (XRD), field emission scanning electron microscopy (FESEM), ultraviolet-visible (UV-Vis) spectroscopy, energy dispersive X-ray analysis (EDAX), and Raman spectroscopy for structural, morphological, and elemental analysis. The toxic extent of GO-ZnO was noted by a methyl-thiazole-tetrazolium (MTT), while cellular morphology was observed towards the MCF-7 cells using an inverted microscope at magnification 40 x. The cytotoxic effect of GO-ZnO investigated the cell viability reduction in a dose-dependent manner, as well as prompted the cell demise /destruction in an apoptotic way. Moreover, statistical analysis was performed on the experimental outcomes, with p-values < 0.05 kept as significant to elucidate the results. The generation of reactive oxygen species (ROS) demonstrated the potential applicability of graphene in tumor treatment. These key results attest to the efficacy of GO-ZnO nanocomposites as a substantial candidate for breast malignancy treatment

The role of knowledge spillovers and cultural intelligence in enhancing expatriate employees' individual and team creativity

Knowledge sharing is crucial for improving individual and team creativity. Workforce diversity might also be a strategic factor for increasing knowledge resources in dynamic organizations. However, knowledge spillovers between expatriate and local employees may be hampered by cultural differences. This study presents a conceptual model that examines the effect of knowledge spillovers between expatriate employees and host country national employees (HCNs) on expatriate employees' individual and team creativity. This study also examines the moderating effect of expatriate employees' individual cultural intelligence on the relationships between knowledge sharing and expatriate employees' individual and team creativity. The study uses social categorization theory to explain whether knowledge sharing between expatriate and local employees is affected by cultural factors and how this knowledge sharing influences individual and team creativity. Partial Least Squares (PLS) path modeling in SmartPLS 3.2.7 was used to empirically test the proposed hypotheses. The data were collected from 152 expatriate employees working with HCNs in different organizations in Saudi Arabia. The study shows a positive association between expatriate employees' knowledge sharing (with HCNs and other expatriate employees) and individual and team creativity. Moreover, expatriate employees' individual cultural intelligence moderates the relationship between expatriate employees' knowledge sharing with HCNs and individual and team creativity