PurposeThe purpose of this study is to identify and examine various factors that influence the success or failure of knowledge management (KM) initiatives in project‐based companies.Design/methodology/approachFollowing a literature review, the study proposes a conceptual model of six factors of potential importance to the success of KM initiatives. The model is then examined through an online survey of project managers and assistant managers from project‐based businesses in Finland.FindingsThe study finds that a lack of incentives and the absence of an appropriate information system are the most significant barriers to successful KM initiatives in projects.Research limitations/implicationsThe findings of the study may be restricted in terms of generalisability because of the limited empirical study.Practical implicationsProject managers should formulate an attractive incentive package to encourage project members to participate in KM initiatives and to suggest ideas for new KM opportunities. Managers should also ensure that an effective user‐friendly information system is in place before introducing KM initiatives.Originality/valueThe study proposes a new model of critical success factors for KM initiatives in the context of project‐based business.
Abstract:Purpose: European policy is placing an increasing emphasis on involving employers and labour market institutions in the design and delivery of higher education programmes that match curricula to current and future needs of the economy. The aim of this paper is to investigate the curriculum development process for work-based learning (WBL) programmes and to connect it to the basic pillars, organizational and pedagogical strategies and key moments that enable higher education institutions to foster students' learning, employability and innovation.Design/methodology/approach: Case studies of 14 European WBL programmes in Higher Education are reported using interviews and document analysis. The development of a final framework and examples of practice are based on them.Findings: Drawing on the concept of institutional capital, a framework for the development of WBL programmes which includes three basic pillars (Human Capital, Relationship Capital and Structural Capital) is proposed. Interactions between these pillars are necessary to enhance learning quality (Doctrine), provide authentic experiences (Authenticity) and respect the ways of developing and delivering WBL in Higher Education Institutions (Culture). Research limitations/implications:While selecting a small sample of cases on a basis of 'good practices', some important pitfalls have not been discussed. Thus, rather than promoting a definitive theory, we promote a framework of issues that at least should be taken into account in different stages of planning, delivery, and reflection of WBL learning programmes. Originality/value: 14 case studies from programmes recognized in 6 European countries and the development of an original WBL programme planning, delivery & evaluation framework that can also be used as a checklist for the HEIs organizing work-based learning programmes
Looks at the concept of organizational culture according to Schein, where the system of basic assumptions is developed by the organization during its history. These assumptions are bound to influence the management’s choice of TQM approaches and quality training methods. First, presents a model of different kinds of assumptions about the nature of the human being, about the concept of quality, and about the nature of learning, held by the management. Suggests how they should be considered in choosing the total quality approaches for optimal results. Second, tests the model and gives an illustration of each of the three types of basic assumptions by giving outlines of selected case studies. The cases featured seem to support the opin‐ion that choosing the “match” approach, where the assumptions included are similar to those that constitute the historic base of the culture of the organization, leads to good results with less resource utilization. Again, cultural mismatch seems to be one of the reasons for friction or direct failures in implementing a TQM approach.
Purpose -Researchers are keenly searching methods of analyzing, developing and implementing multi-focused strategies. This is a challenging task because they are quite difficult to structure and, therefore, to assimilate. This study aims to present a new method that can be used further to assist decision-makers in analyzing, evaluating and structuring strategies. Design/methodology/approach -In this constructive case study, an illustrative sand cone model of the different levels and their relative importance ratings is developed using the AHP method. In total, 21 experts in strategies and tactics were involved in the three-stage model development process. Findings -With the help of this visualization model, implementation of a multi-focused strategy in the case study organization was found to have a better fit for strategic decision making. Originality/value -This is a unique research paper.
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