The Relationship Between Contextual Factors, Psychological Contract, and Change Outcomes

Massingham, Peter

doi:10.1002/jsc.1930

Cited by 8 publications

(2 citation statements)

References 39 publications

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“…Also the psychological contract is perceived differently between employees and employers in labor relation, which some authors call inconsistency in perceptions [41] [46]. Among the variables that have been linked more the psychological contract include affective commitment [43] [47], organizational culture [6], burnout and organizational citizenship behaviors [45], trust and organizational commitment [48], job satisfaction [36] [49] [50], strategic compensation practices and knowledge sharing [9], perception organizational support [51], intended to leave [35] [52], the downsizing [53], organizational commitment and job retention [54] among others.…”

Section: Psychological Contractmentioning

confidence: 99%

Influence of Relational Psychological Contract and Affective Commitment in the Intentions of Employee to Share Tacit Knowledge

Salazar-Fierro¹,

Bayardo²

2015

OJBM

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Organizational knowledge represents an organized group of data and information created and maintained by individuals and business through regulations and procedures [1]. It is essentially related to human action and it is part of the company's intangible assets [2]. This continuous and complex interaction works as a reciprocal process based on a psychological contract full of reciprocal expectations which stipulate the terms of trade and engagement between people and organizations. On one hand, organizations offer rewards, while on the other hand, employee provides his contribution, conceptualized as partners willing to invest their resources as they reach their objectives and obtain mutual benefits. When tacit knowledge is shared, it allows the creation ideas that contribute to innovation, the increases of firm value and the development of sustainable competitive advantages among others advantages. This paper is based on a comprehensive literature review, by analyzing scientific papers, whose purpose is to examine the influence of relational psychological contract and affective commitment in the intentions of employee to share tacit knowledge, as factors for the transfer to be successful.

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Section: Psychological Contractmentioning

confidence: 99%

Influence of Relational Psychological Contract and Affective Commitment in the Intentions of Employee to Share Tacit Knowledge

Salazar-Fierro¹,

Bayardo²

2015

OJBM

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“…The KMT selected for testing comprised: knowledge valuation (Andriessen, 2004;Massingham, 2014a); cultural change metrics (Massingham, 2013); and risk management (Massingham, 2010).…”

Section: Toolkit 4: Knowledge Measurementmentioning

confidence: 99%

An evaluation of knowledge management tools: Part 1 – managing knowledge resources

Massingham

2014

Journal of Knowledge Management

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Purpose – This paper aims to evaluate a range of best practice knowledge management (KM) ideas used to manage knowledge resources. In total, four KM toolkits and 16 KM tools were tested over a five-year period (2008-2013), as part of a large-scale longitudinal change project. Each tool was assessed against an evaluative framework designed to test criticisms of KM: strategy, implementation and performance. The results provide empirical evidence about which KM tools work and which do not and why, and outcomes for practitioners, researchers and consultants. Design/methodology/approach – The case study organization participating in the study was selected because it was a knowledge-intensive organization, with an ageing workforce. An invitation and cover letter explaining the study were sent via email to all 150 engineering and technical staff at the case study organization. Therefore, the entire population was included in the study. Respondents were asked to attend training workshops. Following each workshop, respondents were asked to complete feedback in the form of learning journals and to be involved in work-place based trials of the KM tools. Both management and staff participated in the project. Findings – The results provide empirical evidence that KM can be used to manage knowledge resources. The highest rating toolkit was knowledge strategy, followed by knowledge measurement. The most value was created by using KM to introduce objectivity into future thinking (future capability requirements) and decisions when filling competency gaps (sourcing). The results tended to support criticism that KM is difficult to implement and identified the main barriers as participation located at the operational action research level, i.e. how do we make this work? Evidence that KM works was found in progress towards learning organization capacity and in practical outcomes. Research limitations/implications – The action research cycle and learning flows provide opportunities to examine barriers to KM implementation. The research also presents opportunities for further research to examine the findings in other organizational and industry settings, for example, the relationship between the KM toolkits and organizational change and performance, presents an important area for further research. Researchers might also consider some of the toolkits which rated poorly, e.g. knowledge creation (KC), and challenge these findings, perhaps selecting different KC tools for testing. The paper has limitations. It is based on a single case study organization, offset, to some degree, by the longitudinal nature of the empirical evidence. It is ambitious, and the findings may be controversial. However, the depth of the study and its findings provide rare longitudinal empirical evidence about KM, and the results should be useful for practitioners, researchers and consultants. Practical implications – There are many critics of KM. It has been described as overwhelmingly optimistic and managerial rhetoric; that its claims are false; and that many KM initiatives fail and, therefore, it does not create value for the firm, and its return on investment is unlikely. There is a shortage of empirical studies demonstrating an actual connection between KM and organizational performance. Despite widespread interest and growth in investment by practitioners and growth in research, KM needs validation to give people confidence in its value and some of the problems associated with implementation. This paper provides rare empirical evidence gathered from a five-year (2008-2013) large-scale longitudinal change project to address this gap. For practitioners, the research findings provide management with an evaluative framework to use when making decisions regarding KM. Originality/value – Much of the previous research on this topic looks at specific KM tools only, and often at one point in time. This study examined a wide range of best-practice KM tools as part of an integrated set of KM systems, launched at the same time and studied over five years. The study did not examine what the case study does in terms of KM. Instead, it deliberately introduced tools which were new to the case study organization. The results provide practical outcomes in terms of the effectiveness of KM when introduced to an organization as a system of integrated tools, and what happens in the five years that follow.

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Best Practices in Knowledge Management: A Review of Contemporary Approaches in a Globalised World

Chapman

Macht

2018

The Palgrave Handbook of Knowledge Management

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The Relationship Between Contextual Factors, Psychological Contract, and Change Outcomes

Abstract: I wondered what was wrong for these people to behave in this way. I wanted to understand why they were resisting this change program. Th is article sets out to answer these questions.

Cited by 8 publications

References 39 publications

Influence of Relational Psychological Contract and Affective Commitment in the Intentions of Employee to Share Tacit Knowledge

Influence of Relational Psychological Contract and Affective Commitment in the Intentions of Employee to Share Tacit Knowledge

An evaluation of knowledge management tools: Part 1 – managing knowledge resources

Best Practices in Knowledge Management: A Review of Contemporary Approaches in a Globalised World

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