nep-knm New Economics Papers
on Knowledge Management and Knowledge Economy
Issue of 2015‒03‒27
fourteen papers chosen by
Laura Ştefănescu
Centrul European de Studii Manageriale în Administrarea Afacerilor

  1. Knowledge Sharing Capability and Organizational Performance: A Theoretical Perspective By Anchalee Kokanuch; Khwanruedee Tuntrabundit
  2. The impact of Human Capital Management on the Innovativeness of research Center: The Case of Scientific Research Centers in Algeria By Samah SOULEH
  3. Organizational Cultures, Knowledge Management, Organizational Effectiveness: The Relationship and Conceptual Framework By Hamdia Mudor
  4. Reverse innovation – how it works By Zuzanna Ostraszewska; Agnieszka Tylec
  5. Knowledge of the Organization and the Effectiveness of Decisions in the Strategic Dimension By Piotr KuraÅ›; Tomasz Lis; Piotr Tomski
  6. Making business green and green into business By Pekka Tervonen; Harri Haapasalo
  7. Examining the Liaison between Marketing Communication and Open Innovation, in the Scope of the Hungarian Innovation Clusters By István Kovács
  8. The Question of Knowledge in Economics* By Hans Christian Garmann Johnsen
  9. HRM Intensity, Corporate Entrepreneurship and Organisational Learning Capability in SMEs: What is the Relationship? By Lai Wan Hooi
  10. Exploring the role of Social Media Systems on Knowledge Management for SMEs By Jiachen Hou
  12. A Study on the Digital Information Usage in Science & Technology Domain: In the Case of Korea By Eunjin Kim; Yong-Ho Lee; Pillwoo Lee
  13. Mapping Innovation Priorities and Specialisation Patterns in Europe By Jens Sörvik; Alexander Kleibrink
  14. Innovation policy, national innovation systems and economic performance: In search of a useful theoretical framework By Jan Fagerberg

  1. By: Anchalee Kokanuch (Khon Kaen University); Khwanruedee Tuntrabundit (Khon Kaen University)
    Abstract: Knowledge sharing aspect can be described by which organizational employees exchange, collaboratively generate their knowledge, and integrate it into organizational knowledge. To date, studies on antecedents for knowledge sharing capability and knowledge sharing success are rare, and little research concerning the role of knowledge sharing capability in organizational performances has been conducted. This paper, therefore, focuses on three areas of knowledge sharing capability: dimensions of knowledge sharing capability, the antecedents of knowledge sharing in an organizational context, and their consequences that were built upon the review of previous empirical studies. According to the existing literature, integrated organizational structure, organizational climate, motivational work design, and organizational culture play roles on knowledge sharing. Three dimensions of knowledge sharing capability (i.e., knowledge sharing readiness, richness interchanging knowledge, and continuous knowledge integration) are accordingly developed for this study. In this study, knowledge sharing outcomes are analyzed by knowledge sharing success and organizational performances. This conceptual framework can be used to foster the effectiveness of knowledge sharing at the organizational level.
    Keywords: Knowledge sharing capability, knowledge sharing success, organizational performances
    JEL: D21
    Date: 2014–06
  2. By: Samah SOULEH (University of Biskra -Algeria)
    Abstract: Nowadays, we are moving towards a knowledge economy where the competitiveness of firms is mainly based on their capacity of innovation, and on the management of their intellectual capital. Moreover, it is widely accepted that firm’s innovation capabilities are more closely linked to their intellectual capital than to their fixed assets. The importance of intellectual capital for innovation has attracted researchers interested in determining its elements and the process by which enhances the innovative capabilities and performance of firms (Carmen Cabello-Medina et al, 2011).There is a multi-faceted description of intellectual capital as proposed by intellectual capital theorists. A study by Sveiby (1987), for example, proposed that knowledge-based assets could be found in three places: the competencies of organization members, its internal structure; such as: patents, models, computer and administrative assets, and external structure such as brands, reputation and relationships with customers (Rosmah et al, 2008). As a general perception, intellectual capital has three components: human capital, structural capital and relational capital (Suciu, 2000).The human capital has been emphasized as one of the key success factors of a company. It can be assumed that most successful companies have organized or at least they should have organized their management of the human capital systematically. The management of human capital can be put into practice by applying competence management and knowledge management practices. Numerous studies of competence and knowledge management have been carried out but the practices of this area are still not very well known (Hannula et al, 2003). Moreover, Subramaniam and Youndt (2005) found that the combination of human and social capital positively affected firms’ innovative capabilities (T.T. Selvarajan et al, 2007). This research aims at examining the impact of human capital management on the innovativeness of Scientific Research Centers through competencies and knowledge management approach. The study was applied to the case of Scientific Research Centers in Algeria; such as: (CREAD, CRSTRA, CDTA, CDER, CERIST, CRBt, CRAPC, CSC, CRSTDLA, and CRASC). The data of the study was collected through interviews and a questionnaire during 2011-2013, and it was analyzed using SPSS 18.0 to determine the interaction between the various factors. The findings broadly support the hypothesis and suggest a number of insights about future studies.
