Espoused versus realized knowledge management tool usage in knowledge intensive organizations

Many knowledge intensive organizations (KIOs) have invested in tools and policies to enhance knowledge-sharing and application as this is crucial for their growth. The implementation of these tools results in multiple approaches for knowledge-sharing being available. This article reports on an empirical study of five global management consultancies investigating how consultants choose between these knowledge-sharing alternatives and the factors driving this choice. Our findings indicate that consultants base their decisions on both judging the anticipated benefits of the knowledge content and the associated process costs. Importantly, the criteria employed to assess these knowledge-sharing alternatives was different to that of the leadership. The use of different criteria resulted in the leadership championing tools and policies that the consultants did not perceive as valuable. The study contributes to the human resource management and knowledge management literature, not only by surfacing criteria, yet to be discussed in the literature, used by the leadership and consultants of KIOs in determining which knowledge-sharing approach to use, but also by highlighting that when considering KM tools it was critical to take a multi-level approach as there may be some differences in rationales as to why some systems are used or not

Building theory at the intersection of ecological sustainability and strategic management

This article builds theory at the intersection of ecological sustainability and strategic management literature—specifically, in relation to dynamic capabilities literature. By combining industrial organization economics–based, resource-based, and dynamic capability–based views, it is possible to develop a better understanding of the strategies that businesses may follow, depending on their managers’ assumptions about ecological sustainability. To develop innovative strategies for ecological sustainability, the dynamic capabilities framework needs to be extended. In particular, the sensing–seizing–maintaining competitiveness framework should operate not only within the boundaries of a business ecosystem but in relation to global biophysical ecosystems; in addition, two more dynamic capabilities should be added, namely, remapping and reaping. This framework can explicate core managerial beliefs about ecological sustainability. Finally, this approach offers opportunities for managers and academics to identify, categorize, and exploit business strategies for ecological sustainability

Building a Dynamic Capability for Resilience: The Case of a Tour Operator Confronted with a Succession of Disruptive Events

Axe OrganisationsInternational audienc

A pluralistic approach to knowledge management practices: evidence from consultancy companies

An organization’s capacity to share knowledge among its individuals and teams and apply that shared knowledge to perform important activities is increasingly perceived as a vital source of competitive advantage in many industries. This importance is reflected in the large number of organizations that have implemented formal approaches to knowledgemanagement to influence the application of organizational knowledge over the last two decades. Extant theory argues that organizations must focus their efforts on either the codification or personalization approach to knowledgemanagement and maintain this focus unless there is a contextual change within the organization. The empirical research in this paper, based on 42 interviews across 5 managementconsultancies, found that the consultancies implemented multiple approaches to address specific knowledge-related objectives, conflicting with the prediction of extant theory. These consultancies also changed their approach to knowledgemanagement for both contextual and learning-based reasons. Building on these findings, apluralistic model of knowledgemanagement is developed that balances the strengths and weaknesses of knowledgemanagementapproaches to deliver an integrated solution

The role and impact of second-order dynamic capabilities in resource base modification : an empirical investigation

Axe OrganisationsInternational audienceThis qualitative case study illuminates how second-order dynamic capabilities enable the formation and deployment of first-order dynamic capabilities, capabilities that allow the modification of the resource base. Contrary to many studies that haveconcentrated on the formation of dynamic capabilities, we explore both the formation and deployment of first-order dynamic capabilities. We reveal that second-order dynamic capabilities enable the formation and deployment of first-order dynamic capabilities through four mechanisms: information-gathering, strategic analysis, capacity to experiment and implementation of strategic practices. We also highlight that the formation and deployment of first-order dynamic capabilities reinforce thesefour components of second-order dynamic capabilities. These findings allow us to contribute to the literature by providing a nuanced understanding of both the dynamic capability hierarchy and second-order dynamic capabilities

The role and impact of second-order dynamic capabilities in resource base modification : an empirical investigation

Axe OrganisationsInternational audienceThis qualitative case study illuminates how second-order dynamic capabilities enable the formation and deployment of first-order dynamic capabilities, capabilities that allow the modification of the resource base. Contrary to many studies that haveconcentrated on the formation of dynamic capabilities, we explore both the formation and deployment of first-order dynamic capabilities. We reveal that second-order dynamic capabilities enable the formation and deployment of first-order dynamic capabilities through four mechanisms: information-gathering, strategic analysis, capacity to experiment and implementation of strategic practices. We also highlight that the formation and deployment of first-order dynamic capabilities reinforce thesefour components of second-order dynamic capabilities. These findings allow us to contribute to the literature by providing a nuanced understanding of both the dynamic capability hierarchy and second-order dynamic capabilities

Dynamic Managerial Capabilities

Axe OrganisationsInternational audienceDynamic managerial capabilities are a form of dynamic capabilities. They are concerned with the role of managers in refreshing and transforming the resource base of the firm so that it maintains and develops its competitive advantage and performance. To do so, managers must develop entrepreneurial activities. These activities consist of sensing and seizing opportunities and transforming the resource base. While most studies focus on the role of top managers and CEOs, entrepreneurial activities can occur throughout the organization. Mid- and lower-level managers can also sense opportunities emanating from the market. Managerial human capital, managerial social capital, and managerial cognition are the three main antecedents to dynamic managerial capabilities

Managerial Consensus and Corporate Strategy:: Why Do Executives Agree or Disagree about Corporate Strategy?

This paper reports on a study which examined firstly the extent to which managers from the same corporation shared similar perceptions of corporate strategy, secondly, the extent of consensus across the corporations and finally the extent of consensus about different rationales for corporate strategy. The results revealed that consensus was not widespread. We suggest that this could occur where the rationale is unknown to the entire managerial team, ambiguous, regarded as unbelievable or of little interest. We also explain why there was generally consensus about competence-based strategies, and a lack of consensus about the motives for divestment and acquisition strategies.Corporate strategy Managerial perceptions Consensus