Juani Swart - Academia.edu (original) (raw)

Papers by Juani Swart

Research paper thumbnail of The HR ecosystem: Emerging trends and a future research agenda

Human Resource Management

Human resource leaders are experimenting with new approaches to organizing and utilizing workers ... more Human resource leaders are experimenting with new approaches to organizing and utilizing workers that are not limited to the traditional boundaries of the firm, but rather expand to an ecosystem of work and organization. This special issue introduction article introduces a set of papers from management scholars discussing the ecosystem of work and organization and offers a roadmap for future research on HR ecosystems. An ecosystem perspective invites us to rethink our current frameworks to better link theory to practice. It also challenges us to shift our level of analysis from the organization to the ecosystem, asking: how is work organized and conducted within this complex and evolving context? These papers uncover trends related to (1) technological mediation, (2) impermanence and adaptation, and (3) shared governance. Our hope is that by framing these trends found within the research in this special issue that scholars will be provided a better road map in moving forward with th...

Research paper thumbnail of The Dynamics of an intern’s commitment in PSFs

Research paper thumbnail of Committed to whom? Knowledge worker commitment across Professional Service Firm boundaries

Research paper thumbnail of Human resource management and performance management in professional service firms

Research paper thumbnail of The expert client? - Constructions of clients during promotions in Professional Service Firms

Research paper thumbnail of Modes of success: on becoming a partner in a UK law firm

Research paper thumbnail of Managing Across Boundaries: Human Resource Management Beyond the Firm

Research paper thumbnail of Managing people and knowledge in professional service firms

Research paper thumbnail of Dynamic knowledge nets – the 3C model: exploratory findings and conceptualisation of entrepreneurial knowledge constellations

Journal of Knowledge Management, Oct 30, 2007

PurposeThe purpose of the paper is twofold: first, it develops a knowledge‐based view of the deve... more PurposeThe purpose of the paper is twofold: first, it develops a knowledge‐based view of the development of networks in new venture settings and second, it provides a dynamic view of knowledge networks. That is, it aims to pay attention to the development and destruction of networks.Design/methodology/approachThe paper follows a grounded theory approach to develop the model of dynamic knowledge networks. The interviewees came from the following backgrounds: university researchers engaged in entrepreneurial ventures; entrepreneurs that run spin‐off companies; entrepreneurs in a university incubator or science park; incubator managers; university innovation managers; and innovation fund administrators.FindingsThe paper finds that the 3C model which is developed from qualitative findings has three core dimensions: knowledge exchange, knowledge structure and network dynamics that stretch across three key new venture phases: conceptualization, commercialization and cultivation. The paper also finds that entrepreneurs build networks because of their particular knowledge needs, once fulfilled these networks are destroyed and new networks are established. The 3C model therefore provides a dynamic perspective on knowledge networks.Research limitations/implicationsThe paper shows that a grounded theory approach is limited by it generalisability. The paper has developed a detailed view of knowledge networks in a particular context. Therefore, future research could usefully apply this model to other settings. It would also be useful to conduct further exploratory research into the interimistic nature of knowledge networks.Practical implicationsThe paper points to the importance of cross‐boundary knowledge exchange. It needs to look beyond the boundary of a particular unit, such as a firm, to develop the understanding of the dynamics of knowledge management. Second, the context of the knowledge network becomes important managerially. The network has a purpose. It is knowledge‐need driven and this purpose changes remarkably over time. Finally, the creative destruction of knowledge networks needs to be anticipated and managed.Originality/valueThe paper provides a knowledge‐based perspective on entrepreneurial networks. The 3C‐model, which is grounded in reliable data includes several stakeholders in an entrepreneurial network which is in itself valuable and original.

