In Search of Knowledge Management: Pursuing Primary Principles
In this paper, we present the analysis of existing learning needs and motivations of educational organizations in the realities of the contemporary systemic changes in the educational environment of the Russian Federation. The theoretical basis of the research was the work of researchers of the concepts of knowledge management (knowledge management), human resources management (human resources management), organization theory and management practices, as well as sociology. The methodological and instrumental base was the mathematical analysis of sociological data processing, one-dimensional and two-dimensional descriptive analysis with the use of regression, factor and cluster analysis, which allowed to obtain five factors of qualification deficiencies and three groups of motives for the formation of educational requests. The results of the research work were the identification of weak and strong current competencies of managers of educational organizations. Identified educational programs meet the identified learning needs of managers. The main aim of this paper is to solve the problem of management accounting and the effectiveness of professional interaction of managers in the transition to project activities in order to obtain additional resources for the development of the educational organization.
Purpose – Knowledge management (KM) is the process of capturing the value from the knowledge assets and intellectual capital of the organization. Knowledge and effective knowledge management could be a source of competitive advantage. However, due to intangible nature of knowledge resources managers and academics struggle to evaluate the effectiveness of KM systems in organizations.
The main objective of this paper is to understand and describe the specific aspects of KM lifecycle in Russian companies. We aim to answer the following research question: What KM life cycle stages are the most and the least developed in Russian companies?
Design/methodology/approach – We chose a mixed-method research strategy. Qualitative part includes preliminary interviews with KM practitioners. The results of qualitative part helped us to adapt a framework developed by Bukowitz and Williams (1999) to the Russian settings. Quantitative part includes a survey on a sample of 104 executive managers of Russian companies presenting different industries and geographical regions.
Originality/value – The current paper contributes to KM academic theory in three different ways. First, the paper demonstrates state of the art of KM practices implemented in Russian companies and provides specific explanations of the results. Secondly, the authors propose a revised shortened version of a questionnaire for express diagnostic of KM maturity. Finally, special coefficient of KM maturity was developed and evaluated.
Practical implications – The paper demonstrated state of the art of KM implementation in Russian companies, helping managers to identify bottlenecks and areas for further development. Specifically, we suggest that managers of Russian companies pay close attention to the advancing and contributing stage of KM life cycle by fostering knowledge sharing, overcoming barriers, and implementing positions of knowledge analytics and coordinators. Besides, the paper suggests explanations for the identified problems and provides managerial recommendations related to the development of KM strategies in Russian context.
Many researchers believe that knowledge is the most important resource in the contemporary economy, but empirical studies show that knowledge management is not among the most used managerial tools. This gap can be explained with the hypothesis that knowledge management produces the significant impact on the effectiveness of organization only with the accompanying development of change management. Herewith the critical element of change management is a change readiness that allows to assess the possibility and feasibility of changes, consolidate and focus efforts, assess the adequacy of resources. This hypothesis is empirically tested using the partial least squares structural equation modeling (PLS-SEM) method on data for 103 Russian organizations. The results show that the empirical sample includes two statistically different datasets. The separating variable is the type of owner, so separate models were built for state-owned and private-owned organizations. For privateowned organizations, the hypothesis that knowledge management and changes readiness jointly affect effectiveness is fully confirmed. For state-owned organizations, knowledge management is not a factor of effectiveness. These results have two practical implications. First, managers who rely on the organizational knowledge should focus on the joint and coordinated implementation of knowledge management and change management. Special attention should be paid to the organizational context that supports individual change readiness. Second, state-owned organizations in Russia are less effective rather private ones, it is due to the fact that knowledge management for them is not the factor of effectiveness, that is in its turn a consequence of suppression of initiatives at the individual level.
Purpose – The purpose of this paper is to develop the model of knowledge management influence on company performance for further empirical testing of the links between knowledge management practices and processes and organizational performance.
Design/methodology/approach – This study establishes a model for comprehensive analysis of knowledge management’s influence on performance and describes the preliminary results gained from the experience of 120 Russian companies. For further testing structural equation modelling and the partial least squares methods are proposed.
Findings – The results of the literature review justify the importance of the study conducting this study in the field of knowledge management and its connection to organizational performance in the developing market of Russia. A theoretical model for future empirical testing is provided and methods suggested for further data analysis and interpretation. The preliminary conclusions are discussed.
Research limitations/implications – The focus on Russian firms limits the generalizability of the results.
The non-response bias is also taken into account for further study.
Practical implications – This pilot study outlines the importance of knowledge management practices and processes for firm performance. The preliminary results will be interesting both for researchers and practitioners in the countries with the developing economies. The final results will provide new insights in understanding and formalizing the portrait of a typical Russian company with regards to knowledge management policies.
Originality/value – Few studies have been published on the knowledge management process within the Russian context. This study is expected to encourage future studies in this field. The present paper fills an important gap in the extant literature by conceptualizing the model for knowledge management performance analysis and proposes empirical testing of the relationship between knowledge management and firm performance in the context of a developing country that will be presented later as the direction for future study. This study is one of the first ever to study these relationships within the Russian context.
In the last decade, the Internet of Things (IoT) has affected the approach of organizations to innovation and how they create and capture value in everyday business activities. This is compounded in the so-called Smart Cities, where the objective of the IoT is to exploit information and communication technologies (ICTs) to support added-value services for citizens, giving companies more opportunities to innovate through the use of the latest technologies. In this context, multinational enterprises (MNEs) are building alliances, starting several projects with public and private city stakeholders aimed at exploring new technologies for cities but also at exploiting new IoT-based devices and services in order to profit from them. This implies that companies need to manage and integrate different types of knowledge to efficiently and effectively support the simultaneous pressure of exploration and exploitation, at a project portfolio level. Using structural equations modeling with data collected from 43 IoT smart city project alliances in Italy, this paper tests and finds evidence that MNEs need to develop knowledge management (KM) capabilities combined with ICT capabilities if they want to obtain greater ambidexterity performance at the project portfolio level. More specifically, we highlight that KM capabilities enhance alliance ambidexterity indirectly through firms' ICT capabilities, suggesting that MNE managers should design KM tools and develop new ICT skills. Implications for academics, managers and future lines of research are proposed.
