48 records from EconBiz based on author Name

1. The KLC Cultures, Tacit Knowledge, and Trust Contribution to Organizational Intelligence Activation

abstract

In this paper, the authors address a new approach to three organizational, functional cultures: knowledge culture, learning culture, and collaboration culture, named together the KLC cultures. Authors claim that the KLC approach in knowledge-driven organizations must be designed and nourished to leverage knowledge and intellectual capital. It is suggested that they are necessary for simultaneous implementation because no one of these functional cultures alone is as beneficial for a company as all of them are together. Moreover, there is a risk that organizations with a learning culture developed without collaboration are stuck at the individual level of learning only; and that a knowledge culture developed without a learning culture jeopardizes the organization to be stuck in a passive way where only old, multiply verified knowledge is accepted. As a result, such companies cannot grow. That extreme situation leads to the rejection of new knowledge that is usually rationalized by the need for business safety security - that is nothing more than a ruse for intellectual laziness or personal barriers of fixed-minded managers.Summing up, based on the empirical evidence (640-cases sample, composed of Polish knowledge workers; SEM method of analysis), this paper delivers empirical evidence that knowledge culture rejects mistakes acceptance component of learning culture and that the learning climate component itself is not sufficient for explicit knowledge sharing. Knowledge sharing, organizational intelligence, and innovativeness are key benefits of the synergy that offers the KLC cultures simultaneous implementation and cultivation. The results expand the former studies by Kucharska and Bedford (2020; 2023) and Kucharska (2021a-b) and expose that KLC cultures and TRUST are needed to develop tacit knowledge sharing clearly is an essential ingredient for organizational intelligence development

Kucharska, Wioleta; Bedford, Denise A. D.;
2023
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2. Company Culture as an Asset. Knowledge-Learning-Collaboration KLC Cultures for Innovation and Sustainability

abstract

Company culture is an intangible asset requiring design, implementation, and management to leverage the company knowledge strategy. If company culture and strategy misalign – there is no chance for success in the long run perspective. Therefore, this study empirically exposes that knowledge, learning, and collaboration (KLC- cultures) are key knowledge-driven company assets tremendous for organizational sustainability creation thanks to innovativeness (innovativeness is seen as a sustainability proxy in this study). The structural Equation Modelling (SEM) method is applied to deliver empirical evidence supporting the key statement of the paper. The study is based on a 2500 case-sized sample and a cross-country comparison of the US and Poland. Indeed, the evidence exposes that the KLC culture synergy fosters knowledge flow within an organization that increases the organizational ability to create internal innovations thanks to intellectual capital generation. So, from the practical perspective, knowledge-driven organizations aiming to develop their intellectual capital should implement KLC cultures and take full advantage of the synergy needed for organizational innovativeness. There is no chance for sustainability without innovativeness. There is no chance for innovativeness without intellectual capital development and knowledge circulation. Therefore, KLC cultures synergy is needed for free knowledge flow insurance

Kucharska, Wioleta; Bedford, Denise A. D.;
2023
Availability: Link Link

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3. The Double Cognitive Bias of Mistakes. A Measurement Method

abstract

There is no learning without mistakes. However, making mistakes among knowledge workers is still seeing shameful. There is a clash between positive attitudes and beliefs regarding the power of gaining new (tacit) knowledge by acting in new contexts and negative attitudes and beliefs toward accompanying mistakes that are sources of learning. These contradictory attitudes create a bias that is doubled by the other shared solid belief that “BOSSES NEVER MAKE MISTAKES.” The double bias of mistakes introduced by Kucharska and Bedford (2023) is assumed in this paper to harm organizational learning and collective intelligence development. To justify this point empirically in this paper, the authors propose a procedure enabling the measurement of double bias of mistakes. Moreover, to validate the proposed method, authors empirically examine the influence of the KLC cultures’ synergy on knowledge sharing and organizational intelligence and compare obtained results with the effect observed for the sample free of the double bias of mistakes. Novelty: this study is the first to propose identifying the double bias of mistakes and empirically exposing its impacts

Kucharska, Wioleta; Bedford, Denise A. D.; Kopytko, Aleksandra;
2023
Availability: Link Link

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4. Love your mistakes! - they help you adapt to change : the new scale of learning culture

abstract

Purpose: There is no learning without making mistakes. Collaboration, knowledge, and learning culture shape organizational behaviors. Hence, this study aims to develop a theoretical model of the above constructs to determine how mistakes are related to organizational intelligence based on the structural model, including the relations between the above constructs. Methodology: New scales of the above constructs, including the learning culture scale, which is composed of the dimensions of "acceptance of mistakes" and "learning climate," were developed and validated based on two samples: students aged 18-24 and employees aged >24 who work in knowledge-driven organizations. Structural equation models were then developed, assessed, and compared. Findings: Mediated by "acceptance by mistakes," the effect of the "learning climate" on "change adaptability" has been detected for young students aged 18-24 but this relation is not significant for business employees aged >24. Limitations: Both samples were obtained from Poland, and "business sample" is in majority represented by small- and medium-sized companies. Hence, the business sample may reflect national culture. Big companies, more mature, usually design their own culture fitted to their business aims. Therefore, this study can be replicated for big Polish companies, international companies located in Poland and, for other countries. Practical implications: Acceptance of mistakes is vital for learning culture development. Mistakes help employees adapt to change. Hence, a learning culture that excludes the acceptance of mistakes is somehow artificial and may be unproductive. Paradoxically, the fact that employee intelligence (change adaptability) is increasing via mistakes does not mean that organizational intelligence is increasing. It suggests that Polish knowledge organizations are not learning organizations. Scientific implications: In this study, mistakes are presented as a precious resource that enables the adaptation and development of intelligence. Hence, this study opens a new area of research in the "management of organizational mistakes." Novelty: This study breaks with the convention of "excellence" and promotes the acceptance of mistakes in organizations to develop organizational intelligence. This study is also the first to propose a constant learning culture scale that embodies the acceptance of mistakes and "learning climate." Further, it empirically proves the value of mistakes.

