zack johneton | University of Vaasa (original) (raw)
Papers by zack johneton
International Journal of Information Management, Jan 1, 2009
As suggested by prior studies, tacit knowledge sharing is a natural process of social interaction... more As suggested by prior studies, tacit knowledge sharing is a natural process of social interaction. The perspectives of social capital and behavioural control are thus employed in this study to investigate an employee's tacit knowledge sharing and behaviour within a workgroup. This study collects data through a multi-informant questionnaire design. Three interesting results were obtained in this study. First, results show that tacit knowledge sharing intention can be induced by affect-based trust. However, shared value is negatively related to tacit knowledge sharing intention. Second, internal control has a positive effect on tacit knowledge sharing intention, but the relationship between internal control and tacit knowledge sharing behaviour could not be confirmed. Third, external control positively moderates the relationship between tacit knowledge sharing intention and behaviour. It is interesting to note that tacit knowledge sharing intention does not necessarily lead to tacit knowledge sharing behaviour unless the moderating effect of external control is taken into account. These findings and their implications are also addressed.
Project Management Journal, Jan 1, 2008
Organization science, Jan 1, 2002
Journal of knowledge Management, Jan 1, 2001
Knowledge plays a key role in the information revolution. Major challenges are to select the rig... more Knowledge plays a key role in the information revolution. Major challenges are to select the right information from numerous sources and transform it into useful knowledge. Tacit knowledge based on common sense, and explicit knowledge based on academic accomplishment ...
Information and Organization, Jan 1, 2007
Organizations need to effectively combine and utilize knowledge resources that are distributed am... more Organizations need to effectively combine and utilize knowledge resources that are distributed amongst the employees and groups in the firm. This paper examines the use of knowledge-sharing mechanisms to leverage the learning, experience and expertise of employees accumulated across projects. I specify a framework that classifies the knowledge-sharing mechanisms used by project-based organizations. Prior research tends to examine only one dimension of knowledge-sharing mechanisms -personalization versus codification. Personalization mechanisms are often assumed to be more ad hoc and informal, and codification mechanisms are assumed to be formal and involve the use of electronic databases. In this paper, personalization versus codification and individualization versus institutionalization are highlighted as two distinct dimensions of knowledge-sharing mechanisms. Individualized knowledge-sharing mechanisms are informal and unstructured, while institutionalized knowledge-sharing mechanisms are formal and embedded in organizational routines and structure. A framework is presented to show how the two dimensions interact. Based on empirical case studies in two project-based organizations, the paper examines if there are suitable configurations of knowledge-sharing mechanisms for organizations with different characteristics. The study contributes to research by providing a more nuanced classification of knowledge-sharing mechanisms, and provides guidance to managers about the types of knowledge-sharing mechanisms that should be adopted based on the size, geographical dispersion and task nature of organizations.
Administrative science quarterly, Jan 1, 1999
Journal of knowledge …, Jan 1, 2003
Management Science, Jan 1, 2004
E ffective work groups engage in external knowledge sharing-the exchange of information, know-how... more E ffective work groups engage in external knowledge sharing-the exchange of information, know-how, and feedback with customers, organizational experts, and others outside of the group. This paper argues that the value of external knowledge sharing increases when work groups are more structurally diverse. A structurally diverse work group is one in which the members, by virtue of their different organizational affiliations, roles, or positions, can expose the group to unique sources of knowledge. It is hypothesized that if members of structurally diverse work groups engage in external knowledge sharing, their performance will improve because of this active exchange of knowledge through unique external sources. A field study of 182 work groups in a Fortune 500 telecommunications firm operationalizes structural diversity as member differences in geographic locations, functional assignments, reporting managers, and business units, as indicated by corporate database records. External knowledge sharing was measured with group member surveys and performance was assessed using senior executive ratings. Ordered logit analyses showed that external knowledge sharing was more strongly associated with performance when work groups were more structurally diverse. Implications for theory and practice around the integration of work groups and social networks are addressed.
