International Journal of Knowledge Management Studies http://www.inderscience.com/browse/index.php?journalID=147&year=2010&vol=4&issue=3 Inderscience Publishers Ltd en-uk International Journal of Knowledge Management Studies 1743-8268 1743-8276 © 2010 Inderscience Publishers Ltd editor@inderscience.com https://www.inderscience.com/images/files/coverImgs/ijkms_scoverijkms.jpg http://www.inderscience.com/browse/index.php?journalID=147&year=2010&vol=4&issue=3 http://www.inderscience.com/link.php?id=38167 Academics and practitioners alike have stressed the significance of managing knowledge in today's competitive environment. Numerous efforts have been made to foster attitudes towards knowledge sharing given the gap between individuals' intentions and actual sharing. This study examines the discrepancy between intention and behaviour to donate and collect explicit and tacit knowledge. The data were collected from 278 Hi-Tech workers in two telecommunications companies. The findings reveal a significant gap in the knowledge-sharing process between intention and behaviour to give and receive both explicit and tacit knowledge. This study suggests a more delicate look from the theoretical perspective into the discretion between an intention to share knowledge and the actual behaviour of doing so, and it contributes to management practice by exploring the issues involved in turning intention to share knowledge into actual behaviour. Paved with good intentions: discrepancies in knowledge sharing among high-tech workers
Iris Reychav, Jacob Weisberg
International Journal of Knowledge Management Studies, Vol. 4, No. 3 (2010) pp. 233 - 247
Academics and practitioners alike have stressed the significance of managing knowledge in today's competitive environment. Numerous efforts have been made to foster attitudes towards knowledge sharing given the gap between individuals' intentions and actual sharing. This study examines the discrepancy between intention and behaviour to donate and collect explicit and tacit knowledge. The data were collected from 278 Hi-Tech workers in two telecommunications companies. The findings reveal a significant gap in the knowledge-sharing process between intention and behaviour to give and receive both explicit and tacit knowledge. This study suggests a more delicate look from the theoretical perspective into the discretion between an intention to share knowledge and the actual behaviour of doing so, and it contributes to management practice by exploring the issues involved in turning intention to share knowledge into actual behaviour.

]]> 10.1504/IJKMS.2010.038167 International Journal of Knowledge Management Studies, Vol. 4, No. 3 (2010) pp. 233 - 247 Iris Reychav Jacob Weisberg Department of Industrial Engineering and Management, Ariel University Center, P.O. Box 40700, Ariel, Israel. ' Graduate School of Business Administration, Bar-Ilan University, Ramat-Gan 52900, Israel intention behaviour knowledge sharing explicit knowledge tacit knowledge knowledge donation knowledge collection high technology high-tech workers knowledge management telecommunications industry. 2011-01-19T23:20:50-05:00 4 3 233 247 2011-01-19T23:20:50-05:00 http://www.inderscience.com/link.php?id=38168 The study is designed to explore in depth the impact of knowledge on different innovation typologies. This study starts with an overview of literature on innovation and knowledge. Three hypotheses tested using data from 200 innovative companies in a high tech cluster. Factor analysis has been used to construct variables which reflect knowledge infrastructure, enhancement and acquisition. Further, the study provides new insights on the use of knowledge in start-up and mature companies in diverse sectors. An interesting research result is that start-up companies utilise the knowledge infrastructure while mature companies aim to enhance knowledge to become innovative. Growing companies and innovation: the influence of managing knowledge (enhancement, acquisition and infrastructure) on innovativeness
Michael Lewrick, Maktoba Omar, Robert Raeside, Thomas Peisl
International Journal of Knowledge Management Studies, Vol. 4, No. 3 (2010) pp. 248 - 264
The study is designed to explore in depth the impact of knowledge on different innovation typologies. This study starts with an overview of literature on innovation and knowledge. Three hypotheses tested using data from 200 innovative companies in a high tech cluster. Factor analysis has been used to construct variables which reflect knowledge infrastructure, enhancement and acquisition. Further, the study provides new insights on the use of knowledge in start-up and mature companies in diverse sectors. An interesting research result is that start-up companies utilise the knowledge infrastructure while mature companies aim to enhance knowledge to become innovative.

]]> 10.1504/IJKMS.2010.038168 International Journal of Knowledge Management Studies, Vol. 4, No. 3 (2010) pp. 248 - 264 Michael Lewrick Maktoba Omar Robert Raeside Thomas Peisl Corrodistrasse 1, CH-8037 Zurich, Switzerland. ' School of Marketing, Tourism and Languages, Edinburgh Napier University Business School, Craiglockhart Campus, Edinburgh EH14 1DJ, UK ' School of Management, Edinburgh Napier University Business School, Edinburgh, EH14 1DJ, UK. ' Department of Business Administration, Munich University of Applied Sciences, Am Stadtpark 20, 81243 München, Germany innovation knowledge management KM strategy knowledge acquisition organisational learning knowledge enhancement knowledge infrastructure start-up companies mature firms start-ups. 2011-01-19T23:20:50-05:00 4 3 248 264 2011-01-19T23:20:50-05:00 http://www.inderscience.com/link.php?id=38169 This paper investigates the benefits gained by firms when driven by the Knowledge Manager (KM). In particular, several research hypotheses investigate the influence of roles and tasks carried out by the KM on firm success and economic performance. The recent literature misses any empirical study testing whether they are confirmed in practice. The KM appears to be one of the most important firm's lever to attain success and significantly increase economic performance. Finally, the research ends providing the scales of the most important roles and tasks, underlining which of them impacts mostly on firms' success and economic performance. The impact of knowledge tasks and roles on firm success and performance: a structural model
Pietro De Giovanni
International Journal of Knowledge Management Studies, Vol. 4, No. 3 (2010) pp. 265 - 280
This paper investigates the benefits gained by firms when driven by the Knowledge Manager (KM). In particular, several research hypotheses investigate the influence of roles and tasks carried out by the KM on firm success and economic performance. The recent literature misses any empirical study testing whether they are confirmed in practice. The KM appears to be one of the most important firm's lever to attain success and significantly increase economic performance. Finally, the research ends providing the scales of the most important roles and tasks, underlining which of them impacts mostly on firms' success and economic performance.