Research paper thumbnail of Shared leadership and knowledge transfer: Exploring he ability-motivation-opportunity framework in healthcare industry. Paper presented (virtually) at the Academy of Management, Vienna

Research paper thumbnail of HRM practices, employee well-being and knowledge transfer in healthcare: the moderating role of shared leadership. Paper presented virtually at the International Conference on Organizational, Learning, Knowledge and Capabilities (OLKC)

Research paper thumbnail of Identifying knowledge boundaries: the case of networked projects

Journal of Knowledge Management, Sep 13, 2011

Purpose-In an interconnected world, projects span boundaries bringing together multiple organizat... more Purpose-In an interconnected world, projects span boundaries bringing together multiple organizations that enable cross-boundary teams to contribute their collective knowledge assets. Herein lies the theoretical and managerial challenge; to date no-one has identified the ''knowledge boundaries'' of projects. This means knowledge resources may be duplicated or ineffectively managed, impacting on project and organizational success. This paper seeks to demonstrate how ''knowledge boundaries'' can be identified and to illustrate how knowledge can be more effectively and efficiently used by cross-boundary projects. Design/methodology/approach-The research question: ''How can the knowledge boundaries of networked projects be identified?'' was addressed through a set of case studies spanning the Ministry of Defence (MOD)/Defence-Industry boundary. Individual and shared knowledge assets, and the interrelationships between them, were identified via parallel coding of interview data and the analysis of the survey results. The knowledge boundary of the networked project was therefore determined and its interconnections and managerial implications unraveled. Findings-Knowledge boundaries, as opposed to project or organizational boundaries, define the self-sustaining knowledge core required by a project to access and use all the complementary and interconnecting knowledge it needs. Project knowledge is a linked, interdependent typology that spans boundaries; it must either be managed across boundaries, or all the organizations involved must invest over the odds to maintain it. Project team members need differently shaped knowledge but with enough overlap to communicate effectively thus linking knowledge together. Originality/value-The paper introduces the ''knowledge boundary'' concept to define the self-sustaining knowledge core a project requires to access, and use, all the knowledge it needs. Projects that understand their knowledge boundaries can use knowledge far more efficiently and effectively than those that do not.

Research paper thumbnail of Unlocking the potential of HRM for enhancing knowledge transfer: the critical role of shared leadership

Research paper thumbnail of Hybrid medical managers:: building a managerial identity in healthcare

Research paper thumbnail of New Developments in Work: Digitalization and the Professional Service Firm

Research paper thumbnail of Men and measures: capturing knowledge

Research paper thumbnail of An analytical theory of knowledge behaviour in networks

European Journal of Operational Research, Dec 1, 2012

ABSTRACT To date OR has no means of modelling, and therefore predicting the behaviour of knowledg... more ABSTRACT To date OR has no means of modelling, and therefore predicting the behaviour of knowledge in a system. Such knowledge bearing systems are ubiquitous, and include social networking structures (of increasing importance in politics and in marketing) and more conventional organisational structures (such as communities of practice). Taking into account the critical nature of knowledge production and dissemination as strategic issues for firms, this is a serious gap in our capability.This paper makes a contribution to our understanding of knowledge as an emergent property of a system. It offers a generalised theoretical model in a neat analytical algebraic form, derived from clearly stated axioms, in turn deriving from empirical work in the literature of knowledge management.Until recently, the prediction of knowledge dynamics has suffered from the lack of a credible knowledge measure. Without such a measure the dynamics of knowledge as a property of a network of communicating parties cannot be modelled. This has serious consequences for our understanding of knowledge dynamics because it does not allow us to understand the interplay between the important components of a knowledge network, such as the connective topology of the network, the characteristics of knowers, and above all the behavioural characteristics of knowledge itself.This paper shows how a simple, tractable and generalised analytical theory emerges from simple assumptions about the behaviour of knowledge as a connective property of a set of relevant concepts and about the knowledge capture, retention and onward transmission properties of the components of the interconnected system.

Research paper thumbnail of Not All Roads Lead to Rome: Bridging HRM, Strategic Leadership and Knowledge Transfer in Healthcare

Proceedings - Academy of Management, Aug 1, 2022

Research paper thumbnail of Scaling knowledge: how does knowledge accrue in systems?

