Organizational prerequisites for knowledge creation and sharing: empirical evidence from Serbia

The impact of knowledge management on the quality of services in nursing homes

Introduction

Current management strategies in nursing homes (NH) aim to ensure effective knowledge management (KM) in order to provide both best possible services to residents, and care for staff in NH. Teamwork in NH is essential for effective delivery of the highest quality of services. As a result, NH are increasingly adopting KM activities to enable knowledge creation, storage, transfer, and implementation in an environment facing many challenges such as lack of staff, increasing demands, and expectations of residents.

Methods

In our quantitative study, we examined how two Slovenian state NH that adopted the E-Qalin quality management model (European quality-improving learning model) adapted their KM, and what impact their quality management system and KM activities actually have on the quality of services. Furthermore, we examined how two Slovenian private NH that have not adopted a certified quality management program (like ISO or E-Qalin) tackle the issue of quality of services from the KM perspective. The sample consisted of 80 nursing professionals. In every NH that is part of this study, teamwork is essential and every individual that was involved in our survey is part of a team. In our study, we analyzed relationships between individual variables using linear regression.

Results

We found a significant and positive relationship between knowledge creation, transfer, and implementation in NH with and without the E-Qalin certificate. We found a significant and positive relationship between knowledge storage and the quality of services only in NH without a E-Qualin certificate. It seems that when connecting multidisciplinary fields such as NH and KM, there is still a lack of awareness and knowledge on the topic of KM, which might be one of the reasons for some bias in the answers provided by respondents. We also found different teamwork approaches in NH with and without a E-Qalin certificate. Our research results therefore emphasize the need to gain additional insight into quality management and KM in the environment of NH.

Conclusion

Teamwork based on knowledge storage, transfer, the implementation of existing knowledge, and creation of new knowledge are essential for well-trained professionals and, as a result, contribute to continuous improvement in service quality. Implementation of KM is well received by NH, and enables them to better meet the needs and expectations of residents. More importantly, nursing staff also share and pass on tacit knowledge through teamwork. Finally, all of the NH in our study that implemented quality and KM activities noted an improvement in the quality of services that are offered to residents in practice. Our results indicate that the topic of KM in NH is interesting, and it has a positive impact on the quality of services in practice. However, the problem of awareness and knowledge on the topic of KM in the environment of NH still exists, highlighting the need for further research, additional insight, and dissemination of knowledge to every interested stakeholder functioning in the field of NH. The results of the study make an important contribution to the research of KM in NH, focusing on the transfer of tacit knowledge.

Towards a foundational KM theory: a culture-based perspective

Purpose

The purpose of this paper is to examine the factors that influence knowledge processes and by extension organisational knowledge culture (KC).

Design/methodology/approach

Using a systematic model development approach based on an extensive literature review, the authors explore the notion of organisational KC and conceptualise a model that addresses the following research question: what factors affect employees’ values and beliefs about knowledge processes and by extension organisational KC?

Findings

This paper proposes that knowledge processes are interrelated and mutually enforcing activities, and that employee perceptions of various individual, group and organisational factors underpin employee values and beliefs about knowledge processes and help shape an organisation’s KC.

Research limitations/implications

The findings extend the understanding of the concept of KC and may point the way towards a unifying theory of knowledge management (KM) that can better account for the complexity and multi-dimensionality of knowledge processes and KC.

Practical implications

The paper provides important practical implications by explicitly accounting for the cultural aspects of the inextricably interrelated nature of the most common knowledge processes in KM initiatives.

Originality/value

KM research has examined a long and varied list of knowledge processes. This has arguably resulted in KM theorizing being fragmented or disintegrated. Whilst it is evident that organisational culture affects persons’ behaviour in the organisation, the impact of persons’ values and beliefs on knowledge processes as a whole remain understudied. This study provides a model of KC. Moreover, the paper offers a novel systematic approach to developing conceptual and theoretical models.