Kucharska, Wioleta; Bedford, Denise A. D.;
2019
Type: Graue Literatur; Non-commercial literature; Arbeitspapier; Working Paper;
Availability: Link

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5. Knowledge translation

abstract

Knowledge translation is a topic that originated in the field of health sciences where the need to move research to practice is of critical importance. In parallel, the field of knowledge sciences has developed a research base around knowledge transfer, knowledge sharing, knowledge exchange, knowledge articulation and knowledge absorption. This book brings these two important tracks together and synthesizes the fragmented literatures. It also draws from essential work on human communication and considers how these concepts are affected by the knowledge economy. The book raises awareness of the critical role that knowledge translation plays in every academic field of study, and in everyday life. To demonstrate this role, the book presents a grounding model that readers can use to better 'see'their knowledge translation challenges and opportunities. Drawing on the author team's experience in a range of domains and sectors, the book explores knowledge translation in the fields of manufacturing, infectious diseases, automated call centers, regulatory development and compliance, financial lending, transportation safety, and doctor-patient discourse.

Brătianu, Constantin; Garcia-Perez, Alexeis; Dal Mas, Francesca; Bedford, Denise A. D.;
2024
Availability: Link

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6. Knowledge preservation and curation

abstract

In order to achieve its full value, knowledge must flow and be continuously used. Knowledge use, reuse, and repurposing has been a challenge discussed in knowledge sciences literature for over three decades. Based on a review of research and conversations with business stakeholders, the authors investigate and offer solutions to two key challenges - preserving and curating knowledge. Knowledge Preservation and Curation focusses on business value and processes rather than traditional legal and financial requirements, and further, explores preservation and curation in known and unknown business futures. Real-world examples from cutting-edge private and public sector organizations are included, and give unique insight into the world of knowledge management.

Foster, Margie; Arvind, Hossein; Graham, Hugh T.; Bedford, Denise A. D.;
2024
Availability: Link

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7. Relating information culture to information policies and management strategies

abstract

"This book bridges four subject domains, including knowledge and information economies, business and information strategies, business and information cultures, and information management practices"--

Bedford, Denise A. D.; Kucharska, Wioleta;
2021
Availability: Link Link
Citations: 2 (based on OpenCitations) Cited By

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8. Relating information culture to information policies and management strategies

abstract

"This book bridges four subject domains, including knowledge and information economies, business and information strategies, business and information cultures, and information management practices"--

Bedford, Denise A. D.; Kucharska, Wioleta;
2021

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9. The cultures of knowledge organizations : knowledge, learning, collaboration (KLC)

abstract

Organizations are increasingly aware of the role that culture plays in implementing strategies. The adage "culture eats strategy for breakfast everyday' shows how important it is to understand, monitor, and calibrate company culture. This means shaping the behaviour of leaders, managers, teams, and individuals. It means integrating assessment and behaviours into performance and communication strategies. Cultures - at all levels - are shifting in today's society. It is important to understand which factors are having which effects. The Cultures of Knowledge Organizations presents a new perspective that treats organizational culture not as a static conceptual model but as a dynamic, complex and adaptive system. The authors consider how de facto organizational business cultures must function in a hyperdynamic knowledge economy. Today's managers need real practical guidance on how to see "culture', how to assess it, how to design a culture that supports business goals, and how to help the workforce understand their own role in shaping culture. This research acts as a map for 21st Century.

Kucharska, Wioleta; Bedford, Denise A. D.;
2023
Availability: Link

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10. The Power of Mistakes in the Context of Constant Learning Culture and Hierarchy

abstract

Learning culture matters; company culture must support continuous improvement. Organizational learning is defined as a process of identifying and modifying mistakes resulted from interactions between co-workers. The article aims to explore the learning power via errors, taking into account the organizational hierarchy conditions as a moderator. It is important to know how hierarchy (low and high) may influence and moderate the adaptability to change via the acceptance of mistakes. The study is based on 380 case samples gathered from November to December 2019 among Polish employees working in knowledge-driven organizations across various industries. The data were analyzed with PROCESS software. The authors discovered that employees working in low-hierarchy organizations adapt to changes more effectively than those who work in highly hierarchized companies. They also found out that the acceptance of mistakes does not affect the adaptability of low-hierarchy organizations (not significant). The opposite effect is observed for strong hierarchical organizations. When it comes to mistakes, their acceptance significantly improves adaptability to change. Therefore high-hierarchy organizations that accept mistakes achieve better results for adaptability to change than low- and medium-hierarchy organizations. However, the lower the hierarchy of an organization, the lower the significance of mistake acceptance for adaptability to change is. It may, therefore, be concluded that strong hierarchical organizations may adapt to changes only if they accept errors, and learning via the acceptance of mistakes enables them to adapt to changes better. However, it only works if the mistake acceptance level is high. When low – hierarchical organizations' adaptability to change is also very low. In low-hierarchy organizations, adaptability to change is generally high and is not related to the level of mistake acceptance. However, it is not as high as in hierarchical organizations that learn from their mistakes. The above suggests that managers' and supervisors' vital contribution to organizational adaptability to change and growth is to help employees learn from their mistakes. And if they are not willing to learn, the organization should be non-hierarchical if it wants to grow

Kucharska, Wioleta; Bedford, Denise A. D.;
2020
Availability: Link Link

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