Towards a kernel theory of external knowledge integration for high-tech firms: Exploring a failed theory test

Designing information systems (ISs) requires a thorough understanding of the organizational knowledge processes in which these systems are used. Although much is known about internal organizational knowledge processes, the understanding of external knowledge processes is less developed. Hence, this paper reflects an attempt to operationalize and test a model of the process of external knowledge integration (EKI), consisting of an identification, acquisition, and utilization stage. We utilize high-technology based firms from a variety of high-tech categories including nanotechnology based firms since these firms have critical knowledge integration needs. The results of an international survey, with responses of 317 high-tech companies, suggest that not these three EKI-stages, but four organizational effectiveness functions (goal attainment, pattern maintenance, adaptation, and integration) account for most variation in responses. These findings seem to imply that ISs that are to support the EKI-process should be designed according to organizational effectiveness functions rather than to EKI-stages. It is proposed that each organizational effectiveness function imposes different requirements on ISs because users interact differently with IS in each function.     

Coming attraction

Francesca Cornelli, Richard D'Aveni, Andrew Kakabadse, Rosabeth Moss Kanter, Markus Reitzig, Fons Trompenaars and Kim Warren share their latest research.     

Short reports

In this study, we assessed the epidemiological patterns of suicide terrorism in the civilian population of Pakistan. Information about suicide terrorism-related events, deaths and injuries was extracted from the South-Asian Terrorism Portal (SATP) for the period from 2002 to October 2009. Of 198 events, civilians were involved in 194 events. Civilians accounted for 74.1% (N = 2017) of those who died and 93.8% (N = 6129) of those who were injured. In nine districts, mortality rates were more than one death per 100,000 inhabitants per year. The yearly trend showed a shift of attack targets from foreigners and sectarian targets in 2002–2005 to security forces or general public in 2006–2009. Attacks on public installations (mosques) or political gatherings resulted in a significantly greater (P ≤ 0.02) number of deaths (22 vs. 8) and injuries (59 vs. 24) per event compared with security installations. These results show that prevention might focus on political negotiation with armed groups and that appropriate measures should be taken to protect mosques and political gatherings.     

Driving Performance Through Corporate Culture: Interviews with Four Experts

Establishing an effective link between corporate strategy and employee performance has traditionally been seen as a function of organizational structure and internal marketing—that is, of getting the right compensation systems in place to reward the desired behavior, and relentlessly communicating the strategy to all employees. But, according to the four organizational behavior experts who were interviewed for this article, there's more to it than that. Also important is a market- and customer-oriented corporate culture, which can be a highly effective tool for companies seeking to improve performance and increase value.
This article presents four distinctive, but complementary views on why and how senior executives should play a significant role in managing the cultures within their organizations. According to these experts, it is possible to both transform and harness the power of a culture by paying greater attention to succession issues; articulating and communicating an organization's core values; aligning a company's behavioral norms with employee assumptions; and offering "constructive reconciliation of cultural differences." In the last analysis, a company's culture is said to be the most effective way for executives to ensure that their employees will perform "when no one is looking."