Effect of Knowledge Leadership on Knowledge Sharing in Engineering Project Design Teams: The Role of Social Capital

Knowledge sharing is a precondition for engineering project design teams to achieve an efficient design; however, designers are not always willing to share knowledge with other team members. To improve knowledge sharing, this article investigates the effect of knowledge leadership on knowledge sharing in engineering project design teams by examining the role of social capital. Our results show a significant indirect effect of knowledge leadership on knowledge sharing through the mediating role of social capital. Therefore, effective knowledge sharing depends on knowledge leaders to develop a share vision, and promote a trustworthy and collaborative environment for designers.     

Imagination,Self‐Knowledge,and Poise: Jim March’s Lessons for Leadership

James G. March was a founding father of modern organization theory, and arguably its most eclectic scholar. His elegant writings, which were underpinned by a behavioural view of organizations, spanned ambiguity and choice, rationality and decision‐making, organizational change, organizational learning, and institutional theory, among others. In this editorial, we remember Jim March by reflecting on his lessons for leadership. It is structured into three parts, each portraying a key aspect of contemporary leadership: imagination, self‐knowledge, and poise. March believed that these qualities were essential to leadership, and he embodied them to the fullest.     

Interactions Between Organizational Culture,Trustworthiness, and Mechanisms for Inter‐Project Knowledge Sharing

This research used a multiple‐case study approach to empirically investigate the complex relationship between factors influencing inter‐project knowledge sharing—trustworthiness, organizational culture, and knowledge‐sharing mechanisms. Adopting a competing values framework, we found evidence of patterns existing between the type of culture, on the project management unit level, and project managers’ perceptions of valuing trustworthy behaviors and the way they share knowledge, on the individual level. We also found evidence for mutually reinforcing the effect of trust and clan culture, which shape tacit knowledge‐sharing behaviors.     

Leadership in Organizational Knowledge Creation: A Review and Framework

Organizational knowledge creation integrates context, knowledge assets, and knowledge creation processes throughout the organization. Using organizational knowledge creation theory as an organizing framework, we conduct a literature review that shows prior work has focused on the role of central, upper‐echelon, leadership in knowledge creation processes, without devoting much attention to context and knowledge assets. To remedy these weaknesses, we develop a new framework for situational leadership in organizational knowledge creation. The framework is based on a continuum that ranges from centralized to distributed leadership at three layers of activity: a core layer of local knowledge creation; a conditional layer that provides the resources and context for knowledge creation; and a structural layer that forms the overall frame and direction for knowledge creation in the organization. We discuss the implications of this framework for theory and practice.     

Green Knowledge Sharing,Stakeholder Pressure,Absorptive Capacity,and Green Innovation: Evidence from Chinese Manufacturing Firms

A central issue faced by many Chinese manufacturing firms is how to absorb and utilize green knowledge shared among supply chain members for superior green innovation. Invoking the indirect research stream of organizational learning theory, we develop a moderated mediation model in which absorptive capacity mediates the interactive effects of green knowledge sharing and stakeholder pressure on green innovation. Our hypotheses were tested using a sample of 247 Chinese manufacturing firms. The results from multiple regression and bootstrapping tests reveal that absorptive capacity fully mediates the link between green knowledge sharing and green innovation, and the mediation effect is positively contingent upon stakeholder pressure. These findings provide managerial implications for Chinese manufacturing firms, recommending that these firms effectively develop their absorptive capacities and closely monitor stakeholder pressure to realize the green innovation benefits of green knowledge sharing.     

供应链企业间知识共享能力评价研究

知识共享是知识管理的核心。可行的知识共享能力评价体系是发掘供应链内发展潜力、发现知识共享能力不足的有效方法。文章剖析了影响供应链知识共享能力的主要因素,将供应链环境特征、供应链内成员企业间关系、供应链知识共享平台作为供应链知识共享能力的影响因素。构建供应链知识共享能力评价指标体系,引入G1法确定指标权重,并结合模糊数学理论,提出基于G1模糊综合评价方法构建知识共享能力评价模型,最后通过实例验证了评价指标和评价方法的有效性。     

Entrepreneurial Leadership as Creative Brokering: The Process and Practice of Co-creating and Advancing Opportunity