The objective of the conference – analysis and development of approaches, methods and instruments for business performance improvement based on modern intelligent technologies, BPM solutions of business processes management, methods and tools of ontological and strategic engineering in the conditions of digital transformation of enterprises.
The study of factors and motivesfor forming qualification deficits and educational demands of University middle managers in the context of knowledge management, practical significance, the results of which is the solution of the problem of management accounting and the effectiveness of professional interaction of managers in the transition to the project type of professional activity and obtaining additional resources for the development of the University. Innovation, in the context of the non-linear nature of the University as an educational organization and the basic processes of its life, the article postulates as a nonlinear phenomenon that is required for the generation and implementation of adequate forms of University management, which provides project management. The process of updating the sources of University managers qualification as the basis of efficiency and productivity of University management, considered in the article to the context of knowledge management, allowed not only to offer ways of direct overcoming of the identified qualification deficits that can be overcome with the help of certain educational programs, but also to determine the basis for the formation of productive management project teams based on the use of the strengths of University managers, which in turn contribute to the generation of, develop and implement internal and external innovative university projects.
This book gathers the Proceedings of the 20th International Conference on Interactive Collaborative Learning (ICL2017), held in Budapest, Hungary on 27–29 September 2017. The authors are currently witnessing a significant transformation in the development of education. The impact of globalisation on all areas of human life, the exponential acceleration of technological developments and global markets, and the need for flexibility and agility are essential and challenging elements of this process that have to be tackled in general, but especially in engineering education.
To face these current real-world challenges, higher education has to find innovative ways to quickly respond to them. Since its inception in 1998, this conference has been devoted to new approaches in learning with a focus on collaborative learning. Today the ICL conferences offer a forum for exchange concerning relevant trends and research results, and for sharing practical experience gained while developing and testing elements of new technologies and pedagogies in the learning context.
The acknowledgment of the knowledge-based nature of today’s economy and of organisations points out that knowledge workers and knowledge processes are at the basis of organisations competitiveness and knowledge management is a necessary dimension connecting operations and strategy in order to translate knowledge into organisational performance and value outputs and impacts. However, the ability of an organisation to prosper is linked not only to its capacity of managing and developing its knowledge resources, but most importantly to the identification of those cognitive resources that have strategic relevance for the future success of the organisation, i.e. the organisational knowledge assets. Indeed, knowledge assets contribute to the definition of the value of an organisation both from a static and a dynamic perspective. From static point of view, knowledge assets such as, for example, patents, brand, culture, core competences, identity and image, and so on, stand for most of the market value of today’s company. The notion of intellectual capital has been introduced in the management and economic literature to represent those assets explaining the difference from the market value and the book value of today’s knowledge intensive companies. On the other hand, most importantly knowledge assets define the roots of value creation dynamics. They are the value drivers to execute organisational processes that in turn explain organisational performance. This involves the definition of knowledge management initiatives as strategizing planned actions connecting business strategy and every day operation management. The formulation and implementation of a strategy define the route that an organisation leadership undertake to navigate the business landscape by coping with an unknown world by continuously projecting and revising strategic objectives to be achieved. In order to operate, organisations need to develop their knowledge domains that in turn define organisational capabilities, skills and competences. Knowledge strategies are aimed to maintain and growth organisational knowledge. Although knowledge management is still not fully acknowledged as a mainstream managerial discipline with all business schools dedicating courses on the subject, it represents a fundamental management and economic research area with fundamental implications to understand organisations, their working mechanisms and value creation dynamics, and the ways how organisations interact and shape the business landscape. The mission of IFKAD is the development of research and scientific conversations aimed to contribute to theory-building as well as to the managerial practice about the role of knowledge as an organisational value-driven source. Our view is that organisations are primarily in the business of knowledge and from their capacity of managing knowledge depends their future business sustainability and value creation capacity.
Smoking is a problem, bringing signifi cant social and economic costs to Russiansociety. However, ratifi cation of the World health organization Framework conventionon tobacco control makes it possible to improve Russian legislation accordingto the international standards. So, I describe some measures that should be taken bythe Russian authorities in the nearest future, and I examine their effi ciency. By studyingthe international evidence I analyze the impact of the smoke-free areas, advertisementand sponsorship bans, tax increases, etc. on the prevalence of smoking, cigaretteconsumption and some other indicators. I also investigate the obstacles confrontingthe Russian authorities when they introduce new policy measures and the public attitudetowards these measures. I conclude that there is a number of easy-to-implementanti-smoking activities that need no fi nancial resources but only a political will.
One of the most important indicators of company's success is the increase of its value. The article investigates traditional methods of company's value assessment and the evidence that the application of these methods is incorrect in the new stage of economy. So it is necessary to create a new method of valuation based on the new main sources of company's success that is its intellectual capital.
The Working Paper examines the peculiarities of the Russian model of corporate governance and control in the banking sector. The study relies upon theoretical as well as applied research of corporate governance in Russian commercial banks featuring different forms of ownership. We focus on real interests of all stakeholders, namely bank and stock market regulators, bank owners, investors, top managers and other insiders. The Anglo-American concept of corporate governance, based on agency theory and implying outside investors’ control over banks through stock market, is found to bear limited relevance. We suggest some ways of overcoming the gap between formal institutions of governance and the real life.
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management