Exploring the Relationship Between Learning Goal Orientation and Knowledge-Sharing Among Information Communication Technology Consultants: The Role of Incentive Schemes

Knowledge sharing (KS) is critical for consulting companies to develop sustainable competitive advantages. While the importance of KS in the information communication technology (ICT) sector has been proved, the assumed linear relationships in KS mechanisms are confronted with KS dilemmas: consultants' intention to maximize personal gains from KS resulting in restrained KS efforts, for fear of losing value after sharing knowledge with colleagues. Drawing on motivation theory and goal orientation perspective, this study examines the roles of learning goal orientation (LGO) and incentive schemes in KS among ICT consultants. The multiple regression analyses of 389 consultants' responses from 14 Chinese and 8 Korean ICT consulting companies demonstrated an inverted U-shape relationship between LGO and knowledge sharing; incentive schemes moderate this relationship. The findings shed light on the knowledge-sharing dilemma, with theoretical implications to research regarding goal-orientation, knowledge sharing, and managerial practices about the motivation and incentives of ICT consultants.

Knowledge creation in IT projects to accelerate digital innovation: two decade systematic literature review

The interactivity and ubiquity of digital technologies are exerting a significant impact on the knowledge creation in information technology (KC-IT) projects. According to the literature, the critical relevance of KC-IT is highly associated with digital innovation (DI) for organisational success. However, DI is not yet a fully-fledged research subject but is an evolving corpus of theory and practise that draws from a variety of social science fields. Given the preceding setting, this study explores the interaction of KC-IT with DI. This work provides a systemic literature review (SLR) to examine the literature in KC-IT and its connection to DI. A SLR of 527 papers from 2001 to 2021 was performed across six online databases. The review encompasses quantitative and qualitative studies on KC-IT factors, processes and methods. Three major gaps were found in the SLR. Firstly, only 57 (0.23%) papers were found to examine the association between KC and IT projects. These works were analysed for theories, type of papers, KC-IT factors, processes and methods. Secondly, the convergence reviews indicate that scarce research has examined TMS and trust in KC-IT as factors. Thirdly, only 0.02% (5) core papers appeared in the search relevant to KC in IT projects to accelerate DI. The majority of the papers examined were not linked to DI. A significant gap also exists in these areas. These findings warrant the attention of the research community.

Organizational Culture as a Prerequisite for Knowledge Transfer among IT Professionals: The Case of Energy Companies

The energy sector is the epitome of Industry 4.0; therefore, it should be developed in line with the Industry 4.0 implementation framework and be managed according to the guidelines dedicated to knowledge-based enterprises. Under this model of evolution, the layers surrounding the technological aspects are first, knowledge management (in particular, its transfer), and then people, and culture. This study addresses two of the three identified levels by attempting to verify the organizational culture that supports professional knowledge transfer as the leading factor in effective specialist knowledge exchange in the energy sector. Recently, this sector has become highly dependent on IT solutions as the main factor for its development and security. A key role in this respect is played by IT professionals, whose attitudes and employee behavior are critical to the stability, efficiency, effectiveness, and security of IT systems in the energy companies. The purpose of this paper is to propose a theoretical construct, based on indicated norms and values as organizational culture foundation and cultural practices. This article also aims to analyze and diagnose the components that support the professional knowledge transfer in different groups of organizational stakeholders. Systematic analysis of the scientific literature, expert evaluation, and structured questionnaires were used to develop and verify the hypotheses. The research results supported the hypotheses that organizational culture tailored to the knowledge workers’ needs and expectations, influence the effective and efficient circulation of IT expert knowledge.

Does ethical leadership and psychological capital promote knowledge creation? An empirical study of research organizations

Purpose

This study aims to empirically examine the relationship of ethical leadership and psychological capital with knowledge creation. It also investigates the effect of psychological capital as a mediator in the relationship between ethical leadership and knowledge creation.

Design/methodology/approach

This study is based on quantitative research methodology. The data was gathered using a survey questionnaire from 286 members of public-sector research organizations (PSROs) in India. Structural equation modelling (SEM) was used for hypotheses testing.

Findings

The findings of this study show that ethical leadership and psychological capital have a positive influence on knowledge creation. Further, psychological capital mediated the relationship between ethical leadership and knowledge creation.

Research limitations/implications

This study is a quantitative cross-sectional study. However, future researchers may use qualitative research methodology and longitudinal data collection to supplement this study.

Practical implications

This study provides new understanding into the creation of knowledge by emphasizing on the critical role played by ethical leadership and psychological capital and, thus, makes significant theoretical contribution. It emphasizes that managers should not only be ethical but also use interventions to strengthen psychological capital of employees to strengthen knowledge creation.