MIS quarterly, Jan 1, 2001
Knowledge is a broad and abstract notion that has defined epistemological debate in western philo... more Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a raging interest in treating knowledge as a significant organizational resource. The heightened interest in organizational knowledge and knowledge management stems from the transition into the knowledge economy, where knowledge is viewed as the principle source of value creation and sustainable competitive advantage. Consistent with the growing interest in organizational knowledge and knowledge management (KM), recently IS researchers have been promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support construction, sharing and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.
… Journal of Project …, Jan 1, 2003
Journal of Leadership & Organizational …, Jan 1, 2002
Journal of information science, Jan 1, 2001
The value of an intranet for knowledge management (KM) is largely dependent on the calibre of the... more The value of an intranet for knowledge management (KM) is largely dependent on the calibre of the content and tools that it provides to its users and its ultimate application in business operations. For many organisations, there is a particular dilemma regarding the development of internally produced intranet resources for KM applications. Employees will not feel encouraged to provide content until they believe that what they provide will be used and they will not use an intranet if it does not provide useful content. This paper considers strategies for making intranets 'input-friendly': how can organisations extract the content needed to add to the body of internally produced resources from their employees? The discussion explores factors that encourage intranet contributions. These include enabling conditions such as the provision of appropriate tools, the development of organisational KM culture and reward systems. The paper makes reference to studies drawn from the academic literature in business studies, information systems, organisational science and sociology, as well as to practice in case study organisations. 50 1 2
Sloan management review, Jan 1, 1998
This study offers a detailed case study of how Toyota facilitates interorganizational knowledge t... more This study offers a detailed case study of how Toyota facilitates interorganizational knowledge transfers among within its production network. In particular, we identi~and examine six key institutionalized knowledge sharing routines developed by Toyota and its suppliers. By examining how Toyota facilitates knowledge-sharing with, and among, suppliers we are able to identib the key variables which influence interorganizational and network learning. Moreover, since Toyota is early in the process of creating a learning network with U.S. suppliers, we explore the creation and evolution of Toyota's new learning "network" in the United States. We attempt to extrapolate from Toyota's experience by developing a series of propositions regarding creating and designing a high performance knowledge-sharing network.
Journal of knowledge management, Jan 1, 2003
... On the basis of the illustrations above it is concluded that knowledge, which can be divided ... more ... On the basis of the illustrations above it is concluded that knowledge, which can be divided roughly into two parts, explicit and tacit knowledge, is the underlying basis for forming personal competence. However, it must be noticed that ... ...
California management review, Jan 1, 1998
The Academy of Management Journal, Jan 1, 2005
Different subsets of social networks may explain knowledge sharing outcomes in different ways. On... more Different subsets of social networks may explain knowledge sharing outcomes in different ways. One subset may counteract another subset, and one subset may explain one outcome but not another. We found support for these arguments in an analysis of a sample of 121 new-product development teams. Within-team and interunit networks had different effects on the outcomes of three knowledge-sharing phases: deciding whether to seek knowledge across subunits, search costs, and costs of transfers. These results suggest that research on knowledge sharing can be advanced by studying how multiple networks affect various phases of knowledge sharing.
^fc A Jhen Tat Knowledge-Creating Company ^y^y appeared,itwashailedasalandmarkwork Vf inthefieldo... more ^fc A Jhen Tat Knowledge-Creating Company ^y^y appeared,itwashailedasalandmarkwork Vf inthefieldofknowledgemanagementand sold nearly 40,000 copies. Now. Enabling Knowledge Creation ventures even ...
