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on Knowledge Management and Knowledge Economy |
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Issue of 2016‒10‒02
four papers chosen by Laura Ştefănescu Centrul European de Studii Manageriale în Administrarea Afacerilor |
| By: | Maria De Paola; Francesca Gioia; Vincenzo Scoppa (Dipartimento di Economia, Statistica e Finanza, Università della Calabria) |
| Abstract: | We investigate whether and how social ties affect performance in teams by implementing a field experiment in which a sample of undergraduate students are randomly assigned to either teams composed by friends or teams composed by individuals not linked by friendship relationships. Students undertake an intermediate exam divided into two parts: one graded on the basis of individual performance and the other graded on the basis of the team performance. We find that students assigned to socially connected teams perform significantly better than control students in both the team part and the individual part of the exam, suggesting that social ties are relevant both for solving free-riding problems and for inducing knowledge spillovers among teammates. The positive effect of friendship in teams persists over time and treated students have a better performance also in a second test evaluated exclusively on the basis of their individual performance. |
| Keywords: | Free-Riding, Knowledge Spillover, Social Ties, Randomized Field Experiment |
| JEL: | J33 J24 D82 D86 L14 C93 |
| Date: | 2016–09 |
| URL: | http://d.repec.org/n?u=RePEc:clb:wpaper:201609&r=knm |
| By: | Gabriel Galvez-Behar (IRHiS - Institut de Recherches Historiques du Septentrion - Université de Lille, Sciences Humaines et Sociales - CNRS - Centre National de la Recherche Scientifique); Armand Hatchuel (CGS i3 - Centre de Gestion Scientifique i3 - MINES ParisTech - École nationale supérieure des mines de Paris - PSL - PSL Research University - CNRS - Centre National de la Recherche Scientifique); Odile Henry (Service de radiothérapie - CRLCC Eugène Marquis); Ellen O'Connor (DRM - Dauphine Recherches en Management - Université Paris-Dauphine - CNRS - Centre National de la Recherche Scientifique); Blanche Segrestin (CGS i3 - Centre de Gestion Scientifique i3 - MINES ParisTech - École nationale supérieure des mines de Paris - PSL - PSL Research University - CNRS - Centre National de la Recherche Scientifique) |
| Abstract: | Parmi les transformations profondes que connaît le monde industriel à la fin du XIXe siècle, l’introduction des activités de recherche scientifique et les enjeux de l’innovation ont vraisemblablement plus marqué la carrière et la théorie de Fayol qu’on ne l’a jusqu’à présent reconnu. Dans quelle mesure, au-delà du cas de Fayol, l’innovation a-t‑elle joué un rôle dans la naissance des sciences de gestion ou de l’administrative science ? Quelles étaient l’étendue et la réalité des liens entre sciences et industrie au début du XXe siècle ? Et comment se sont organisés – à cette époque – les liens entre le management, devenant une science, et la recherche scientifique plus généralement ? |
| Keywords: | administration, industrie, sciences de gestion,innovation, science |
| Date: | 2016 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-01336831&r=knm |
| By: | Ammar Samout (University of Sfax, Tunisia); Sami Boudabous (University of Sfax, Tunisia) |
| Abstract: | The studies on the innovative behavior of the owner-manager in the context of Tunisia have not been the subject of a great interest in our environment. We are interested in the influence of human capital on the success of small and medium sized Tunisian businesses through the mediation of the innovative behavior of the owner-manager. To answer the above question, of descriptive analysis and econometric techniques have been conducted on a sample of 275 owners-leader of different sectors of the economy. This study has helped to identify the impact of human capital, represented by the behavioral factors, the socio-demographic factors and psychological factors, on the success of small and medium-sized enterprises and to see, in effect, that our results are consistent with those of the theory. It is clear from the results of this research that the motivation, the experience and culture of the owner-leader have an indirect effect on the success of SMES, while the effect of the level of training has been completely disappeared once the variable innovative behavior of the owner-manager is introduced. |
| Keywords: | officer,HRM policies,small business,personality |
| Date: | 2016 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:halshs-01359759&r=knm |
| By: | Clark, William C. (Harvard University); van Kerkhoff, Lorrae (Australian National University); Lebel, Louis (Chiang Mai University); Gallopin, Gilberto (?) |
| Abstract: | This paper distills core lessons about how researchers (scientists, engineers, planners, etc.) interested in promoting sustainable development can increase the likelihood of producing usable knowledge. We draw the lessons from both practical experience in diverse contexts around the world, and from scholarly advances in understanding the relationships between science and society. Many of these lessons will be familiar to those with experience in crafting knowledge to support action for sustainable development. But few are included in the formal training of researchers. As a result, when scientists and engineers first venture out of the lab or library with the goal of linking their knowledge to action, the outcome has often been ineffectiveness and disillusionment. We therefore articulate here a core set of lessons that we believe should become part of the basic training for researchers interested in crafting usable knowledge for sustainable development. These lessons entail at least four things researchers should know, and four things they should do. The "knowing" lessons involve understanding the coproduction relationships through which knowledge making and decision making shape one another in social-environmental systems. We highlight the lessons that emerge from examining those coproduction relationships through the 'ICAP' lens, viewing them from the perspectives of Innovation systems, Complex systems, Adaptive systems, and Political systems. The "doing" lessons involve improving the capacity of the research community to put its understanding of such systems into practice. We highlight steps though which researchers can help build capacities for stakeholder collaboration, social learning, knowledge governance, and researcher training. |
| Date: | 2016–01 |
| URL: | http://d.repec.org/n?u=RePEc:ecl:harjfk:16-005&r=knm |