How does entrepreneurial leadership drive the process of forming and advancing opportunity? Drawing from an ethnographic field study of Nashville music producers, I develop a model of entrepreneurial leadership as creative brokering – the practices and process by which entrepreneurs lead and mobilize a complex network of actors in co-creating and advancing opportunity. I find that entrepreneurial leaders encounter three tensions as they advance this process: 1) generating novel ideas and fitting them within the competitive landscape; 2) incubating opportunity and seizing the moment in the market; and 3) fostering experimentation and navigating hyper-competition. I show when these tensions arise and identify six creative brokering practices through which leaders leverage their brokerage role to navigate these tensions in order to move opportunity forward. The paper offers a model of entrepreneurial leadership as creative brokering, extends extant creative brokering scholarship to consider more distal market actors, and shows how creative brokering and leadership towards creative outcomes involve iteratively stepping forward to infuse market perspective and exert control, and stepping back to let others shine and co-create ideas.     

供应链中知识共享框架的研究

本文论述了供应链中知识管理以及知识共享,在此基础上提出了供应链中知识共享的系统框架,并详细介绍了其中供应链信息系统,企业集成知识门户,知识库的建立等几个问题,文章最后分析了供应链中进行知识共享应遵循的策略.     

基于模糊数学方法的员工知识共享能力的评估

在当今知识社会中,知识管理受到越来越多企业的关注,是企业能否保持和创造竞争优势的关键,而作为知识管理最核心的内容——知识共享更是重中之重。现今关于知识共享的研究大都局限在从组织和个人两方面来促进知识共享顺利进行,但没有一个较好的评价体系。如何对员工知识共享能力进行正确的评估关系到企业知识共享乃至知识管理的成败。     

基于高校教育资源共享的大学知识联盟的管理机制构建

高校教育资源共享,是对高校教育资源进行优化配置和合理利用。大学知识共享是教育资源共享的重要方面,但大学现行的组织结构存在着许多问题,不利于知识共享,因此建立知识联盟,就可以有效实现大学与外部机构之间的知识共享。大学知识联盟管理机制构建的主要路径是:选择互补性的合作对象、创新知识联盟的管理机制、建立相互信任的关系、促进知识的学习与流动和加强联盟间交流与沟通。     

场效应理论与知识共享过程分析

在分析了知识共享的难点与场效应理论的基础上,针对场效应在知识共享过程中的作用提出了 知识场的概念,并通过场效应作用机理的分析,阐述了组织中行动性知识与认知性知识的共享过程,以及运 用场效应理论实现知识共享的模式。     

高校知识共享的动因、障碍及对策

高校知识管理的核心是促进各类知识的交流与共享。在大学内部,知识共享对大学知识的深度挖掘和核心竞争力的提升有重要价值。但知识共享并不能自动实现,也不会轻而易举就会产生。本文通过对高校知识共享的动因、障碍的分析,理清高校知识共享中的内在机理,提出相应对策,从而促进高校知识共享,提高高校竞争力。     

Strategic and Cultural Misalignment: Knowledge Sharing Barriers in Project Networks

This article draws on theories from knowledge and project management to develop an understanding of how knowledge sharing is encouraged and hindered in the context of a multifirm network assembled to execute an innovative shipbuilding project. The empirical data are based on a qualitative case study, collected from in‐depth face‐to‐face interviews in China and Norway, with the key people from a ship owner, shipbuilder, and ship technology supplier. The research indicates three interesting findings: First, differences in organizational culture (not national culture) hamper knowledge sharing. Second, a strategic misalignment made knowledge sharing difficult. Third, protecting knowledge by patenting and secrecy barely influenced the knowledge sharing processes. Based on previous research and lessons learned from case study experience, we suggest a framework to analyze challenges and links in project networks.     

Assessing the Effects of Cultural Intelligence on Team Knowledge Sharing From a Socio‐Cognitive Perspective

Drawing upon social cognitive theory, this research postulates cultural intelligence as a key driver of knowledge sharing among culturally diverse teams. An empirical testing of the proposed model, by investigating team leaders from high‐tech industries, reveals the applicability of social cognitive theory in understanding cultural intelligence, perceived team efficacy, and knowledge sharing. Specifically, the test results herein show that knowledge sharing is directly influenced by metacognitive, cognitive, and motivational cultural intelligence. At the same time, knowledge sharing is indirectly impacted by metacognitive and behavioral cultural intelligence through the mediation of perceived team efficacy. Lastly, this research provides managerial implications and limitations. © 2013 Wiley Periodicals, Inc.     