International Journal of Project …, Jan 1, 2003
In this article we address the question of what kind of social engagements provide the proper pro... more In this article we address the question of what kind of social engagements provide the proper project work context for tacit knowledge acquisition and sharing to take place. In pursuit of this objective two epistemological assumptions are presented, and the analytical tool for understanding the behaviour of project team members, the Holistic Concept of Man, is illustrated and discussed. Project as a context of tacit knowledge utilisation is discussed, and different factors and situations that affect acquisition and sharing of tacit knowledge in project work, are analysed. The results of the study suggest that the situations, where the members of a project team can interact face-to-face with each other, reinforces tacit knowledge sharing. Also used language, mutual trust and proximity are factors which affect the grade of tacit knowledge utilisation in project work. #
International Journal of Information Management, Jan 1, 2009
As suggested by prior studies, tacit knowledge sharing is a natural process of social interaction... more As suggested by prior studies, tacit knowledge sharing is a natural process of social interaction. The perspectives of social capital and behavioural control are thus employed in this study to investigate an employee's tacit knowledge sharing and behaviour within a workgroup. This study collects data through a multi-informant questionnaire design. Three interesting results were obtained in this study. First, results show that tacit knowledge sharing intention can be induced by affect-based trust. However, shared value is negatively related to tacit knowledge sharing intention. Second, internal control has a positive effect on tacit knowledge sharing intention, but the relationship between internal control and tacit knowledge sharing behaviour could not be confirmed. Third, external control positively moderates the relationship between tacit knowledge sharing intention and behaviour. It is interesting to note that tacit knowledge sharing intention does not necessarily lead to tacit knowledge sharing behaviour unless the moderating effect of external control is taken into account. These findings and their implications are also addressed.
Project Management Journal, Jan 1, 2008
Organization science, Jan 1, 2002
Journal of knowledge Management, Jan 1, 2001
Knowledge plays a key role in the information revolution. Major challenges are to select the rig... more Knowledge plays a key role in the information revolution. Major challenges are to select the right information from numerous sources and transform it into useful knowledge. Tacit knowledge based on common sense, and explicit knowledge based on academic accomplishment ...
Information and Organization, Jan 1, 2007
Organizations need to effectively combine and utilize knowledge resources that are distributed am... more Organizations need to effectively combine and utilize knowledge resources that are distributed amongst the employees and groups in the firm. This paper examines the use of knowledge-sharing mechanisms to leverage the learning, experience and expertise of employees accumulated across projects. I specify a framework that classifies the knowledge-sharing mechanisms used by project-based organizations. Prior research tends to examine only one dimension of knowledge-sharing mechanisms -personalization versus codification. Personalization mechanisms are often assumed to be more ad hoc and informal, and codification mechanisms are assumed to be formal and involve the use of electronic databases. In this paper, personalization versus codification and individualization versus institutionalization are highlighted as two distinct dimensions of knowledge-sharing mechanisms. Individualized knowledge-sharing mechanisms are informal and unstructured, while institutionalized knowledge-sharing mechanisms are formal and embedded in organizational routines and structure. A framework is presented to show how the two dimensions interact. Based on empirical case studies in two project-based organizations, the paper examines if there are suitable configurations of knowledge-sharing mechanisms for organizations with different characteristics. The study contributes to research by providing a more nuanced classification of knowledge-sharing mechanisms, and provides guidance to managers about the types of knowledge-sharing mechanisms that should be adopted based on the size, geographical dispersion and task nature of organizations.
Administrative science quarterly, Jan 1, 1999
Journal of knowledge …, Jan 1, 2003
Management Science, Jan 1, 2004
E ffective work groups engage in external knowledge sharing-the exchange of information, know-how... more E ffective work groups engage in external knowledge sharing-the exchange of information, know-how, and feedback with customers, organizational experts, and others outside of the group. This paper argues that the value of external knowledge sharing increases when work groups are more structurally diverse. A structurally diverse work group is one in which the members, by virtue of their different organizational affiliations, roles, or positions, can expose the group to unique sources of knowledge. It is hypothesized that if members of structurally diverse work groups engage in external knowledge sharing, their performance will improve because of this active exchange of knowledge through unique external sources. A field study of 182 work groups in a Fortune 500 telecommunications firm operationalizes structural diversity as member differences in geographic locations, functional assignments, reporting managers, and business units, as indicated by corporate database records. External knowledge sharing was measured with group member surveys and performance was assessed using senior executive ratings. Ordered logit analyses showed that external knowledge sharing was more strongly associated with performance when work groups were more structurally diverse. Implications for theory and practice around the integration of work groups and social networks are addressed.
