Organizational Structure and the Limits of Knowledge Sharing: Incentive Conflict and Agency in Car Leasing

2011 ◽  
Author(s):  
Lamar Pierce
Keyword(s):  
Organizational Structure ◽  
Knowledge Sharing ◽  
Limits Of Knowledge ◽  
Incentive Conflict

The Influence of Collaborative Web on Knowledge Management, Organizational Structure and Culture in Knowledge-Intensive Companies

2011 ◽  
pp. 184-201 ◽  
Author(s):  
Kathrin Kirchner ◽  
Mladen Cudanov
Keyword(s):  
Social Networks ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Virtual Community ◽  
Project Teams ◽  
Management Change ◽  
Community Orientation ◽  
Web Tools ◽  
Knowledge Intensive

Knowledge-intensive companies are quickly changing, involving many people working in different activities. Knowledge in such companies is diverse and its proportions immense and steadily growing. The distribution of knowledge across project teams, communities of practice, and individuals is therefore an important factor. With collaborative Web, tools like wikis, blogs, or social networks are used for collaboration and knowledge sharing. In this chapter, we question what influence these tools have on knowledge management, organizational structure, and culture of knowledge-intensive companies. As a result of our interviews and surveys done in Serbia, we found that with collaborative Web, organizational structure, culture, and knowledge management change is perceived among employees and that employee’s loyalty changes from company orientation toward virtual community orientation.

Governance, Competence and Relationship Perspectives: An Empirical Analysis on New Taipei City Government

10.4335/153 ◽  
2013 ◽  
Vol 11 (1) ◽  
pp. 1-19
Author(s):  
Chiou Chi-ho
Keyword(s):  
Information Technology ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Organization Performance ◽  
Management Mechanism ◽  
Practical Applications ◽  
Effective Governance ◽  
Administrative Efficiency ◽  
Efficiency And Effectiveness

The thesis of this article is drawn from the governance, competence and relationship perspectives. It discusses what factors will enhance the government’s administrative efficiency and effectiveness and how to improve organization performance. For the first question, this article founds some factors including: organizational structure, management mechanism, resources and ability, partnerships, and so on. As for the second issue concerning how to improve organizational performance, this article argues that including: compatibility, complementary, collaboration, knowledge sharing, information technology, and effective governance. The results of this article will be able to be followed by other researches and as reference for practical applications. The thesis of this article is drawn from the governance, competence and relationship perspectives. It discusses what factors will enhance the government’s administrative efficiency and effectiveness and how to improve organization performance. For the first question, this article founds some factors including: organizational structure, management mechanism, resources and ability, partnerships, and so on. As for the second issue concerning how to improve organizational performance, this article argues that including: compatibility, complementary, collaboration, knowledge sharing, information technology, and effective governance. The results of this article will be able to be followed by other researches and as reference for practical applications.

scholarly journals Žinių valdymo įtaka nuolatiniam inovacijų kūrimui: atvejo analizė

2014 ◽  
Vol 68 ◽  
pp. 44-62 ◽  
Author(s):  
Ingrida Girnienė
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Continuous Creation ◽  
Management Processes ◽  
Study Results ◽  
And Storage ◽  
Knowledge Management Processes

Nūdienos dinamiškoje aplinkoje informacija ir žinios yra vieni iš esminių organizacijos išteklių ir pagrindiniai inovacijų šaltiniai. Šių išteklių tikslingas valdymas lemia organizacijų konkurencinį pranašumą kuriant didesnę pridėtinę vertę ir didinant jos procesų efektyvumą. Atsižvelgiant į Pasaulio ekonomikos forumo 2013–2014 metų šalių konkurencingumo tyrimo rezultatus, Lietuva užima 27 vietą tarp 148 valstybių pagal žmonių, turinčių aukštąjį išsilavinimą, skaičių, tačiau 44 vietą – pagal inovacijų ir verslo lankstumo subindeksą. Šie statistiniai duomenys leidžia daryti prielaidą, kad Lietuvos organizacijose žinių potencialas yra aukštas, tačiau jis nėra pakankamai išnaudojamas. Susiklosčiusi realybė verčia ieškoti būdų ir metodų, kaip būtų galima ją keisti lygiuojantis į užsienio šalių patirtį. Viena iš priežasčių, kodėl Lietuvos inovatyvumo indeksas yra ganėtinai žemas, galėtų būti ta, kad dažnai organizacijoje trūksta sistemingumo ir tikslingumo valdant žinias, nesukuriama atvira, darbuotojų pasitikėjimą skatinanti aplinka, kai darbuotojai noriai dalijasi žiniomis ir įgyta patirtimi, dėl to sukuriamos naujos prekės ir paslaugos, įgyjamas konkurencinis pranašumas. Šio straipsnio tikslas – konceptualių teorinių įžvalgų analizės rezultatų pagrindu, pasitelkiant inovatyviam sektoriui priklausančią įmonių grupę, nustatyti esminių žinių valdymo veiklų įtaką nuolatiniam inovacijų kūrimui organizacijoje.Pagrindiniai žodžiai: žinios, žinių valdymas, inovacijos, žinių valdymo modelis, žinių valdymo strategija, organizacinė kultūra, mokymasis. Knowledge management influence on continuous creation of innovations: a case studyIngrida Girnienė Summary The knowledge-oriented society and economic challenges evoke constant changes in all modern organizations. Knowledge is an inexhaustible source of creating innovative ideas, which is one of the essential conditions of innovation development. Today, knowledge management is closely associated with innovative activities. The scope of studies related to determining the impact of knowledge management on innovation is constantly increasing. In order to continuously create innovations, organizations should formulate their knowledge management strategy and integrate it into the organizational strategy, create the organizational culture which could stimulate knowledge sharing, promote continuous learning and the improvement of competencies, identify the key knowledge, create new ideas, develop and acquire new skills, constantly store and share knowledge. The article highlights knowledge management activities affecting innovation, presents an integral knowledge management model which stimulates a continuous creation of innovations, and provides a case study results demonstrating the knowledge management influence on innovation. According to the case study results, knowledge management processes, particularly knowledge sharing, storage, and creation, make the greatest impact on the continuous creation of innovations. Besides, the organizational culture and the organizational structure also influence the process of innovation creation. The knowledge processes, such as sharing and storage, make the greatest influence on the organizational, marketing and product innovation, and process innovation is impossible without knowledge acquisition and storage. Organisations seeking to continuously create different types of innovation should develop knowledge management processes, with a particular emphasis on knowledge storage while applying appropriate technological solutions, and knowledge sharing while creating a favourable organizational culture and choosing the optimal organizational structure.

