Purpose-The purpose of this study is to conduct a scientometric analysis of the body of literature contained in 11 major knowledge management and intellectual capital (KM/IC) peer-reviewed journals. Design/methodology/approach-A total of 2,175 articles published in 11 major KM/IC peer-reviewed journals were carefully reviewed and subjected to scientometric data analysis techniques. Findings-A number of research questions pertaining to country, institutional and individual productivity, cooperation patterns, publication frequency, and favourite inquiry methods were proposed and answered. Based on the findings, many implications emerged that improve one's understanding of the identity of KM/IC as a distinct scientific field. Research limitations/implications-The pool of KM/IC journals examined did not represent all available publication outlets, given that at least 20 peer-reviewed journals exist in the KM/IC field. There are also KM/IC papers published in other non-KM/IC specific journals. However, the 11 journals that were selected for the study have been evaluated by Bontis and Serenko as the top publications in the KM/IC area. Practical implications-Practitioners have played a significant role in developing the KM/IC field. However, their contributions have been decreasing. There is still very much a need for qualitative descriptions and case studies. It is critically important that practitioners consider collaborating with academics for richer research projects. Originality/value-This is the most comprehensive scientometric analysis of the KM/IC field ever conducted.
Purpose -This paper seeks to present a theory clarifying the negative relationship between organizational unit size and knowledge flows referred to as Gita's Rule. Design/methodology/approach -This paper draws from the literature and develops a grounded theory. Various applications and propositions are suggested through this theoretical lens. Findings -It is suggested that, as the size of an organizational unit increases, the effectiveness of internal knowledge flows dramatically diminishes and the degree of intra-organizational knowledge sharing decreases. Research limitations/implications -It is proposed that 150 employees represents a general breaking point, after which knowledge sharing reduces due largely to increased complexity in the formal structure, weaker interpersonal relationships and lower trust, decreased connective efficacy, and less effective communication. Practical implications -The research points to the key dimension of organizational size that must be considered when developing models and reviewing case studies. Originality/value -The research reported in this paper is among the first to explicitly tackle the issue of how knowledge flows are affected by organizational size. A theory is developed and several research propositions are introduced for future studies.
Purpose The purpose of this paper is to test the influence of managerial coaching on frontline employee customer orientation, sales orientation and performance in a Chinese context. Further to this first goal, the authors also aim to compare these results with those obtained with a sample of Canadian bank employees in order to understand to what extent differences between Eastern and Western cultures affect business practices and employee responses in both environments. Design/methodology/approach This paper replicates a study from 2014 that used a sample of Canadian financial advisors to test the impact of managerial coaching on customer orientation, sales orientation and performance. In this new study, 185 frontline employees from a large insurance company in Chongqing (China) answered a paper-and-pencil questionnaire in Mandarin providing information about the coaching received from their managers, their own customer and sales orientation, as well as performance. Data were analyzed using structural equation modeling in AMOS as well as multigroup confirmatory factor analysis to evaluate cross-cultural differences. Findings The authors found that for the Chinese respondents managerial coaching is positively related to employee performance both directly and through the mediation effect of customer orientation. The authors found no support for the mediation of sales orientation between coaching and performance. These results suggest that managerial coaching might be a good strategy to promote relational behaviors in frontline employees, but not to reduce manipulative behaviors. The authors also found that these results are statistically equivalent for Chinese and Canadian respondents, suggesting that cultural differences are less prevalent than expected in this business sector. Research limitations/implications The study makes several contributions to research. First, it suggests that managerial coaching can help employees develop their customer orientation–a central construct for commercial organizations working under a relational marketing approach. Second, it presents one of the first studies that evaluate the efficiency of managerial coaching in an Eastern country. And finally, results underline the equivalence of results for Eastern (China) and Western (Canada) respondents suggesting that in a global environment (like the financial industry) the business logic guiding the development of good customer relationships and employee customer-oriented behaviors prevails over potential cultural differences and makes leader and employee behaviors more similar and comparable across different regions in the world. Practical implications First, the use of managerial coaching seems to increase frontline employee relational behaviors, like customer orientation. Accordingly, managerial coaching seems to be a link that can help financial institutions bridge the formulation of a marketing relational strategy in the boardroom and the implementation of such a strategy at the customer interface between frontline employees and customers. Second, given the equivalence of results between the Canadian and the Chinese sample, it seems that the similarities between business models and business logics within the financial services sector are more important—and supersede—the potential cross-cultural differences between Eastern and Western countries. Originality/value The study makes a contribution to the limited literature on the use of managerial coaching in financial institutions to increase frontline employee relational behaviors. At the same time, it presents one of the few cross-cultural studies comparing results obtained from Chinese and Canadian respondents.
The benefits of big data analytics in the healthcare sector are assumed to be substantial, and early proponents have been very enthusiastic (Chen, Chiang, & Storey, 2012), but little research has been carried out to confirm just what those benefits are, and to whom they accrue (Bollier, 2010). This chapter presents an overview of existing literature that demonstrates quantifiable, measurable benefits of big data analytics, confirmed by researchers across a variety of healthcare disciplines. The chapter examines aspects of clinical operations in healthcare including Cost Effectiveness Research (CER), Clinical Decision Support Systems (CDS), Remote Patient Monitoring (RPM), Personalized Medicine (PM), as well as several public health initiatives. This examination is in the context of searching for the benefits described resulting from the deployment of big data analytics. Results indicate the principle benefits are delivered in terms of improved outcomes for patients and lower costs for healthcare providers.
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