Evaluating Team Collaboration Quality: The Development and Field Application of a Collaboration Maturity Model

Falce

et al. 2019

JKM

Purpose-This paper aims to analyse the relationship between the organizational commitment, the knowledge transfer and the knowledge management maturity at a Brazilian public university. As indicated in the literature, the organizational commitment and the influence on knowledge management in the public sector, especially in developing countries, configures an important gap to be filled (Razzaq et al., 2018). Design/methodology/approach-The research has a descriptive and quantitative nature, and to run the analysis, an exploratory factorial analysis was conducted and after that a structural equations modelling was carried out. Findings-The results indicated a significant relationship between the organizational commitment to the knowledge transfer and, consequently, to the knowledge management maturity. Originality/value-In the first place, the model including all dimensions of commitment: affective, calculative and normative with knowledge transfer and knowledge maturity was not tested before. Second, data on the public sector in developing countries are still rare and studies in this field encouraged (Razzaq et al., 2018). In this case, the present study contributes in this field, specifically in the education sector. Finally, understanding the individual commitment profile helps to understand the extent to which that person contributes both to the knowledge transfer, and therefore, in the same analogy, to the knowledge management maturity level.

Section: Results and Analysissupporting

confidence: 86%

The relationship between organizational commitment, knowledge transfer and knowledge management maturity

Falce

et al. 2019

JKM

“…Inter‐functional coordination is beneficial to organizational innovation to some degree, particularly when knowledge can be shared among teams to generate a synergistic effect (Nissen et al ., ). Previous studies also indicated that, in team collaboration, groups can complement each other and play a positive role in teamwork innovation because of their shared willingness, dedication, and different skills and knowledge (Montelisciani et al ., ; Boughzala and Vreede, ). When departments have a positive environmental attitude, they believe that firms are responsible for energy saving and emission reduction during the manufacturing process and are obliged to reduce the negative environmental impact resulting from production.…”

Section: Theoretical Foundation and Research Hypothesismentioning

confidence: 99%

Market Orientation and FIRMS' Environmental Innovation: The Moderating Role of Environmental Attitude

Liao

2017

Bus Strat Env

Drawing on market orientation theory, innovation theory and the theory of reasoned action, this paper integrates market orientation, environmental attitude and firms' environmental innovation into a model to establish a relationship among these three variables. By taking 247 manufacturing firms in China as the research sample and by analyzing the data using SPSS19.0, we found that customer and competitor orientation have a significant and positive impact on firms' environmental innovation, while the effect of inter-functional coordination is not significant. Furthermore, environmental attitude plays a positive moderating role between customer orientation and firms' environmental innovation, as well as between competitor orientation and firms' environmental innovation. Finally, the results of the study are discussed, and the theoretical and practical significance of this study is clarified further.

“…The published literature database also indicates publications concerning completely new models of maturity. Among them: energy and utility MM (Ngai et al, 2013), a holistic sales and operations planning MM (S&OP MM) (Wagner, et al, 2014), purchasing MM (Úbeda et al, 2015), service capability sourcing model (SCSM) (Carroll and Helfert, 2015), collaboration maturity model (Col-MM) (Boughzala and De Vreede, 2015), lean MM (Maasouman and Demirli, 2016).…”

Section: Data and Methodsologymentioning

confidence: 99%

Organizational Maturity Models - Review and Classification

Kucińska-Landwójtowicz

2019

CBUP

The continuous development of the organization and business excellence currently belongs to the most important challenges of modern management. It requires many activities aimed at the improvement of the efficiency of processes and the improvement of the product quality. This is accompanied by a wide range of performance evaluation and organizational maturity analysis in many aspects. The objective of this paper is to provide a systematic review protocol followed and the associated reasoning. The systematic review of the literature is carried out according to strictly defined four phases. The literature of the subject placed in the universal Thompson/Reuters Web of Science database was adopted as the object of exploration. The analysis of the most important articles, proceedings, books and reviews has been performed. The review covers the last 25 years. The systematic review reported in this paper was guided by the objective to classify existing organizational maturity models (OMM), in order of their application area and to indicate the latest research trends. The result of the conducted research is the classification of organizational maturity models including key categories. The main contribution of the paper is the subsequent grouping of these models into nine areas of application to allow further study and development of these. In addition, new maturity models were selected for specific areas of the organization's operations or related to new management concepts. The value of the article is a clear and detailed review of the models proposed in the literature, which may be useful for both researchers and practitioners. The main limitation is the analysis in the scope of topic organizational maturity models including only the Thompson/Reuters Web of Science. This is the first stage of literature review that are continued. JEL Classification Numbers: L20, L21, O29,