Knowledge Perspective (knowledge + perspective)

Distribution by Scientific Domains

Selected Abstracts

Bringing the knowledge perspective into HRM

Dana Minbaeva
In this introduction to this Special Issue, we briefly describe the knowledge perspective that has emerged in management research over the last two decades, discuss its current and potential future relations to Human Resources Management (HRM) research, and summarize the papers in this issue. [source]

The Governance Approach to European Integration

Markus Jachtenfuchs
This article argues that the study of European integration is divided into two distinct approaches: classical integration theory for which the shape of the Euro-polity is the dependent variable; and the governance approach for which it is the independent variable. An historical and conceptual overview of the approach focuses on the efficiency side of governance and excludes issues of democracy and legitimacy. From a sociology of knowledge perspective, the first part traces the roots of the present discussion back to three bodies of literature, namely studies on Europeanization, regulatory policy-making and network concepts. The second part presents the achievements of the approach: putting EU studies in a comparative perspective, directing attention towards democratic governance and bypassing old dichotomies on the future of the nation-state. The final section evaluates present shortcomings, most notably a bias toward problem-solving, the proliferation of case studies and the lack of a coherent theoretical perspective. [source]

ICTs adoption and knowledge management: the case of an e-procurement system

Silvia Massa
The purpose of the research is to articulate a framework for analysing the effects of e-procurement adoption in terms of knowledge management. Starting from this position, a case study in a leader firm in electronics devices was developed and a consolidated knowledge perspective was adopted. Empirical evidence confirms that it is not information and communication technology itself that can provide positive or negative effects on organizations but how the technology is used in conjunction with complementary human resources. In fact, according to the case study, two different phases emerged in the e-procurement (EP) adoption. Both are characterized by the same technology but different behaviours that determined very different results. While the framework can be applied to read EP development in several contexts, it would be a mistake to generalize the results from this example. While multiple informants from different hierarchical levels, triangulation using different types of data sources and a systematic data analysis serve to attenuate many of the problems with reliability, generalizability remains more of an issue. Finally, it is worth noting that studying adoption of inter-organizational systems-like EP systems are, has proved to be, difficult because such systems span the company boundaries. Consequently, future developments will aim at broadening the research along the entire supply chain. The proposed framework could be a useful tool to check an EP project in progress and to motivate the involved actors by suggesting a means to interpret how the project is impacting on organization, keeping in mind that effects on KM anticipate improvements in traditional procurement performances. Copyright 2007 John Wiley & Sons, Ltd. [source]

Modeling the knowledge perspective of IT projects

Blaize Horner Reich
Abstract Information technology (IT) projects are often viewed as arenas in which action is paramount, and tasks, budgets, people, and schedules need to be managed and controlled to achieve expected results. This perspective is useful because it encourages the project manager to scope work, manage time and budget, and monitor progress. Another perspective views a project as a place where learning and knowledge is paramount. In this view, projects are seen as a conduit for knowledge, which enters through people, methodologies, and prior learning. During the project, knowledge must be transferred, integrated, created, and exploited to create new organizational value. Knowledge is created, and knowledge can be lost. Within an IT project, this focus on knowledge yields new insights, because IT projects are primarily knowledge work. From this perspective, the project manager's primary task is to combine multiple sources of knowledge about technologies and business processes to create organizational value. These and other views of the IT project are complementary. However, this article focuses only on the knowledge perspective, leaving aside other views. This article is designed to bring together the empirical literature, which has investigated the impact of knowledge perspectives on IT project performance, and to suggest a temporal model of this perspective. In the first part of this article, we consider the knowledge-based view of an IT project and suggest definitions and a typology of knowledge. Then the knowledge risks model (Reich, 2007) is used as a framework within which to collect and examine the empirical data that support the knowledge-based view of an IT project. In the third part of this article, the problem of modeling knowledge and learning within IT projects is addressed. The study begins with the Temporal Model of IT Project Performance (Gemino, Reich, & Sauer, 2008) and discusses evidence that its knowledge-based constructs and subconstructs are influential with respect to project performance. The article ends by proposing a temporal model of the knowledge perspective of an IT project. There are five constructs in this model: knowledge resources, knowledge creation, knowledge loss, project performance, and learning. The content of these constructs and their expected interaction is discussed. Although this stream of work is at its early stages, hopefully it will convince researchers that further investigation into knowledge and learning within projects is warranted because it has the potential to impact both the theory and performance of IT projects. [source]