Chinho Lin

The relationship between supply chain quality management practices and organizational performance

This study tests middle managers’ perceptions on the association between supply chain quality management practices and organizational performance. Two instruments were used for the study: a revised version of Saraph et al.’s quality management instrument and Madu et al.’s organizational performance instrument. The data were classified into three groups based on the level of supply chain quality practices. It is observed that high quality‐tendency systems tend to perform better than low quality‐tendency systems on cost savings. High quality‐tendency organizations can be differentiated from medium quality‐tendency organizations in areas such as productivity, sales growth, and earning growth. Medium quality‐tendency systems seem to be differentiated from low quality‐tendency systems on indicators like employee satisfaction, productivity, and sales growth. Our results suggest that organizational performance could be enhanced through improved supply chain quality management.

A fuzzy decision support system for strategic portfolio management

Portfolio selection for strategic management is a crucial activity in many organizations, and it is concerned with a complex process that involves many decision-making situations. In order to decide which of the proposed projects should be retained in the final project portfolio, numerous conflicting criteria must be considered. They include economic, personnel development, and corporate image. Although there are many studies available to assist decision-makers in doing the process of portfolio selection, there are no integrated frameworks that one can use to systematically do the portfolio selection. In addition, in most decision-making situations, decision-makers have to make decisions with incomplete information and under uncertain circumstances. These situations have been recognized by many researchers as a suitable field to use fuzzy set theory. Therefore, based on the concepts of decision support system (DSS), we developed an integrated framework that incorporates fuzzy theory into strategic portfolio selection. This framework provides managers with a flexible, expandable and interactive DSS to select projects for portfolio management. We used a real-world case to demonstrate the proposed approach.

The construction and application of knowledge navigator model (KNM TM ): An evaluation of knowledge management maturity

This study develops a knowledge navigator model (KNM(TM)) to navigate knowledge management (KM) implementation journey. The KNM comprises two frameworks: evaluation and calculation framework. Qualitative research methods, including a literature review, in-depth interviews, focus groups and content analysis, are conducted to construct the evaluation framework of KNM. An algorithm model is proposed in the calculation framework and a 30 cases survey was employed to obtain the initial version of the score ranges used to differentiate maturity levels. Several propositions and the corresponding KNM were constructed. We define the KM maturity level into five stages: knowledge chaotic stage, knowledge conscientious stage, KM stage, KM advanced stage, and KM integration stage. The evaluation framework of KNM consists of three aspects: three target management objects (culture, KM process, and information technology), 68 KM activities, and 16 key areas (KAs). The initial version of the score ranges was identified. The study results can be referenced and the methodology can be applied to other countries, although the sample is confined to industries in Taiwan.

The implementation gaps for the knowledge management system

Purpose – This paper proposes a fully holistic framework of the “Knowledge Management Gap” to demonstrate the management gaps that might occur when implementing the knowledge management system. Design/methodology/approach – The relevant literature is reviewed, and then the concept structure proposed.Findings – This study identifies reasons for knowledge gaps and demonstrates several fundamental approaches to avoid them. Furthermore, corrective actions are proposed to enhance the success of the implementation of the knowledge management systems.Research limitations/implications – This study tries to explore the factors associated with knowledge management gaps. This research is an exploratory study, so the results are only propositions; hence an empirical survey should be carried out in the future.Practical implications – This framework is expected to provide a convenient way to audit the knowledge management gaps, and thus enterprises can make corrections and adjustments accordingly to greatly enhance the...

The critical factors for technology absorptive capacity

There are numerous studies concerning the key success factors for technology transfer performance, but little empirical research has been conducted on technology absorptive capacity. In the real world, firms cannot successfully assimilate and apply external knowledge without greater absorptive capacity. It is worthwhile exploring the critical factors of absorptive capacity through its impact on transfer performance. Results reveal significant associations between technology absorptive capacity and the critical factors – technology diffusion channels, interaction mechanisms, and R&D resources. Organizational cultures impact on interaction mechanisms, R&D resources, absorptive capacity and transfer performance. Different organizations will experience different technology transfer performance. Focuses explicitly on technology absorptive capacity within the field of empirical technology transfer research. The findings are important for management practice, especially for firms carrying out technology transfer in developing countries.