    Keywords: Human Capital Management, Knowledge Management , Competencies Management , innovativeness, Scientific Research Centers in Algeria.
    JEL: O15 M10 O15
    Date: 2014–05
  3. By: Hamdia Mudor (Prince of Songkla University)
    Abstract: One of the major challenges an organization faces is to manage its knowledge asset, the use of knowledge is seen as basis for organizational effectiveness. This study investigates the conceptual framework of organizational culture has been significant affected knowledge management, and also examine the relationship of both variables with organizational effectiveness. The results indicate that organizational cultures are positively associated with knowledge management as well as organizational effectiveness. Furthermore, knowledge management is positively related to organizational effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
    Keywords: Organizational Cultures, Knowledge Management, Organizational Effectiveness
    Date: 2014–05
  4. By: Zuzanna Ostraszewska (Czestochowa University of Technology); Agnieszka Tylec (Czestochowa University of Technology)
    Abstract: Innovation is nowadays one of the most important factors of modernity and competitive position of business units and the entire economy. To continue developing and maintaining an advantage in the market enterprises will increasingly need to focus on radical innovation. This undoubtedly is reversed innovation. The concept of reverse innovation bases on research on innovation implemented in poor, developing countries, what generates incomparably lower costs than in the case of laboratories held in developed countries. The main idea of the concept is final transfer of the product and its adaptation, then its use and distribution on highly developed markets. This is the opposite of the traditional approach to innovation, which is used in knowledge-based economies in the developed world. It is expected that emerging markets will be in greater extent used as a cheap production resources on a larger scale than at present – both for research and development. The concept of reverse innovation, that is the production of ideas on emerging market and then their “upstreaming†to Western markets, is however a big challenge for the organization. It involves elimination of existing organizational structures and creation of new ones, modernization of research, development and production methods, as well as reorientation of awareness of employees and executives. The paper presents the theoretical aspects of reverse innovation, its role in building the company’s strategy and the impact on the development of emerging economies.
    Keywords: Frugal Innovation, Reverse Innovation, Good-enough Innovation, Gandhian Innovation, Jugaad Innovation, BOP Market, Emerging Markets
    JEL: M21 O00 O31
    Date: 2014–10
  5. By: Piotr KuraÅ› (Czestochowa University of Technology); Tomasz Lis (Czestochowa University of Technology); Piotr Tomski (Czestochowa University of Technology)
    Abstract: Knowledge, being an intangible resource of the enterprise, plays a very important role in the competitive fight on the dynamically changing market. It is the basic element of decisions taken at every level of management. It simultaneously affects their effectiveness. Possibly full and appropriately applied knowledge increases the probability of achieving the intended effects. Simultaneously, it reduces the risk of failure of the activities taken on their basis. Decisions, referring to poorly predictable future, have direct impact on the position of the enterprise. Therefore, it is necessary to identify the desirable characteristics of knowledge and the conditions of its practical use, which are of the key importance in the context of optimization of effectiveness of decisions in the strategic aspect.
    Keywords: knowledge, strategy, decisions
    Date: 2014–10
  6. By: Pekka Tervonen (University of Oulu); Harri Haapasalo (University of Oulu)
    Abstract: Oulu Innovation Alliance (OIA) is a example of triple-Helix consortium. It integrates top know-how from printed intelligence, wellbeing technology, cleantech and 3D internet and brings together research institutions, businesses and public sector organizations. OIA generates cutting-edge global business from research, development and innovation projects and ventures. The essential mission of the Centre for Environment and Energy (CEE) is to be strongly involved in branding Oulu as an eco-innovative city with green economy. Our focus is on air, water, energy and efficiency of resources with measurement technology as a cross-sectional theme. Our vision is to be the number one partner in eco-innovative solutions. Our strategy is to develop a knowledge hub that brings together the fields of environment and energy, thus, creating efficient connections between top experts and research, development and innovation projects (R&D&I projects); and co-operation networks and investors. To achieve our goal, the CEE uses a transparent network of connections where the top research of a chosen field and the business expertise in Oulu can find each other both nationally and internationally. This creates a lasting foundation for co-operation between research and business. Our operational philosophy is based on research programmes and networking which allows for swift and proactive co-operation between research communities and businesses. Through co-operation and joint projects we can develop new expertise and create new business for the world market. The aim of this paper is to describe the theoretical foundation and operative model for our centre of expertise – CEE.
