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  • 1
    Electronic Resource
    Electronic Resource
    The Benefits and Pitfalls of Social Capital: Empirical Evidence from Two Organizations in the United Kingdom (2004)
    Oxford, UK : Blackwell Publishing
    British journal of management 15 (2004), S. 0 
    Details
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Recently, there has been a shift in the way management scholars view the firm, from traditional models that are based on ideas of opportunism and market failure to newer knowledge-based theories that argue for a more socialized perspective. One of the key components of these theories is the notion of social capital. Social capital is the set of resources that accrue to an individual or group by virtue of their social connections. As such, it is a resource that is jointly owned. Most recent research adopts a more-is-better approach to social capital, suggesting that individuals with larger quantity of ties derive more positive benefits. However in this paper, we argue that using social capital has both benefits and drawbacks for organizations, and that these positive and negative aspects of social capital occur simultaneously. To substantiate our claim, we use data collected from sets of interviews with senior and middle managers in two organizations in the United Kingdom. Our findings indicate that while social capital has many beneficial effects with respect to information access and retrieval, community building, and underlying group norms, there are also a number of less-beneficial aspects, which are under-explored in the current empirical literature. Furthermore, we suggest that organizations must develop an understanding of the bridging and bonding elements of social capital, as these are critical for its implementation. Implications of the research findings and future research directions are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8551.2004.00406.x
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    Paper (German National Licenses)
    Fulltext
  • 2
    Electronic Resource
    Electronic Resource
    Explaining the Diffusion of Knowledge Management: The Role of Fashion (2001)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    British journal of management 12 (2001), S. 0 
    Details
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This paper provides evidence on the emergence and diffusion of the discourse of knowledge management. A literature review of the knowledge management and learning organization literatures demonstrates the lack of learning from one discourse to another and major differences in the concerns and issues that they address. At the same time, evidence on the level of interest in each discourse shows a tendency towards a normal curve distribution. Analytically, these findings suggest that the widespread diffusion of knowledge management might be explained in terms of the management fashion model. However, further consideration of the professionally-differentiated appropriation of knowledge management concepts by the information systems and human resource communities suggests that the fashion model provides only a partial explanation for the observed diffusion of knowledge management.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-8551.00182
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    Paper (German National Licenses)
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  • 3
    Electronic Resource
    Electronic Resource
    On ‘Creative Technological Change’ (2002)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    British journal of management 13 (2002), S. 0 
    Details
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-8551.00255
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    Paper (German National Licenses)
    Fulltext
  • 4
    Electronic Resource
    Electronic Resource
    The Benefits and Pitfalls of Social Capital: Empirical Evidence from Two Organizations in the United Kingdom (2004)
    Oxford, UK : Blackwell Publishing
    British journal of management 15 (2004), S. 0 
    Details
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Recently, there has been a shift in the way management scholars view the firm, from traditional models that are based on ideas of opportunism and market failure to newer knowledge-based theories that argue for a more socialized perspective. One of the key components of these theories is the notion of social capital. Social capital is the set of resources that accrue to an individual or group by virtue of their social connections. As such, it is a resource that is jointly owned. Most recent research adopts a more-is-better approach to social capital, suggesting that individuals with larger quantity of ties derive more positive benefits. However in this paper, we argue that using social capital has both benefits and drawbacks for organizations, and that these positive and negative aspects of social capital occur simultaneously. To substantiate our claim, we use data collected from sets of interviews with senior and middle managers in two organizations in the United Kingdom. Our findings indicate that while social capital has many beneficial effects with respect to information access and retrieval, community building, and underlying group norms, there are also a number of less-beneficial aspects, which are under-explored in the current empirical literature. Furthermore, we suggest that organizations must develop an understanding of the bridging and bonding elements of social capital, as these are critical for its implementation. Implications of the research findings and future research directions are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8551.2004.00400.x
    Library Location Call Number Volume/Issue/Year Availability
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    Paper (German National Licenses)
    Fulltext
  • 5
    Electronic Resource
    Electronic Resource
    Using Cognitive Mapping in Management Research: Decisions about Technical Innovation (1997)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    British journal of management 8 (1997), S. 0 
    Details
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Case studies of firms attempting to adopt a particular type of technological innovation have demonstrated that the process of technological innovation may be mediated by decision-makers' access to knowledge and by their cognitions—reflected in belief systems. This paper highlights the importance of cognitions in decisions about technological innovation. However, cognitive processes have been under emphasized in empirical work on technological innovation and part of the problem may have been lack of availability of research tools and techniques with which to explore cognitions. Cognitive mapping methodologies are reviewed in terms of their potential to fill this gap in the research into technological innovation. The paper discusses these methodologies, evaluates their limitations and argues that a distinction should be made between cognitive maps and the output of mapping techniques. This paper concludes that cognitive mapping may provide a useful addition to existing management research tools provided researchers are clear about what is revealed by the particular methodology used.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-8551.0050
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    Paper (German National Licenses)
    Fulltext
  • 6
    Electronic Resource
    Electronic Resource
    From Global Knowledge Management to Internal Electronic Fences: Contradictory Outcomes of Intranet Development (2001)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    British journal of management 12 (2001), S. 0 
    Details