Originality/value

To the best of authors’ knowledge, this is the first study to examine the underlying mechanism of psychological capital in explaining the links of ethical leadership with knowledge creation.

Cultural Values and Knowledge Sharing in the Context of Sustainable Organizations

The current research studied the relationship between cultural values and tacit and explicit knowledge sharing behavior in the context of sustainable organizations. The sample consisted of 751 workers from Colombian organizations. It was found that sharing explicit and tacit knowledge correlated with the cultural dimensions of uncertainty avoidance, individualism–collectivism, and paternalism. On the other side, sharing tacit and explicit knowledge did not correlate with the cultural dimensions of power distance and masculinity–femininity. For organizational managers interested in knowledge sharing, a lesson is to facilitate environments of low uncertainty, care about the needs of workers, and have high collective values such as respect and interest in what others do. These values are essential for the promotion of knowledge sharing, which in turn contributes to sustainable organizations. From the theoretical point of view, the study opens a new line of research that integrates cultural studies and knowledge management to investigate the differential impact of cultural values on tacit and explicit knowledge sharing in organizational contexts.

Motivational antecedents, employee engagement and knowledge management performance

Purpose

This paper aims to investigate the causal relationships between organisational practices, employee knowledge management (KM) engagement and organisational KM performance.

Design/methodology/approach

Following a quantitative research approach, an online survey of 536 knowledge workers from multinational knowledge-based organisations located in Sri Lanka was carried out. The data were analysed with structural equation modelling.

Findings

Teamwork, reward structure, learning, performance management and employee empowerment are found to be motivational antecedents of KM engagement while, subsequently, organisational KM performance is affected by employee KM engagement.

Research limitations/implications

The findings of this study are based on the use of five key organisational practices derived from the literature. Further research is needed to establish whether the findings extend to other organisational practices such as resourcing strategy, organisational culture and communication. Further, the sample for this research comprised knowledge workers in Sri Lankan organisations which limit the generalisability of the findings.

Practical implications

Teamwork, rewards structure, learning, performance management and employee empowerment are organisational practices that foster employee KM engagement. Organisational practices and employee KM engagement are imperative for the organisational success of KM initiatives.

Originality/value

This research introduces the term KM engagement as the indicator of individual-level KM success and integrates the sequential linkage between individual-level KM outcomes (i.e. KM engagement) and organisational KM outcomes (KM performance) which has not yet been investigated.

Knowledge sharing as a give-and-take practice: the role of the knowledge receiver in the knowledge-sharing process

Purpose

The purpose of this study is to investigate whether openness to receive and openness to share knowledge drive employees to share knowledge with colleagues in the workplace. The authors also investigate what, if any, influence knowledge sharing has on performance at both individual and work unit levels.

Design/methodology/approach

Data were collected from 237 employees from eight banks in Kuwait. Structural equation modeling techniques were used to test the hypotheses.

Findings

The knowledge receiver’s openness to receive and openness to share knowledge influence the provider’s knowledge-sharing behavior. The latter positively affects the provider’s job performance and the work unit’s innovation performance. Furthermore, knowledge utilization strengthens knowledge sharing’s positive effect on work unit innovation.

Research limitations/implications

The findings of this study are industry and country specific and, therefore, would likely not be applicable to other settings. Thus, similar future research targeting different industries and/or countries is warranted. As a cross-sectional study, this research can also benefit from subsequent longitudinal studies.

Practical implications

Organizations should create a culture conducive to sharing knowledge. For example, managers should assure employees that knowledge shared with coworkers will be well received and utilized, remove barriers to new knowledge utilization and create awareness among employees that sharing knowledge benefits knowledge providers as well as knowledge providers.

Originality/value

The authors provide evidence of how the knowledge receiver’s openness to receive and to share knowledge affect the provider’s knowledge sharing. The authors also provide insights into how knowledge sharing drives job performance and innovation.

Leveraging knowledge sharing and innovation culture into SMEs sustainable competitive advantage

Purpose

This study aimed to examine and explain the role of knowledge sharing in shaping innovation culture to improve business performance and build sustainable competitive advantage. Most empirical research tended to be conducted in large companies, and there are limited studies on this topic in the SME sector. Thus, the study needs to re-examine whether the theories developed to understand large companies apply to SMEs.

