Knowledge management factors affecting educational partnerships within the British HE/FE sector

Elezi, Enis; Bamber, Christopher

doi:10.1504/ijkms.2018.094213

Cited by 12 publications

(16 citation statements)

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“…Hence, the research interest in identifying perceptions of OC within higher education is discussed by What culture is your university? Elezi and Bamber (2018) and consequently presented in this research study. Table II further consolidates Luu's (2012) attributes of OC into choice categories for survey respondents to identify the best fit to what they consider is their universities' dominant OC.…”

Section: Examining Higher Educational Institutional Culturementioning

confidence: 84%

What culture is your university? Have universities any right to teach entrepreneurialism?

Bamber¹,

Elezi²

2020

HEED

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Purpose The purpose of this paper is to discuss the need for universities to develop an entrepreneurial culture and assess higher education practitioners’ opinions of the culture of the university they are working in. Design/methodology/approach The research provides empirical data collected through a survey instrument originally used for a PhD research study; however, this paper focuses on the question set related to culture, which was based on the organisational culture model presented by Quinn in 1988. Findings The findings indicate that a number of respondents reported from a heterogeneous population of higher education institutes predominantly responded they were working within a hierarchy cultural type with many reporting a market cultural type. While respondents from a homogeneous group from a single university reported in the main they were working in a market-driven cultural type with the next main category being a clan culture. Research limitations/implications The study population reported in the main that there is predominantly a market culture in UK universities. However, this research has focussed entirely on respondents working within the UK HE sector, thus, has ignored potential differences that could be present within the global HE emerging markets. Originality/value The paper strengthens understanding of the critical importance of innovation and entrepreneurship in universities. Students, scholars, HE policy makers and HE practitioners can gather a range of insights pointed at university culture and rest assured in the main they are market focussed.

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Section: Examining Higher Educational Institutional Culturementioning

confidence: 84%

What culture is your university? Have universities any right to teach entrepreneurialism?

Bamber¹,

Elezi²

2020

HEED

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“…Literature (Al‐Youbi et al, 2020; Elezi & Bamber, 2018; Gray, 2016; Gregory, 2008; Uslu et al, 2019) highlights that developing HEI partnerships is a challenging process; however, the vast majority of challenges are attributed to institutional culture, which is developed and influenced by the leadership and management approaches, found within an institution. Therefore, making use of literature related to institutional culture (Fullwood et al, 2019; Lee, 2018) is very important to understand the characteristics of a partner and be able to develop a behavioural paradigm that is aligned with the institutional culture of partners.…”

Section: Discussionmentioning

confidence: 99%

“…For example, the institutional policies may not be very encouraging in supporting the exchange of knowledge related to marketing and recruitment or quality performance of students, thus having implications on student recruitment strategies and planning the appropriate infrastructure for student services. Entering into a form of partnership indicates strategic and operational changes (Bennell, 2019; Elezi & Bamber, 2018; Gray, 2016). Therefore, HEIs must focus internally first to identify the appropriate human capital, training and development needs and budget needed to support collaborative initiatives.…”

Section: Discussionmentioning

confidence: 99%

“…Collaborative relationships between HEIs may range from merely establishing formal communication channels between executives to a signed memorandum of understanding and contractual agreements between institutions in exploring new opportunities (Bamber & Elezi, 2020; Elezi & Bamber, 2018; Pinto, 2014; Veer‐Ramjeawon & Rowley, 2020). The forms of collaborations will determine the intensity, depth and quality of knowledge exchange between partners involved.…”

Section: Partnership Km Activitiesmentioning

confidence: 99%

“…As a partnership may be defined and understood differently by each member, it is necessary to draw a common understanding of the partnership where each member is clear on the expectations, contribution and support required (Bamber & Elezi, 2020; Bennell, 2019; Elezi & Bamber, 2018; Gray, 2016). The business lifecycle, financial performance, legal restrictions and accessibility of physical resources and human capital are few of the factors that encourage institutions to be part of collaborative undertakings.…”

Section: Institutional and Partnership Factorsmentioning

confidence: 99%

See 2 more Smart Citations

Role of knowledge management in developing higher education partnerships: Towards a conceptual framework

Elezi

2021

Syst Res Behav Sci

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This research study discusses the role of knowledge management (KM) in facilitating the composition and development of higher education (HE) partnerships. The paper identifies and discusses the KM behavioural constructs, in other words, the fundamental elements that indicate the behaviour of higher education institutions (HEIs) and that impact the development of a partnership. Furthermore, this work explores institutional and partnership factors that affect the development of partnerships and compiles a list of KM activities deemed necessary to assist HEIs in exchanging knowledge in a partnership setting. The proposed conceptual framework can serve as a diagnostic instrument, assisting HE executives, managers, practitioners and researchers in being able to assess institutional capabilities for collaborative undertakings. The work presented in this paper aims to encourage further academic discussions as to how KM concepts can be used to assist HEIs in working together and overcoming challenges for sustainable development in the digital era.

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Revisiting online academic networks within the COVID-19 pandemic – From the intellectual capital of knowledge networks towards institutional knowledge capitalization

Vătămănescu

Cegarra‐Navarro

Martínez‐Martínez

et al. 2022

JIC

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PurposeThe study sets out to explore the mediating role of intellectual capital (IC) dimensions (i.e. human, structural and relational) between scholars' affiliation to online academic networks and institutional knowledge capitalization. Online academic networks are tackled through the lens of knowledge networks which have been of primary importance for new relevant knowledge acquisition during the COVID-19 pandemic.Design/methodology/approachA questionnaire-based survey of 305 academics from 35 different countries was conducted from July to December 2021, employing a partial least squares structural equation modelling technique. The database was initially filtered to ensure the adequacy of the sample, and data were analyzed using the statistics software package SmartPLS 3.0.FindingsEvidence was brought forward that the proposed conceptual model accounted for 52.5% of the variance in institutional knowledge capitalization, the structural and relational capital availed by knowledge networks exerting strong positive influence on the dependent variable.Research limitations/implicationsThe study has both research and managerial implications in that it approaches a topical phenomenon, namely the capitalization of online academic networks in the COVID-19 context, which has dramatically altered the way that research and teaching are conducted worldwide.Originality/valueThe most important contribution of the paper resides in the comprehensive research model advanced which covers individual, organizational and network multifaced layers, starting with the personal and institutional motives to join a specialized network, continuing with the opportunities provided by knowledge networks in terms of intellectual capital harnessing, and ending with its influence on higher education organizations.

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Knowledge management factors affecting educational partnerships within the British HE/FE sector

Cited by 12 publications

References 0 publications

What culture is your university? Have universities any right to teach entrepreneurialism?

What culture is your university? Have universities any right to teach entrepreneurialism?

Role of knowledge management in developing higher education partnerships: Towards a conceptual framework

Revisiting online academic networks within the COVID-19 pandemic – From the intellectual capital of knowledge networks towards institutional knowledge capitalization

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