Journal of the Operational Research Society, Dec 1, 2008

ABSTRACT

Research paper thumbnail of Identity Constructions of Healthcare Middle-Managers: Exploring the Two Faces of Janus

Academy of Management Proceedings

Research paper thumbnail of The HR ecosystem: Emerging trends and a future research agenda

Human Resource Management

Human resource leaders are experimenting with new approaches to organizing and utilizing workers ... more Human resource leaders are experimenting with new approaches to organizing and utilizing workers that are not limited to the traditional boundaries of the firm, but rather expand to an ecosystem of work and organization. This special issue introduction article introduces a set of papers from management scholars discussing the ecosystem of work and organization and offers a roadmap for future research on HR ecosystems. An ecosystem perspective invites us to rethink our current frameworks to better link theory to practice. It also challenges us to shift our level of analysis from the organization to the ecosystem, asking: how is work organized and conducted within this complex and evolving context? These papers uncover trends related to (1) technological mediation, (2) impermanence and adaptation, and (3) shared governance. Our hope is that by framing these trends found within the research in this special issue that scholars will be provided a better road map in moving forward with th...

Research paper thumbnail of The Dynamics of an intern’s commitment in PSFs

Research paper thumbnail of Committed to whom? Knowledge worker commitment across Professional Service Firm boundaries

Research paper thumbnail of Human resource management and performance management in professional service firms

Research paper thumbnail of The expert client? - Constructions of clients during promotions in Professional Service Firms

Research paper thumbnail of Modes of success: on becoming a partner in a UK law firm

Research paper thumbnail of Managing Across Boundaries: Human Resource Management Beyond the Firm

Research paper thumbnail of Managing people and knowledge in professional service firms

Research paper thumbnail of Dynamic knowledge nets – the 3C model: exploratory findings and conceptualisation of entrepreneurial knowledge constellations

Journal of Knowledge Management, Oct 30, 2007

PurposeThe purpose of the paper is twofold: first, it develops a knowledge‐based view of the deve... more PurposeThe purpose of the paper is twofold: first, it develops a knowledge‐based view of the development of networks in new venture settings and second, it provides a dynamic view of knowledge networks. That is, it aims to pay attention to the development and destruction of networks.Design/methodology/approachThe paper follows a grounded theory approach to develop the model of dynamic knowledge networks. The interviewees came from the following backgrounds: university researchers engaged in entrepreneurial ventures; entrepreneurs that run spin‐off companies; entrepreneurs in a university incubator or science park; incubator managers; university innovation managers; and innovation fund administrators.FindingsThe paper finds that the 3C model which is developed from qualitative findings has three core dimensions: knowledge exchange, knowledge structure and network dynamics that stretch across three key new venture phases: conceptualization, commercialization and cultivation. The paper also finds that entrepreneurs build networks because of their particular knowledge needs, once fulfilled these networks are destroyed and new networks are established. The 3C model therefore provides a dynamic perspective on knowledge networks.Research limitations/implicationsThe paper shows that a grounded theory approach is limited by it generalisability. The paper has developed a detailed view of knowledge networks in a particular context. Therefore, future research could usefully apply this model to other settings. It would also be useful to conduct further exploratory research into the interimistic nature of knowledge networks.Practical implicationsThe paper points to the importance of cross‐boundary knowledge exchange. It needs to look beyond the boundary of a particular unit, such as a firm, to develop the understanding of the dynamics of knowledge management. Second, the context of the knowledge network becomes important managerially. The network has a purpose. It is knowledge‐need driven and this purpose changes remarkably over time. Finally, the creative destruction of knowledge networks needs to be anticipated and managed.Originality/valueThe paper provides a knowledge‐based perspective on entrepreneurial networks. The 3C‐model, which is grounded in reliable data includes several stakeholders in an entrepreneurial network which is in itself valuable and original.