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This paper considers the adoption of intranet technology as a vehicle for encouraging organization-wide knowledge sharing within a large, global bank. Ironically, the outcome of intranet adoption was that, rather than integrate individuals across this particular organization, the intranet actually helped to reinforce the existing functional and national boundaries with ‘electronic fences’. This could be partly explained by the historical emphasis on decentralization within the bank, which shaped and limited the use of the intranet as a centralizing, organization-wide tool. This is possible because the intranet can be described as an interactive and decentred technology, which therefore has the potential for multiple interpretations and effects. Thus, while the intranet is often promoted as a technology that enables processes of communication, collaboration and social coordination it also has the potential to disable such processes. Moreover, it is argued that to develop an intranet for knowledge-sharing requires a focus on three distinctive facets of development. These different facets may require very different, sometimes contradictory, sets of strategies for blending the technology and the organization, thus making it extremely difficult for a project team to work effectively on all three facets simultaneously. This was evidenced by the fact that none of the independent intranet-implementation projects considered actually managed to encourage knowledge-sharing as intended, even within the relatively homogeneous group for which it was designed. Broader knowledge-sharing across the wider organizational context simply did not occur even among those who were working on what were defined as ‘knowledge management’ projects. A paradox is that knowledge-sharing via intranet technologies may be most difficult to achieve in contexts where knowledge management is the key objective.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-8551.00188
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    Paper (German National Licenses)
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  • 7
    Electronic Resource
    Electronic Resource
    National Differences in the Diffusion and Design of Technological Innovation: The Role of Inter-Organizational Networks (1999)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    British journal of management 10 (1999), S. 0 
    Details
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This paper reports results from a study of the design and diffusion of computer-aided production management (CAPM) technologies across four European countries (UK, France, The Netherlands and Sweden). The study combined surveys of members of professional operations management associations in each of these four countries and interviews with operations managers and technology suppliers (software suppliers and consultants). The findings revealed significant differences across countries in the design and diffusion of CAPM. For example, in the UK and France highly objectified ‘best practice’ technologies, supported by standardized software, had diffused more widely than in Sweden and The Netherlands, where solutions tended to be developed in-house and customized to the local context. This paper explains these findings in terms of differences in the structure and operation of these four professional association networks. These differences in inter-organizational networking encouraged different types of knowledge-sharing related to the design of CAPM in the four countries.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-8551.10.s1.5
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    Paper (German National Licenses)
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  • 8
    Electronic Resource
    Electronic Resource
    Knowledge Management: Concepts and Controversies (2001)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd.
    Journal of management studies 38 (2001), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-6486.00265
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    Paper (German National Licenses)
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  • 9
    Electronic Resource
    Electronic Resource
    The Role of Networks In the Diffusion of Technological Innovation (1996)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 33 (1996), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This research considers the diffusion of computer-aided production management (CAPM) technology in the UK manufacturing sector during the mid to late 1980s, focusing on the role of inter-organizational networks in the diffusion process. Research on innovation diffusion has tended to adopt a ‘pro-innovation bias’ such that adoption of prescribed best practice technologies is always considered to be the best policy. In the UK, one particular form of CAPM (MRP/MRPII) has been heavily promoted by technology suppliers as best practice. However, the notion of ‘best practice’ de-emphasizes the importance of decisions about technology design when users attempt to develop firm-specific solutions. Crucial to these decisions are the inter-organizational networks through which potential adopters learn about relevant technologies. Using three case companies, where the introduction of CAPM occurred at approximately the same time, decisions regarding adoption, design and subsequent implementation, are explored in order to establish the influence of inter-organizational networks on the diffusion and subsequent appropriation of CAPM technologies. These cases revealed that potential adopters engaged in a range of inter-organizational networks through which they learned about new technologies. However, the knowledge diffused through many of these networks was shaped by technology suppliers who were promoting similar ideas about best practice. Thus, while involvement in inter-organizational networks gave potential adopters access to information about new technology, this information tended to reinforce supplier images of best practice and did not always lead these firms to develop appropriate technological solutions. Problematic relationships between the suppliers of the technology and the users was seen here to limit the redesign and further diffusion of CAPM.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1996.tb00805.x
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    Paper (German National Licenses)
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  • 10
    Electronic Resource
    Electronic Resource
    ‘Control – What Control?’ Culture and Ambiguity Within a Knowledge Intensive Firm* (2003)
    Oxford, UK and Malden, USA : Blackwell Publishing Ltd
    Journal of management studies 40 (2003), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes:   This paper explores the distinctive culture that existed within a knowledge-intensive firm (KIF) and also attempts to explain the emergence and effects of this culture. The findings are based on a detailed case study that was conducted over two years within a consultancy firm that created and applied scientific knowledge and expertise to the invention of solutions for clients. The firm employed highly educated scientists, considered ‘leading’ in their respective disciplines and project work was inherently fluid, complex, and uncertain. These kinds of ‘knowledge workers’, and this kind of work, are expected to demand high levels of autonomy. This creates complex managerial dilemmas around how to balance autonomy with control and uncertainty and flexibility with efficiency. The analysis shows how a strong culture based on an acceptance of ambiguity (e.g. in roles, power relations, organizational routines and practices) promoted the development of a loyal, committed, effective workforce and sustained a fluid and flexible form of project working over time. Critically, ambiguity allowed individuals to sustain multiple identities as both ‘expert’ and ‘consultant’. This, coupled with a corporate identity premised on ‘élitism’, helped to maximize commitment to the work and minimize tensions between control and autonomy. Thus the culture that embraced ambiguity (a consensus that there would be no consensus) engendered a form of normative control whereby consultants operated freely and at the same time willingly participated in the regulation of their own autonomy.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-6486.00362
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    Paper (German National Licenses)
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