]]> 10.1504/IJKMS.2010.038169 International Journal of Knowledge Management Studies, Vol. 4, No. 3 (2010) pp. 265 - 280 Pietro De Giovanni Department of Operations Management, Essec Business School, Paris, France KM knowledge managers knowledge tasks knowledge roles knowledge management firm success economic performance empirical analysis managerial prescriptions structural equation modelling Italy Maslow scales. 2011-01-19T23:20:50-05:00 4 3 265 280 2011-01-19T23:20:50-05:00 http://www.inderscience.com/link.php?id=38170 Risk Management (RM) and Knowledge Management (KM) have mostly been treated as separate management philosophies. Some research has been conducted to apply the principles of KM in establishing RM plans. To a lesser extent, research has been conducted to apply the philosophies of RM to identify knowledge gaps and maintain corporate knowledge. More research is needed to further understand the links between the two philosophies and how they can be synthesised to increase success. The two management philosophies are complementary and principles of both can be combined in a comprehensive manner to benefit both academia and industry. Understanding the relationship between Risk Management and Knowledge Management: a literature review and extension
Garrett Haltiwanger, Rafael E. Landaeta, Cesar Ariel Pinto, Andreas Tolk
International Journal of Knowledge Management Studies, Vol. 4, No. 3 (2010) pp. 281 - 300
Risk Management (RM) and Knowledge Management (KM) have mostly been treated as separate management philosophies. Some research has been conducted to apply the principles of KM in establishing RM plans. To a lesser extent, research has been conducted to apply the philosophies of RM to identify knowledge gaps and maintain corporate knowledge. More research is needed to further understand the links between the two philosophies and how they can be synthesised to increase success. The two management philosophies are complementary and principles of both can be combined in a comprehensive manner to benefit both academia and industry.

]]> 10.1504/IJKMS.2010.038170 International Journal of Knowledge Management Studies, Vol. 4, No. 3 (2010) pp. 281 - 300 Garrett Haltiwanger Rafael E. Landaeta Cesar Ariel Pinto Andreas Tolk Northrop Grumman, Newport News VA 23607, USA. ' Old Dominion University, Norfolk VA 23529, USA. ' Old Dominion University, Norfolk VA 23529, USA. ' Old Dominion University, Norfolk VA 23529, USA KM knowledge management RM risk management literature review. 2011-01-19T23:20:50-05:00 4 3 281 300 2011-01-19T23:20:50-05:00 http://www.inderscience.com/link.php?id=38171 This paper aims to examine the relevance of a production management model, in the shop-floor operations environment, that integrates the dimensions of production organisation (lean and mass production), work organisation (enriched and semi-autonomous groups) and knowledge management. A theoretical model has been applied to automotive companies to verify model adherence. Each of those dimensions has been described by factors. Shop-floor personnel interviews were conducted to confirm the factors relevance to that company. Results have shown that the model represented the reality of those companies concerning the researched dimensions. The factors allow managers to promote a favourable context for knowledge sharing. Knowledge-based integrated Production Management Model applied to automotive companies
Jorge Muniz <suffix>Jr., Edgard Dias Batista <suffix>Jr., Geilson Loureiro
International Journal of Knowledge Management Studies, Vol. 4, No. 3 (2010) pp. 301 - 318
This paper aims to examine the relevance of a production management model, in the shop-floor operations environment, that integrates the dimensions of production organisation (lean and mass production), work organisation (enriched and semi-autonomous groups) and knowledge management. A theoretical model has been applied to automotive companies to verify model adherence. Each of those dimensions has been described by factors. Shop-floor personnel interviews were conducted to confirm the factors relevance to that company. Results have shown that the model represented the reality of those companies concerning the researched dimensions. The factors allow managers to promote a favourable context for knowledge sharing.

]]> 10.1504/IJKMS.2010.038171 International Journal of Knowledge Management Studies, Vol. 4, No. 3 (2010) pp. 301 - 318 Jorge Muniz <suffix>Jr. Edgard Dias Batista <suffix>Jr. Geilson Loureiro Production Department, Sao Paulo State University, Av. Ariberto Pereira da Cunha 333, Guaratingueta, SP 12.516-410, Brazil. ' Production Department, Sao Paulo State University, Av. Ariberto Pereira da Cunha 333, Guaratingueta, SP 12.516-410, Brazil. ' INPE – Brazilian Institute for Space Research, LIT – Laboratory of Integration and Testing, ITA – Technological Institute of Aeronautics, Av. dos Astronautas, 1758, Caixa Postal 515, Sao Jose dos Campos, SP 12227-010, Brazil knowledge management work organisation production organisation production modelling production management automotive companies tacit knowledge automobile industry knowledge sharing. 2011-01-19T23:20:50-05:00 4 3 301 318 2011-01-19T23:20:50-05:00