Research paper thumbnail of Shared leadership and knowledge transfer: Exploring he ability-motivation-opportunity framework in healthcare industry. Paper presented (virtually) at the Academy of Management, Vienna

Research paper thumbnail of HRM practices, employee well-being and knowledge transfer in healthcare: the moderating role of shared leadership. Paper presented virtually at the International Conference on Organizational, Learning, Knowledge and Capabilities (OLKC)

Research paper thumbnail of Identifying knowledge boundaries: the case of networked projects

Journal of Knowledge Management, Sep 13, 2011

Purpose-In an interconnected world, projects span boundaries bringing together multiple organizat... more Purpose-In an interconnected world, projects span boundaries bringing together multiple organizations that enable cross-boundary teams to contribute their collective knowledge assets. Herein lies the theoretical and managerial challenge; to date no-one has identified the ''knowledge boundaries'' of projects. This means knowledge resources may be duplicated or ineffectively managed, impacting on project and organizational success. This paper seeks to demonstrate how ''knowledge boundaries'' can be identified and to illustrate how knowledge can be more effectively and efficiently used by cross-boundary projects. Design/methodology/approach-The research question: ''How can the knowledge boundaries of networked projects be identified?'' was addressed through a set of case studies spanning the Ministry of Defence (MOD)/Defence-Industry boundary. Individual and shared knowledge assets, and the interrelationships between them, were identified via parallel coding of interview data and the analysis of the survey results. The knowledge boundary of the networked project was therefore determined and its interconnections and managerial implications unraveled. Findings-Knowledge boundaries, as opposed to project or organizational boundaries, define the self-sustaining knowledge core required by a project to access and use all the complementary and interconnecting knowledge it needs. Project knowledge is a linked, interdependent typology that spans boundaries; it must either be managed across boundaries, or all the organizations involved must invest over the odds to maintain it. Project team members need differently shaped knowledge but with enough overlap to communicate effectively thus linking knowledge together. Originality/value-The paper introduces the ''knowledge boundary'' concept to define the self-sustaining knowledge core a project requires to access, and use, all the knowledge it needs. Projects that understand their knowledge boundaries can use knowledge far more efficiently and effectively than those that do not.

Research paper thumbnail of Unlocking the potential of HRM for enhancing knowledge transfer: the critical role of shared leadership

Research paper thumbnail of Hybrid medical managers:: building a managerial identity in healthcare

Research paper thumbnail of New Developments in Work: Digitalization and the Professional Service Firm

Research paper thumbnail of Men and measures: capturing knowledge

Research paper thumbnail of An analytical theory of knowledge behaviour in networks

European Journal of Operational Research, Dec 1, 2012

ABSTRACT To date OR has no means of modelling, and therefore predicting the behaviour of knowledg... more ABSTRACT To date OR has no means of modelling, and therefore predicting the behaviour of knowledge in a system. Such knowledge bearing systems are ubiquitous, and include social networking structures (of increasing importance in politics and in marketing) and more conventional organisational structures (such as communities of practice). Taking into account the critical nature of knowledge production and dissemination as strategic issues for firms, this is a serious gap in our capability.This paper makes a contribution to our understanding of knowledge as an emergent property of a system. It offers a generalised theoretical model in a neat analytical algebraic form, derived from clearly stated axioms, in turn deriving from empirical work in the literature of knowledge management.Until recently, the prediction of knowledge dynamics has suffered from the lack of a credible knowledge measure. Without such a measure the dynamics of knowledge as a property of a network of communicating parties cannot be modelled. This has serious consequences for our understanding of knowledge dynamics because it does not allow us to understand the interplay between the important components of a knowledge network, such as the connective topology of the network, the characteristics of knowers, and above all the behavioural characteristics of knowledge itself.This paper shows how a simple, tractable and generalised analytical theory emerges from simple assumptions about the behaviour of knowledge as a connective property of a set of relevant concepts and about the knowledge capture, retention and onward transmission properties of the components of the interconnected system.

Research paper thumbnail of Not All Roads Lead to Rome: Bridging HRM, Strategic Leadership and Knowledge Transfer in Healthcare

Proceedings - Academy of Management, Aug 1, 2022

Research paper thumbnail of Scaling knowledge: how does knowledge accrue in systems?

Journal of the Operational Research Society, Dec 1, 2008

ABSTRACT

Research paper thumbnail of Identity Constructions of Healthcare Middle-Managers: Exploring the Two Faces of Janus

Academy of Management Proceedings