TQM critical factors and KM value chain activities

Abstract Just as Total Quality Management (TQM) enjoyed great popularity during the 1980s, Knowledge Management (KM) has attracted great attention in todays business and academic community. Companies are viewing KM as a critical success factor in todays dynamic environment; consequently, knowledge managers and knowledge creation teams are created in many organizations. The idea that both TQM and KM have great influence on a firms strategic competence has also drawn attention. However, most of the related research lacks empirical evidence on the association between TQQ and KM activities. The major purpose of this study is to explore empirically the relationships between TQM and KM. We adopted the case study research method of the qualitative research to generate themes, and the quantitative research method to refine and support the validity of the findings from qualitative research. Research results include: (1) we survey the TQM and the KM implementation in the manufacturing companies; (2) identify the role of TQM critical factors on KM value chain activities; (3) determine the importance of KM value chain activities to TQM critical factors; (4) confirm the complementary nature of TQM and KM; and (5) recommend practical applications of TQM and KM.

An EOQ model for deteriorating items with time-varying demand and shortages

The study explores the inventory replenishment policies for the cases with time-varying demand, linearly increasing deterioration rate, partial back-ordering, constant service level and equal replenishment intervals over a fixed planning horizon. Since it is difficult to solve the problem directly, we derive the upper bound of replenishment number for a specific planning horizon and find the solution of service level under a given number of replenishment. The optimal solutions of replenishment number and service level are then determined. Numerical examples and sensitivity analyses are also provided to illustrate the solution procedure.

Exploring barriers to knowledge flow at different knowledge management maturity stages

A significant amount of work has been done to better understand the barriers to knowledge flow and develop models of KM maturity; this was intended to help in assessing the progress of KM initiatives in the firm. However, to date there has been no comprehensive research that considers both these issues at the same time, and thus it is still necessary to explore the evolution of barriers to knowledge flow when the level of KM maturity is changing. We reviewed the progress of KM initiatives in recent years, categorized the barriers to knowledge flow according to the cultural historical activity theory (CHAT), and used one of the existing models of KM maturity (the Knowledge Navigator Model-KNM), to address gaps in the current literature. As part of our exploratory study, a longitudinal survey, involving constant observation, development and use of questionnaires and qualitative interviews with managers of seven firms were conducted. We selected the firms so they covered a wide range of KM maturity levels; triangulation was adopted to enhance the quality of the process. The major findings indicated that: (1) barriers to knowledge flow were inherently different at different KM maturity levels; and (2) various changes in the barriers to knowledge flow were associated with the maturity of the KM.

An exploratory model of knowledge flow barriers within healthcare organizations

Healthcare today is mainly knowledge-based and the diffusion of medical knowledge is imperative for proper treatment of patients. Our study of the industry explored barriers to knowledge flow using a Cultural Historical Activity Theory framework. Our work was exploratory and qualitative in nature, and consisted of three phases: in-depth interviews to explore medical knowledge flow barriers resulting in a model; a case study using a survey approach to test and modify the model; and a Delphi study to validate the generalizability of the model. We concluded that knowledge flow experienced five barriers: knowledge source, knowledge receiver, knowledge transfer, knowledge flow context, and the organizational context. Furthermore, these were correlated.

Bridging the implementation gaps in the knowledge management system for enhancing corporate performance

This study explores the gaps of knowledge management (KM) activities for the enterprise to build a framework that would analyze the corporate knowledge needs, and identifies any inhibitors to success of the implementation activities of the KM system. Based on the literature review, expert interviews and questionnaire, we categorize the five management gaps in implementation of KM activities and illustrate the links between KM activities and corporate performance. The results also reveal that corporate performance is significantly influenced by these management gaps.