    Keywords: Innovations, environment, energy, cleantech
    JEL: O32
    Date: 2014–10
  7. By: István Kovács (Budapest University of Technology and Economics, Department of Management and Corporate Economics)
    Abstract: In the last decade, a new phenomena has appeared in the scope of innovation, deriving from the exaggerated perception of the forming and optimizing effects of the community groups coming exist outside of the company which have an essential role to boost up its competitiveness in the future. Thus many companies have realized that sharing their innovations infers better position in the market.It indeed contributed to the widespread of this concept. Nonetheless this phenomena – non episodically – brings additional advantages for the company, such as exploitation of the own market with enhanced research capacity or building in originally not existed ideas to the current capital (Chesbrough, 2003).On the other hand, open innovation can be described as the flow of direct exploitation of knowledge for the sake of accelerating internal innovation along with expanding markets to its external applicability. On the market this philosophy appeared firstly with the open source software’s (West and Gallagher, 2004).In this manner, open innovation is a paradigm that assumes internal and external ideas are inseparably applied together when a company tends to develop technology, toolkit and communication. This business model is about to utilize even internally and externally created ideas to create values, simultaneously indicates internal movements to exploit a certain (created) value. As a result, open innovation brings significant advantages to the companies which become capable to obtain intellectual power from outside their boundaries (Gassmann, Enkel and Chesbrough, 2010).In Hungary, the idea of open innovation is widely supported by the innovation clusters (currently 23 are operating in Hungary). The target population of my research was made up of the accredited innovation clusters. The duration of data registration took place between July 2011 and May 2013, during which period a total of 21 innovation clusters earned the title accredited cluster. In my assessment I managed to contact 18 accredited innovation clusters, which is 85.71% of the entire target population (access rate). The result and practical significance of my study shows that innovation clusters are relevant organisational forms during the examination of open innovation. Because from networks they secure wider platform for cooperation; help the integrity of knowledge through collective projects and create trustful atmoshpere between the members using different communication technologies and practices.
    Keywords: innovation, open innovation, communication, clusters
    JEL: O32 M31
    Date: 2014–10
  8. By: Hans Christian Garmann Johnsen (University of Agder)
    Abstract: This article argues that despite the fact that the concept of knowledge and is much discussed, it is underdeveloped in economic theory. It discusses this in relation to three dominant positions in economics; the Neoclassical, Institutional and Austrian. Of the three, the Austrian is the position that has gone deepest into the study of knowledge. However, not even the Austrian position has fully explored how knowledge development can be integrated into its theory. It is therefore argued that economic theory should embrace a broader understanding of knowledge, which draws upon a cross-disciplinary approach and takes into account that knowledge is inherently both a subjective, social and complex phenomenon.
    Keywords: knowledge in economics, economic theory
    Date: 2014–10
  9. By: Lai Wan Hooi (The University of Nottingham Malaysia Campus)
    Abstract: The general purpose of this proposed study is to analyse the effect of HRM practices on corporate entrepreneurship (CE) and organisational learning capability (OLC) in the SMEs in Malaysia. HRM practices in this study will encompass training and development, performance appraisal, incentive and compensation, teamworking, and recruitment and selection. With the exception of teamworking, all the other domains match the four HRM functions proposed by Fombrun et al. (1984) and four of the six HRM domains proposed by Way (2002). Specifically, the main aim of the study will be to examine the effect of each component of HRM on the three dimensions of CE (innovation, corporate venturing, and strategic renewal) as well as the effect on four dimensions of OLC (managerial commitment, systems perspective, openness and experimentation, and knowledge transfer). By setting out to validate the effect of HRM practices on CE and OLC in SMEs, this study will make a significant contribution to HRM literature by empirically examining the significance of each HRM component on each dimension of CE and OLC. This is in response to call for studies to relate selected HRM practices to individual CE dimensions (Schmelter et al., 2010). Furthermore, I seek to contribute to the literature by identifying the significance of each HRM component on each dimension of OLC.
    Keywords: HRM Intensity, Corporate Entrepreneurship, Organisational Learning Capability, SMEs, Malaysia
    JEL: L26
    Date: 2014–10
  10. By: Jiachen Hou (University of Strathclyde)
    Abstract: The popularity of social networking tools have significantly contributed to the change in the business models, there has been explosive growth in the number of use of social media tools among enterprises. With the rise of using web tools, the management of knowledge become crucial for enterprises as they understand effectively managing collective intellect can help firms to quickly response to the changeable market. The significance of SMEs to the global economy is obvious. However, current researches show that many SMEs are not taking advantage of the developing knowledge economy and move towards the e-business era. While it is generally accepted that there are much challenges faced by SMEs in utilising web tools when comparing with large sized enterprises, it is clear that very little work has been done to gain understand of using social media for knowledge management purpose. To address this gap, this research investigates the adoption of social media tools for managing knowledge among SMEs. There are two objectives: first, to explore the use of social media among SMEs, and second, to define in detail how social media is being put into practice and contributing towards knowledge management.