MIS quarterly, Jan 1, 2001
Knowledge is a broad and abstract notion that has defined epistemological debate in western philo... more Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a raging interest in treating knowledge as a significant organizational resource. The heightened interest in organizational knowledge and knowledge management stems from the transition into the knowledge economy, where knowledge is viewed as the principle source of value creation and sustainable competitive advantage. Consistent with the growing interest in organizational knowledge and knowledge management (KM), recently IS researchers have been promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support construction, sharing and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.
… Journal of Project …, Jan 1, 2003
Journal of Leadership & Organizational …, Jan 1, 2002
Journal of information science, Jan 1, 2001
The value of an intranet for knowledge management (KM) is largely dependent on the calibre of the... more The value of an intranet for knowledge management (KM) is largely dependent on the calibre of the content and tools that it provides to its users and its ultimate application in business operations. For many organisations, there is a particular dilemma regarding the development of internally produced intranet resources for KM applications. Employees will not feel encouraged to provide content until they believe that what they provide will be used and they will not use an intranet if it does not provide useful content. This paper considers strategies for making intranets 'input-friendly': how can organisations extract the content needed to add to the body of internally produced resources from their employees? The discussion explores factors that encourage intranet contributions. These include enabling conditions such as the provision of appropriate tools, the development of organisational KM culture and reward systems. The paper makes reference to studies drawn from the academic literature in business studies, information systems, organisational science and sociology, as well as to practice in case study organisations. 50 1 2
Sloan management review, Jan 1, 1998
This study offers a detailed case study of how Toyota facilitates interorganizational knowledge t... more This study offers a detailed case study of how Toyota facilitates interorganizational knowledge transfers among within its production network. In particular, we identi~and examine six key institutionalized knowledge sharing routines developed by Toyota and its suppliers. By examining how Toyota facilitates knowledge-sharing with, and among, suppliers we are able to identib the key variables which influence interorganizational and network learning. Moreover, since Toyota is early in the process of creating a learning network with U.S. suppliers, we explore the creation and evolution of Toyota's new learning "network" in the United States. We attempt to extrapolate from Toyota's experience by developing a series of propositions regarding creating and designing a high performance knowledge-sharing network.
Journal of knowledge management, Jan 1, 2003
... On the basis of the illustrations above it is concluded that knowledge, which can be divided ... more ... On the basis of the illustrations above it is concluded that knowledge, which can be divided roughly into two parts, explicit and tacit knowledge, is the underlying basis for forming personal competence. However, it must be noticed that ... ...
California management review, Jan 1, 1998
The Academy of Management Journal, Jan 1, 2005
Different subsets of social networks may explain knowledge sharing outcomes in different ways. On... more Different subsets of social networks may explain knowledge sharing outcomes in different ways. One subset may counteract another subset, and one subset may explain one outcome but not another. We found support for these arguments in an analysis of a sample of 121 new-product development teams. Within-team and interunit networks had different effects on the outcomes of three knowledge-sharing phases: deciding whether to seek knowledge across subunits, search costs, and costs of transfers. These results suggest that research on knowledge sharing can be advanced by studying how multiple networks affect various phases of knowledge sharing.
^fc A Jhen Tat Knowledge-Creating Company ^y^y appeared,itwashailedasalandmarkwork Vf inthefieldo... more ^fc A Jhen Tat Knowledge-Creating Company ^y^y appeared,itwashailedasalandmarkwork Vf inthefieldofknowledgemanagementand sold nearly 40,000 copies. Now. Enabling Knowledge Creation ventures even ...
International Journal of Project …, Jan 1, 2003
In this article we address the question of what kind of social engagements provide the proper pro... more In this article we address the question of what kind of social engagements provide the proper project work context for tacit knowledge acquisition and sharing to take place. In pursuit of this objective two epistemological assumptions are presented, and the analytical tool for understanding the behaviour of project team members, the Holistic Concept of Man, is illustrated and discussed. Project as a context of tacit knowledge utilisation is discussed, and different factors and situations that affect acquisition and sharing of tacit knowledge in project work, are analysed. The results of the study suggest that the situations, where the members of a project team can interact face-to-face with each other, reinforces tacit knowledge sharing. Also used language, mutual trust and proximity are factors which affect the grade of tacit knowledge utilisation in project work. #