Formal and Informal Practices of Knowledge Sharing Between Project Teams and Enacted Cultural Characteristics

This article investigates the process of knowledge sharing between project teams and uses a case study approach. This is especially relevant, as organizations face both the needs for separating work into projects and integrating knowledge created in projects into the organization. The results provided by the analysis technique of GABEK^® indicate that, although projects create boundaries, employees and project team leaders use formal mechanisms and develop informal practices for knowledge sharing between project teams. Furthermore, the article identifies organizational cultural characteristics enacted in these practices that can stimulate the discussion in “knowledge culture research” regarding the relationship of organizational cultural characteristics and (specific) knowledge processes.     

工程咨询企业团队知识共享与新业务开发能力

工程咨询企业是知识密集型企业,知识的管理和共享对保持和提高企业综合竞争力进而开发新业务有着极其重要的作用。本文主要研究这类企业里的知识共享内容、方式,并指出知识共享对工程咨询企业开发新业务所起到的促进作用。     

Reflexive Organizing for Knowledge Sharing: An Ethnomethodological Study of Service Technicians

This study examines how organizing is done reflexively through practice in the context of knowledge sharing. Organizing concerns reduction of equivocality and sensemaking so that actions can be interpreted and coordinated. Reflexivity refers to the fact that this organizing is done through talk, and that talk is an action that requires organizing. To examine how this reflexive organizing is accomplished, detailed analysis of video‐recorded interactions among photocopier service technicians revealed various interactional methods to make actions of requesting and offering assistance understandable and relevant. To explain these methods, Goffman's concept of embedding is applied. By embedding other social situations in the current talk, one can project a certain sense of one's talk. This reflexive organizing clarifies that organizing is part of, not separate from, any practice and that knowledge sharing is accomplished not through a retrospective narrative but through reflexive construction of the situation in which talk is made possible.     

Board Effectiveness and CEO Pay: Board Information Processing Capacity,Monitoring Complexity,and CEO Pay‐for‐Performance Sensitivity

We have developed an information processing theory of board effectiveness to examine board‐chief executive officers (CEOs) pay relations. We theorize that CEO pay reflects the information processing context of boards. Boards have limited information processing capacity and therefore prefer to use outcome‐based CEO pay when they have difficulty in processing information for monitoring their CEOs. Using a longitudinal sample of Standard and Poor's (S&P's) large‐, medium‐, and small‐cap manufacturing firms in the United States from 1998 through 2005, we found support for our theory. Large boards and boards in less complex monitoring contexts tend to link CEO pay less tightly to firm performance by providing less stock‐based incentives, and the tendency of large boards to decrease outcome‐based CEO pay is even greater when boards are not busy or when boards are in less complex monitoring contexts. © 2015 Wiley Periodicals, Inc.     

Creative Collaboration and the Self‐Concept: A Study of Toy Designers

In this paper, we explored how collaborative behaviours were related to the self‐concepts of creative workers. Our findings, derived from a qualitative study of corporate toy designers, showed that the personal (vs. social) identities of toy designers were most strongly related to collaborative behaviours. Further, collaborative behaviours defined as idea giving were most congruent with all toy designers' personal identities, while collaborative behaviours defined as idea taking were most incongruent with those identities. Finally, specific collaborative behaviours related to specific types of personal identities (e.g. the collaborative behaviour of ‘incorporating the ideas of others’ was especially incongruent with ‘artistic’ personal identities). Together, these results suggest that promoting collaboration among creative workers may require attention to not only idea‐giving behaviours and social identities (as suggested by most extant theories), but also to idea‐taking behaviours and personal identities. We discuss the implications of these findings for theories of creative collaboration and identity in organizations.     

Employee Rights, Employee Responsibilities and Knowledge Sharing in Intelligent Organization

Much is currently being written about the need to encourage employees to share knowledge in order for companies to maintain a role as an intelligent organization in a technologically sophisticated environment. However, there is little written of the relationship between employee rights to satisfactory employment conditions, employee responsibilities in decision-making, and employee willingness to share their knowledge collaboratively. This paper seeks to redress this gap by discussing the importance of the relationship between employee rights and responsibilities and employee willingness to share knowledge. The reaction of a group of employees (academics) employed in an Intelligent Organization (university) to a reduction in their rights and responsibilities is discussed in order to design a framework of employee rights and responsibilities required for knowledge sharing in intelligent organizations.