Design/methodology/approach

This quantitative study involved 259 respondents from a 59 sampling frame consisting of three levels of management of export SMEs in the Bali province of Indonesia. The questionnaire used to gather the data used a semantic differential scale, and the data were analyzed using SmartPLS software.

Findings

The results showed that knowledge sharing significantly influenced innovation culture, business performance and sustainable competitive advantage. Theoretically, this research provides insight into the body of knowledge in innovation culture and business performance as a mediator variable.

Research limitations/implications

Cross-sectional design limits the authors from drawing definitive generalizations, and self-reported measures used in the study increase the chances of bias.

Practical implications

The study's findings could motivate managers and practitioners to place emphasis on knowledge sharing and innovation culture in the SME sector.

Originality/value

The role of knowledge sharing has been focused on large companies in several countries. However, research examining the role of knowledge sharing in building an innovation culture is still rare in the SME sector, particularly in Indonesian SMEs. Therefore, research on this topic is needed because Indonesia has not only a different culture but also different business practices.

Achieving structured knowledge management with a novel online group decision support system

Knowledge management (KM) is a complicated process that involves socialization, externalization, combination, and internalization and requires close collaboration among the people involved. Although Nonaka proposed the SECI (Socialization, Externalization, Combination, Internalization) model and the concept of Ba, which provides a process-oriented view of knowledge creation and transfer, practicing it is rather ad hoc. COVID-19 has provided a chance for practitioners to find a new method for KM. In this study, we adapted a group problem-solving system called TeamSpirit and structured it as a Ba for the SECI model. We then compared TeamSpirit with two other implementations of Ba, email and face-to-face communication, to evaluate their effects on knowledge externalization, knowledge combination, and knowledge internalization. Then, we evaluated whether these knowledge-conversion processes could improve knowledge acquisition and intention to share knowledge. A 3 × 2 mixed factorial design experiment was conducted. The results show that (a) TeamSpirit was better than the others, and face-to-face was better than email for each of the three knowledge conversion processes (externalization, combination, and internalization) and (b) the better the team’s knowledge conversion process lead, the stronger its knowledge acquisition and knowledge-sharing intention.

Love your mistakes!—they help you adapt to change. How do knowledge, collaboration and learning cultures foster organizational intelligence?

Purpose

The study aims to determine how the acceptance of mistakes is related to adaptability to change in a broad organizational context. Therefore, it explores how knowledge, collaboration and learning cultures (including “acceptance of mistakes”) might help organizations overcome their resistance to change.

Design/methodology/approach

The study used two sample groups: students aged 18–24 years (330 cases) and employees aged >24 years (326 cases), who worked in knowledge-driven organizations. Structural equation models were developed, assessed and compared.

Findings

The effect of the “learning climate” on “adaptability to change” mediated by “acceptance of mistakes” has been detected for young students aged 18–24 years; however, this relationship is not significant for business employees aged >24 years. This result indicates that organizations, unlike universities, do not use mistakes as a tool to support learning that is to lead to change.

Research limitations/implications

Both samples used in the study were obtained from Poland. The business sample was in the majority represented by small and medium-sized enterprises. Therefore, the presented findings may only be applicable to Poland.

Practical implications

Acceptance of mistakes is vital for developing a learning culture. Mistakes help employees adapt to change. Hence, a learning culture that excludes the acceptance of mistakes is somehow artificial and may be unproductive. Paradoxically, the findings reveal that the fact that employees’ intelligence (adaptability to change) improves via mistakes does not mean that organizational intelligence will also increase. Thus, organizations that do not develop mechanisms of learning from mistakes lose the learning potential of their employees.

Originality/value

This study proposes a constant learning culture scale that includes the “acceptance of mistakes” and “learning climate” dimensions. Further, it empirically proves the value of mistakes for adaptability to change. Moreover, it also contributes to the existing literature by demonstrating the mechanism of the relationship between knowledge, collaboration and learning cultures in the context of adaptability to change. This study breaks with the convention of “exaggerated excellence” and promotes the acceptance of mistakes in organizations to develop organizational intelligence.