Knowledge management practice in Scottish law firms

Law firms, as part of the professional services sector, are increasingly engaged in strategic thinking about business growth and development. The management of partners, staff and their knowledge is critical to this strategic development. This study of a sample of Scottish law firms engaged in commercial and corporate law finds that organisations are at different stages of progress, and that change has focused more on technical solutions than on organisational and HR issues. Based on evidence from partners and management, and on attitude data from salaried staff, the article suggests that, although the traditional professional firm's interest in building and leveraging its human capital is still present, the underlying social and cultural processes involving motivation, sharing of experiences, coaching and mentoring are relatively underdeveloped. The implications for HR strategy and practice, and for the role of the HR manager, are considered.     

HR strategy and competitive advantage in the service sector

While taking its cue from studies of high‐performance work systems in manufacturing, this article examines theory and research on the potential for HR advantage in the service sector, building directly on recent studies of market segmentation and HR strategy in the sector. The article uses these studies, along with strategic management theory, to put forward a new typology of market characteristics, competitive dynamics and HR strategy in services. Three broad types of competition, ranging from mass market to knowledge‐intensive services, are identified. This framework helps the article to explore the issue of whether competitive differentiation through human resources is possible only in high‐skill areas such as professional services. It argues that opportunities for HR advantage are broader; they exist where quality and/or knowledge are important in competitive strategy. However, seeing the opportunity is not the same as achieving the result. Service firms that identify and pursue these opportunities face the problems of building and maintaining barriers to imitation, and of managing the ‘politics of appropriation’.     

Venture capitalists and entrepreneurs become venture philanthropists

• Non‐traditional charitable sources of revenue may be categorised as follows:
  • Venture philanthropy: Human resources and funding invested as donation in the charity by entrepreneurs, venture capitalists, trusts and corporations in search of a social return on their investment. It involves high engagement over many years with fixed milestones and tangible returns and exit achieved by developing alternative, sustainable income.
  • Commercial ventures: They seek a financial return on investment by creating a social enterprise operated by charities and their trading/holding companies alone or in partnership with the corporate sector, venture capitalists or investors to provide funding. Venture philanthropists may also ‘invest’ without establishing an equity position in the commercial enterprise. Any profits are re‐directed to mission‐related activity, although the business activity may or may not be mission related.
  • Social venture capital: It funds commercial ventures (as above) but may not seek a complete return on investment; instead the investor may off set some or all of the investment against social outcomes.
• Within the context of venture philanthropy, this paper demonstrates how charities, venture capitalists and entrepreneurs may work together in strategic alliances. It explores venture philanthropy from the perspective of venture capitalists and entrepreneurs, giving examples. Charities are shown how to prepare themselves to take advantage of these entrepreneurial opportunities.
• Although the emphasis in this paper is on venture philanthropy, the processes outlined may be used to help a charity take advantage of opportunities within the broader social entrepreneurial context. Successful venture capitalists and entrepreneurs have demonstrated the ability to turn outline business ideas into big results, frequently in highly competitive business environments.
• A common characteristic that appears to unite these individuals when they divert their interest toward social ventures is a desire to apply their business‐like approach, which includes planning processes, milestones and outcome measurement to their social venture activity.

Copyright © 2005 John Wiley & Sons, Ltd.     

Exploring psychological determinants of sharing donor recognition on social networking sites.

Not‐for‐profit organizations (NFPs) are increasingly turning to online platforms to engage with donors. However, sharing rates of donation activity to social networking sites (SNSs) are low. Existing research has predominantly taken an aggregated approach to understanding SNS sharing behavior, therefore this study took a context‐specific approach and explored; why do donors choose to share (or not share) donor recognition on social networking sites? A qualitative research design was employed using interviews with 20 Australian donors. Social, organizational and individual factors were identified as influential to donors' decisions to share online donor recognition. This study extends understanding around online self‐disclosure and firm‐generated electronic word‐of‐mouth and provides strategic direction for NFPs to encourage greater donation sharing behavior on SNSs.     