    Keywords: Social Media, SMEs, Knowledge Management
    JEL: M15 M19
    Date: 2014–10
  11. By: Francesco Bogliacino
    Abstract: The “virtuous circle” between innovative inputs, outputs and economic performance is investigated in this article with a three equation model highlighting feedback loops and simultaneous relations. An empirical test is carried out considering innovative expenditure, innovative turnover and economic results in a sample of Italian manufacturing firms which are ‘serial innovators’. We use data for the period 2000-2008 from a rich panel of Italian firms over 50 employees drawn from ISTAT, the National Institute of Statistics, including data from three waves of Community Innovation Surveys. The model we use extends the one developed at the industry level by Bogliacino and Pianta (2013a, 2013b), confirming previous findings. For the – rather limited – core of Italian persistent innovators, results show the complex links at play, the lags in the effects of innovative efforts, and the feedbacks between economic success and the ability to sustain innovation expenditure.
    Keywords: Innovation, economic performance, three equation model, Italian firms
    JEL: L6 L8 O31 O33 O52
    Date: 2015–03–16
  12. By: Eunjin Kim (Korea Institute of Science and Technology Information); Yong-Ho Lee (Korea Institute of Science and Technology Information); Pillwoo Lee (Korea Institute of Science and Technology Information)
    Abstract: Dissemination of Science & technology information is being deemed critical in determining industrial productivity and academic competitiveness on a national level. Therefore the development and management of government supported information system is more important. What is notable is that the demands from researchers are becoming more specified and specialized as the information infrastructure has suddenly undergone digital transformation. So, it is vital to understand the behavior and characteristics of users to encourage for active usage and to fulfill user needs. This study aims to analyze information seeking behavior of Korean researchers in Science & technology domain. It is expected to contribute to developing optimized strategies for knowledge information service.The traditional studies on information usage can be largely divided into system-centered analysis and user-centered analysis. The system-centered analysis focuses on analyzing the use rate, user satisfaction, difficulties in the system usage, but the approach is limited in grasping the context of dynamic users' behavior. We presuppose that the start point of information retrieval is awareness of problems with a given task. And we select user goals, information types, information channel types, and determinants of channel selection to explain the information seeking behavior of researchers in Korea.
    Keywords: Information seeking behaivor, Science & Technology information
    JEL: D80 C83
    Date: 2014–05
  13. By: Jens Sörvik (European Commission – JRC - IPTS); Alexander Kleibrink (European Commission – JRC - IPTS)
    Abstract: Mapping public innovation priorities is important for policy makers and stakeholders, allowing them to explore the potential for collaboration and to better understand innovation dynamics. This working paper presents original data on innovation strategies for smart specialisation (RIS3) in European Union (EU) regions and Member States, obtained from the Eye@RIS3 open data tool for sharing information on the areas identified as priority areas by 198 innovation strategies. It also contextualises these priorities and specialisation patterns with regard to the concept of ‘smart specialisation’. The most common RIS3 priority areas in the EU are energy, health, information and communication technologies, food, advanced materials, services, tourism, sustainable innovation, advanced manufacturing systems, and the cultural and creative industries. The paper also explores the degree to which policy makers are creating unique portfolios of priorities or, in contrast, are imitating one another. We find that few regions have developed similar combinations of priorities. However, there are groupings around a number of popular categories and connected to prioritised EU objectives. Finally, we compare the main areas of planned investment with sectoral data on firms, employment and patents, with the conclusion that the connection between priorities and the economic and innovation structures is weak.
    Keywords: smart specialisation, prioritisation, innovation policy, open data, structural funds
    Date: 2015–03
  14. By: Jan Fagerberg (Aalborg University, University of Oslo and University of Lund)
    Abstract: The term Òinnovation policyÓ started to penetrate the policy discourse a few decades ago and it may be time to take stock of what is learnt and consider what the challenges for the theory and practice in this area are. This paper contributes to this process by focusing on the extent to which we have a theoretical framework that is sufficiently helpful. The first section introduces the issue. Section 2 discusses theoretical frameworks of relevance for innovation policies and considers the relationship between their underlying assumptions and available evidence from innovation-surveys. Based on recent advances in innovation-systems theory, section 4 presents a synthetic framework for the analysis of innovation policy. Finally, lessons and challenges for future work in this area are considered. Empirical evidence from the Nordic area is introduced at various points to illustrate the relevance of the arguments brought up during the discussion.
    Date: 2015–03

This nep-knm issue is ©2015 by Laura Ştefănescu. It is provided as is without any express or implied warranty. It may be freely redistributed in whole or in part for any purpose. If distributed in part, please include this notice.
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