Toward a conceptual framework of reflexivity and practices in knowledge management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ibticem Ben Zammel ◽  
Tharwa Najar
Keyword(s):  
Organizational Learning ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Social Interactions ◽  
Business Strategy ◽  
Learning Capability ◽  
Content Type ◽  
Management Modes ◽  
The Individual

PurposeIn the present paper the research respects a specific steps regarding to the specificities of the study. The first step is compiling data into formal set which calls for the careful and methodic organizing of the original data. The second phase is disassembling the data in the base which calls the formal coding procedure. This phase supposes the use of a type of coding (axial coding). The authors combined three sources of information; nonparticipating observation of employee practices, techniques of semi-structural Biographical Interviews and explanations to collect data.Design/methodology/approachThis paper aims to report one-case study approach in a knowledge-based multinational to propose a framework that explores the role of reflexivity as determinant and the KM practices base of organizational changes and interpretations. The practice theory of Bourdieu and Giddens is mobilized to explain the individual behavior and the effect on the organizational structures. The paper assigns the role of team reflexivity as antecedent and emphasizes the individual and organizational practices to KM assessment.FindingsThe results showed the value of considering individual practices and team reflexivity on the learning stock of groups and knowledge sharing. Also, organizational learning, capability and social interactions are promising to build a practice-based framework of individual-organization duality of KM and for understanding changes in organizational structure and management modes.Research limitations/implicationsThe results showed the value of considering individual practices and team reflexivity on the learning stock of groups and knowledge sharing. Also, organizational learning, capability and social interactions are promising to build a practice-based framework of individual-organization duality of KM and for understanding changes in organizational structure and management modes.Practical implicationsThe organization's business strategy should identify and assess knowledge within the company's targets based on practice related concepts. The development of KM and HRM strategies must be embedded in business strategy which enables and support the organizational learning through practice community formation. Also, the direction should facilitate interpersonal knowledge sharing through certain forms of social interaction like establishing trust between new team's projects, team reflexivity and individual practices. Moreover, in the managerial issues, the study values the transformational leadership, participative management and commitment within the working group.Originality/valueAs any organizational phenomenon, KM can be addressed in different ways. The authors’ objective is to present an original and global approach leading to understanding different dimensions of this phenomenon. The proposed framework stipulates that knowledge is formed in practice through social interactions (Bourdieu, Giddens) and presents itself as a solution to the duality individual-organization. The originality of the paper is presumed in building a theory about KM effectiveness to develop its literature in terms of determinants and practices.

scholarly journals Organizing for Synergies

2010 ◽  
Vol 2 (4) ◽  
pp. 77-114 ◽  
Author(s):  
Wouter Dessein ◽  
Luis Garicano ◽  
Robert Gertner
Keyword(s):  
Organizational Structure ◽  
Local Adaptation ◽  
Functional Unit ◽  
Business Unit ◽  
Business Units ◽  
Incentive Conflict ◽  
A Company

Large companies are usually organized into business units, yet some activities are almost always centralized in a company-wide functional unit. We first show that organizations endogenously create an incentive conflict between functional managers (who desire excessive standardization) and business-unit managers (who desire excessive local adaptation). We then study how the allocation of authority and tasks to functional and business-unit managers interacts with this endogenous incentive conflict. Our analysis generates testable implications for the likely success of mergers and for the organizational structure and incentives inside multidivisional firms. (JEL D23, D86, G34, L22)

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