Industry,management capabilities and firms' competitiveness: An empirical contribution

The aim of this paper is to contribute to the knowledge of strategic factors that explain the competitive position reached by firms in their activity sector. We have used a survey carried out in 1999 on 287 executives that belong to the service sector in the province of Santa Cruz de Tenerife. We have analysed the differential factors that distinguish the strategic performance of competitive vis‐à‐vis non‐competitive firms, by jointly assessing the variables representative of the sector (five competitive forces defined by Porter) and variables of an internal feature. Finally, we have moved the level of analysis from the industry to the firm; specifically, we have focused on managerial capabilities due to the significant role played by managers in the strategic decision‐making process. The use of cluster analysis to classify firms depending on their degree of competitiveness and the application of the See5 induction algorithm of rules and decision trees to determine the differential factors that distinguish competitive from non‐competitive firms, provide a methodological framework for the most significant contributions of this work. Copyright © 2004 John Wiley & Sons, Ltd.     

An investigation into the values dimensions of branding: implications for the charity sector

• Branding is being adopted by charities and written about in academic and practitioner charity literature with increasing frequency. There is also growing concern, however, about the over-commercialistion of the sector and the misappropriation of techniques developed specifically for the commercial environment. Literature supporting the claim that charities are values-based organisations is reviewed and the proposition is made that it is in fact the non-negotiability of charity values that differentiate them from commercial organisations. Given the significance of values in the charity sector, the paper argues that a clearer understanding of how values are conceptualised in branding is necessary in order to establish whether branding is an appropriate and effective tool in the charity context. To achieve this, the paper reviews relevant branding literature focusing in particular upon the delineation of the values dimensions identified in for-profit branding models. To aid further understanding of these values dimensions in the non-profit context and their applicability (or otherwise) to it, the metaphors of brand as ‘mirror’, ‘lamp’ and ‘lens’ are introduced.
• It is argued that in the corporate sector the brand concept has been utilised to ‘mirror’ those values that underpin the needs and desires of consumers. In contrast to the passive mirror, when operationalised as ‘lamp’, it is claimed that the brand aims to influence both the values of the organisation and the values of its target audience. It is postulated that neither of these approaches is appropriate for values-led organisations and that it is only as a metaphorical ‘lens’, projecting the values of the organisation itself that branding offers an applicable and effective model in the charity context.

Copyright © 2006 John Wiley & Sons, Ltd.     

Strategy matters: strategic positioning and performance in the education services sector

• The present study explored the strategic positioning behaviour of Australian educational services institutions to see whether their choice of strategy impacted their competitiveness in international markets. A sample of schools, colleges and universities, were asked which of Porter's generic positioning strategies they used. Correspondence and cluster analysis were used to examine these relationships and discriminant analysis was used to see whether there was a relationship between strategy choice and performance. The results showed institutions that lacked a coherent strategy did not perform well, highlighting the importance of educational administrators to develop clear and coherent strategies that position their offerings effectively to targeted market segments. Indeed, a failure to apply strategic principles may risk the long term sustainability of the institution.

Copyright © 2007 John Wiley & Sons, Ltd.     

Strategy work in the public sector—A balancing act of competing discourses

This study uses the concept of interpretative repertoires, i.e., localized discourses, to examine how facts are constructed about strategic work in a central government agency. It analyzes strategic work in relation to the public sector context and draws attention to power struggles among different discourses in this context. The identified repertoires can be related to wider public sector management discourses that civil servants need to balance in their strategic work. These discourses can both enable and constrain strategy work, and we conclude that strategy in the public sector needs to be understood in relation to these discourses.     

Creating customer value in the not‐for‐profit sector: a case study of the British Library

• Public sector organisations are being increasingly subjected to both legislative and competitive pressures forcing them to reconsider their relationships with users and customers (Chapman and Cowdell, 1998 ) in order to develop a more overt marketing orientation (defined as focusing on customer needs as the primary drivers of organisational performance (Jobber, 2004 )). The creation of customer value underlies the development of a meaningful marketing orientation, and is a nettle that more public sector and not‐for‐profit organisations will have to grasp. This article considers how a more marketing‐oriented approach was adopted by the British Library in order to clarify and communicate its value proposition to its identified target markets, and in doing so, hopefully achieving a sustainable competitive advantage on an ongoing basis.

Copyright © 2005 John Wiley & Sons, Ltd.     

Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes

Abstract

Despite the acknowledged importance of knowledge management (KM), many employees avoid practicing KM at the individual level. This avoidance often leads to loss of the intellectual capital due to employee turnover. Many potential behavioural remedies are still untapped in the existing literature. This study extends the construct of knowledge oriented leadership (KOL) and examines its role in predicting KM behaviour among employees of the hospitality sector, at the individual level. It also investigates the mediating effect of employee work attitudes including affective commitment, creative self-efficacy and work engagement, by using partial least square for structure equation modelling. This study finds that KOL positively affects KM behaviour, affective commitment, creative self-efficacy and employee work engagement. Work attitudes (affective commitment, creative self-efficacy, work engagement) mediate the relationship of KOL and KM behaviour. Furthermore the direct positive effect of employee affective commitment, creative self-efficacy and work engagement on KM behaviour is also significant. This study contributes to the body of knowledge by extending the construct of KOL, and by investigating the connection between KOL, work attitudes, and KM behaviour among hospitality employees, at the individual level.     

The effects of re‐branding large UK charities on staff knowledge,attitudes and behaviour

• Despite the costs of charity re‐branding, there is little research in the public domain of its effect on staff. This study addresses that gap in knowledge by evaluating the effects of re‐branding large UK charities on staff knowledge, attitudes and behaviour.
• A quantitative survey of 465 charity staff was carried out in 10 large UK charities. The study shows that knowledge has benefited most from re‐branding although unevenly across different levels of seniority. Length of service has no effect on levels of knowledge but level of support was positively correlated.
• The impact of re‐branding on attitudes proved positive with staff at all levels feeling more motivated, involved and valued as a consequence. However, the study also demonstrates that not all staff feel engaged with the re‐branding process for the organisation to capitalise fully on enhanced staff performance.
• Behaviour was less affected by re‐branding with the exception of a very positive impact on staff retention. The report discusses the practical implications for charity managers.

Copyright © 2006 John Wiley & Sons, Ltd.     

Performance management effectiveness: practices or context?

Although much research has focused on the technical or measurement issues involved in employee performance management, this study investigates the mutual influence of practices and context on performance management effectiveness. From a sample of 312 private and public sector organizations with 200 or more employees, the results indicate positive associations between practices – training and employee recognition – and performance management effectiveness. They further underscore the relevance of three contextual variables – culture, climate and the strategic integration of human resource management – as they are also related to more positive performance management outcomes. Implications for research and practice are discussed.     

创新导向的知识和谐管理——腾讯和惠普中国的案例研究

惠普中国的知识管理案例说明,中国企业实施知识管理既要借鉴西方企业成功的经验,又要结合中国的国情,更重要的还是要建立中国情景下的知识管理理论体系。知识和谐管理理论将中国传统的和谐思想引入知识管理领域,指出处于和谐状态的知识有利于最大限度地发挥其价值创造功能,为组织成长提供持续竞争优势;而要达成组织知识和谐态,必须实施一系列知识过程;文章从理念层面、规则层面和技术层面构建了知识和谐管理的理论框架。选择腾讯公司作为案例,从战略理念、知识发现、知识聚集、知识创造、知识运用、信息技术平台和文化管理等方面分析了腾讯公司创新导向的知识和谐管理的基本模式,检验了知识和谐管理的几个基本观点。     

Positioning and its strategic relevance

Abstract

Contemporary non-profit strategic management/marketing literature suggests that non-profit organizations, including charities, adopt positioning strategies to differentiate themselves in increasingly competitive operating environments. However, the extant literature lacks adequate theoretical/conceptual frameworks and empirical studies to guide research and inform charity management practice. As part of an on-going study in strategic positioning in British charitable organizations, this article presents the key findings of an exploratory survey into the extent of positioning activities in a sample of general welfare and social care charities within the wider voluntary sector in the UK. The empirical findings reveal that charitable organizations undertake positioning activities extensively in their organizations. However, these activities appear to be more complex than those advocated in contemporary non-profit management/marketing literature. The article highlights five emerging themes that could have major implications for research and practice of strategic positioning in charities in specific, and in voluntary-sector organizations in general.     

How UK universities engage with their local communities: a study of employer supported volunteering

• In 2000, the UK Prime Minister pledged that employers should be encouraged to release staff for 1 day a year to undertake volunteering activity. Many and varied programmes are being set up to assist employees to volunteer, whether during work hours or in their own time. This is called employer supported volunteering (ESV). This paper discusses the increasing use of ESV and aims to provide an understanding of the key concepts of this phenomenon. An E‐mail survey was completed of all 122 universities in England, Scotland, Wales and Northern Ireland. University websites linked to volunteering for staff and students were also examined. Responses were received from 65 institutions (a response rate of 53%). This initial research reveals that university commitment to ESV varies across the sector. Many universities support staff volunteering and informally encourage links with the local community through voluntary activity but only seven institutions had developed a formal policy allowing staff time off work to volunteer. From this initial research, three best practice universities have emerged and their activities are discussed. The next stage in this project is to research the areas identified and to explore the extent of volunteering by university staff and staff attitudes to volunteering with a view to provide a full picture of ESV in the UK university sector.

