Co-operative work practices and knowledge sharing issues: A comparison of viewpoints

Coakes, Elayne; Coakes, Jim M.; Rosenberg, Duška

doi:10.1016/j.ijinfomgt.2007.10.004

Cited by 53 publications

(34 citation statements)

References 57 publications

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“…The role played by strategy has also been explained in the academic literature as organisational vision, mission, objectives, goals and values imbibed into the concept of sustainability, so that managers and employees do not have to make an extra effort to focus on adopting green initiatives while making business strategies or taking routine decisions (Gupta 2007, Breja et al, 2011. The literature on leadership explains the dimension of the organisation's structure and proposes it to be designed in such a way that an identified decision-making authority is available within the organisation to ensure that organisational processes maintain the context of sustainability (Stone, 2006;Coakes et al, 2008). Organisational processes when performed considering the three dimensions of sustainability create new opportunities and influence an organisation's performance (Lee et al, 2001).…”

Section: Green Initiatives As a Corporate Culturementioning

confidence: 99%

Sustainability as corporate culture of a brand for superior performance

Gupta

Kumar

2013

Journal of World Business

165

104

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Sustainability as practice and academic research highlight new challenges and opportunities for businesses. This paper reviews the extant literature to understand the ability of sustainable green initiatives when practiced as a corporate culture to individually create new opportunities for operations, management and marketing. According to current research, business opportunities exclusively available to different functions of a firm can drive its performance. The role of marketing in the achievement of superior performance by virtue of sustainability practices is also explained by the existing literature. Branding literature, however, fails to explain the influence of a brand on sustainability-driven opportunities available to a firm for superior performance. The objective of this study is to explore if a brand can strengthen the ability of sustainability-based green initiatives of managers to drive opportunities available to a firm for superior performance. A conceptual framework grounded in the triple bottom line theory is presented based on the assumption that brand as a stimulating factor can accelerate the conversion of opportunities available to a business into superior performance. Academic and managerial perspectives have been used to draw upon the implications of the model. Both practitioners and academic researchers will benefit from future research on this topic.

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Section: Green Initiatives As a Corporate Culturementioning

confidence: 99%

Sustainability as corporate culture of a brand for superior performance

Gupta

Kumar

2013

Journal of World Business

165

104

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“…Work team interactions provide a context in which individuals can engage in such dialogue 6 , as they involve a group of individuals embedded in a larger social system who work interdependently to perform tasks 7 . By highlighting the social interdependence of team members, this definition accounts for the social-constructivist nature of knowledge construction and individual members' contributions toward a shared understanding 8 .…”

Section: Knowledge Sharing Within the Context Of Team Workmentioning

confidence: 99%

Barriers to Knowledge Sharing in Global Teams – Theoretical Perspective

Sołek-Borowska¹

2015

MMR

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Organizing work in teams has become the modus operandi in multinational organizations and team-based structures are becoming a regular occurrence in every day operation of the organization. The purpose of this study is to run an extensive literature review of knowledge sharing barriers in global teams. It is assumed that global teams are able to integrate specialized and globally dispersed capabilities, to understand local needs and demands and leverage cultural diversity. These multi-cultural teams also face a host of problems, and to better understand the challenges and benefits of team work for global organizations, it is vital to learn what are the potential barriers in knowledge sharing. This paper is one of the series concerning knowledge sharing barriers. Companies increasingly rely on global teams to foster growth and innovation, yet too often these teams are assembled without a clear process to ensure success. Global teams represent a high stake commitment, so it is imperative that these teams have a proven framework to promote optimal functioning. Firms need to pay attention to potential barriers to knowledge sharing, in order for global teams to succeed. The relevance of the barriers to knowledge sharing has been identified and they are as such: absorptive capacity, relationship between members of different teams, time, common framework, the excessive value attributed to experts, lack of recognition, distance, time zone and cultural differences.

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“…There are several factors that can influence knowledge sharing ranging from social and organisational to extremely personal (Coakes et al, 2008). In the conceptual VECW framework, these factors are described as the people factors.…”

Section: People Factorsmentioning

confidence: 99%

Value‐enhanced collaborative working: case study of a small management advisory firm

Gohil

Carrillo

Ruikar

et al. 2011

Construction Innovation

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-8 -how of different tools and techniques was a setback to the core business idea behind this collaboration expecting Associates to market the services of Firm A. Hence, tools issues were unique in that, it led to inability of Associates to market Firm A collaboration technical competencies to prospective Clients.An overall analysis of the case study thus revealed the issues related to people, processes and tools, leading to the following consequences prevalent in the organisational collaboration between Firm A and its stakeholders: Next section describes the conceptual VECW framework. A conceptual framework is required here to set the different issues identified in the interview findings and organise them to communicate them effectively. It is an overview of ideas and practices involved in VECW that will shape effective collaborative working in Firm A. Conceptual VECW FrameworkThe conceptual framework forms part of working hypothesis prepared for VECW and it defines descriptive categories (factors) as stated by Shields (1998). The conceptual framework identifies sub-factors within these factors that needs to be considered to improve the collaboration efforts of Firm A and Associates based on literature review and the case study interviews.As mentioned in the previous section, the majority of collaboration issues could be divided into three major issues i.e. Processes, People and Tools. Researchers like Prasad (1996), Austin et al. (2001) and Khalfan (2001) suggested similar factors to control the character of an organisation in their studies. Prasad's work was based on manufacturing organisations, while Austin et al. referred to design chains and Khalfan adopted a construction organisations' perspective. Table 1 below is a comparison of Prasad (1996) and Austin et al's. (2001) view of these factors. Combined effectiveness of collaborating organisations is ensured by no duplication of processes.-9 - PeopleConsists of the value system of an organisation and human factors such as cultural, social, training and intelligence.It is the simple ability of people to work together. ToolsConsists of the tools and technology available with the organisation.The design processes are allocated based on the organisation's technical competency.Prasad concentrated on the organisational elements while Austin et al.'s analysis focuses on how best to achieve these factors. Prasad's (1996) manufacturing organisations are different from the traditional engineering view as they have a more value-centric view; where instead of just providing a manufactured product they might even provide the subsequent service supporting those products to generate more value for the client. Austin et al.'s (2001) design chains are considered similar to management advisory firms as parallels exist between a design chain; where different people/organisation are involved in providing a service, which satisfies common objectives of the project. Hence, identification of the issues from the case study interviews and Prasad's (1996) classification of organi...

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Co-operative work practices and knowledge sharing issues: A comparison of viewpoints

Cited by 53 publications

References 57 publications

Sustainability as corporate culture of a brand for superior performance

Sustainability as corporate culture of a brand for superior performance

Barriers to Knowledge Sharing in Global Teams – Theoretical Perspective

Value‐enhanced collaborative working: case study of a small management advisory firm

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