Copyright © 2007 John Wiley & Sons, Ltd.     

军事物流信息化建设中知识管理实施策略研究

在知识经济时代．军事物流正逐步从信息管理走向知识管理。文章从知识管理的概念出发，阐述了实施知识管理对军事物流信息化建设的意义，运用迈克尔波特的价值链模型框架分析了军事物流知识管理战略的组成，在此基础上提出了军事物流信息化建设中知识管理的实施策略。     

Issues in the implementation of proactive environmental strategies

Management consultants, environmental groups, and industry trade associations have all recently offered guidelines for companies to improve environmental performance.¹ The guidelines suggest ways that companies can implement strategic change to move beyond compliance with regulation, assume responsibility for the environmental impacts of their products, and gain public credibility. Much of the advice offered can be useful to managers who are responding to rapidly changing environmental pressures. Nevertheless, implementation of some of the general guidelines could impose undue costs or introduce untoward organisational consequences for certain companies. While mentioned as an issue in the management literature, companies need more systematic advice on how best to tailor these broad guidelines for environmental strategic change to the specific needs and capabilities of their companies. In addition, as many companies are comprised of diverse business units that are sometimes linked together only through financial controls, managers must adapt environmental management programs to unique ‘substructures’ within the firm. These substructures can differ dramatically in their environmental performance and their management capabilities. Elsewhere we have offered a framework for analysing environmental strategies and management programs.² In this paper, we identify some of the implementation issues that confront companies when they introduce environmental strategic change. We argue that environmental strategies are most effectively implemented when they are consistent with the organisational characteristics and operating context of the company involved. We use Volvo's experience with environmental strategic change to highlight many of the difficulties that companies may encounter when altering their approach to environmental performance. The case illustrates how a company can modify its own strategy and management programs for more effective change. It is an interesting case to study because of the proactive and comprehensive nature of Volvo's environmental strategy and management programs.     

动态能力视角下的商业银行战略转型与经营绩效关系的理论与实证研究——以浦发银行为例

动态能力是企业可持续竞争优势的来源,战略转型能力是一种整合、建立和再配置内外部资源的动态能力。为此,本文在构建动态能力与可持续竞争优势的关系模型的基础上,从我国商业银行成功转型会获得财务资源优势的角度出发,设计了衡量商业银行战略转型是否成功的理论分析模型。为验证其模型的客观性,选择中国浦发银行为案例研究对象,在分析研究浦发银行战略转型历程的基础上,运用因子分析法对浦发银行在2001～2009年的不同发展阶段的经营绩效进行分析总结,以验证评价其如何成功地实现战略转型。本文研究发现：企业想要了解其战略转型是否获得了由动态能力决定的持续竞争优势,可借助于衡量商业银行战略转型成功的理论分析模型;正确的战略转型有利于银行提高经营绩效;为此,银行需要继续有效地实施零售业务战略、强化银行内部治理机制改革和现代信息技术网络平台的建设,这是银行获得持续竞争优势的关键。     

Strategic management tools and public sector management

Abstract

This article highlights the applicability and effectiveness of two well established strategic management tools, value chain and stakeholder analyses, in the context of seven public sector strategic consultancy projects. The article provides a strong justification for the use of both models, when used independently, but particularly in conjunction, as powerful strategic analytical frameworks that can significantly encourage and illuminate strategic discourses in public sector organizations.

The article establishes that strategic tools such as value chain analysis, when applied in the public sector context, require significant adaptation to maximize their contribution to understanding a given situation. This study proposes that the strategic analysis of relationships that build or contribute to concepts of organizational value are of limited importance if the complex web of interdependent relationships themselves are not clearly demonstrated. This work therefore makes a clear case for applying two strategic models, value chain analysis and stakeholder analysis, in an analogous way to demonstrate how strategic understanding in the public sector is enhanced as a result of such symbiosis.