Eric Brunelle

Integrating, sharing, and sourcing knowledge in an ERP usage context

This study focuses on the impact of three knowledge management processes – knowledge integration (KI), knowledge sharing (KS) and knowledge sourcing – on business process performance in an integrated system usage context. Using a controlled research environment, we analysed 72 communication episodes and performance data within six integrated business process teams that used a real enterprise resource planning system to support their decisions. Results show that communication behaviours executed to integrate individuals’ knowledge had a positive impact on process performance, whereas KS and knowledge sourcing behaviours between individuals inhibited process performance.

Do Virtual Enterprises Exist?: A Proposed Analysis Model

Because of the phenomenal innovations within the field of information and communications technologies during the last decade, companies have been able to reinvent their techniques for selling products and services, reorganise the work process and build strategic partnerships. The use of these technologies has resulted in major spatial and temporal asynchronies. The decompartmentalisation of time and space in organisational activities has given rise to a new kind of organisation that many people refer to as a virtual enterprise. In this article, we propose a different approach. We believe that virtuality is a dimension that exists in all enterprises; consequently, all organisations need to pay particular attention to it. On this basis, we developed an analysis model based on organisational relationships that can be used to assess the degree of virtuality in an enterprise. We believe that this model will help managers to better understand the impacts of virtuality on their organisations and consequently on their management methods.

An Empirical Study on Emotions, Knowledge Management Processes, and Performance within Integrated Business Process Teams

This study focuses on the impact of knowledge management processes on the performance of business process teams, as well as the moderating role of team arousal variability on such relationship. Using a controlled research setting involving the use of an ERP system, our results show that not all knowledge management processes are beneficial for team performance, and that the variability within the level of team arousal moderates the relationship between knowledge management processes and team performance. This paper has implications in research on business process management, knowledge management, and electronic collaboration.

Flow Experience in Teams: The Role of Shared Leadership

The present study tests a multilevel mediation model concerning the effect of shared leadership on team members’ flow experience. Specifically, we investigate the mediating role of teamwork behaviors in the relationships between 2 complementary indicators of shared leadership (i.e., density and centralization) and flow. Based on a multisource approach, we collected data through observation and survey of 111 project teams (521 individuals) made up of university students participating in a project management simulation. The results show that density and centralization have both an additive effect and an interaction effect on teamwork behaviors, such that the relationship between density and teamwork behaviors is stronger when centralization is low. In addition, teamwork behaviors play a mediating role in the relationship between shared leadership and flow. Overall, the findings highlight the importance of promoting team-based shared leadership in organizations to favor the flow experience.

Value congruence and tenure as moderators of transformational leadership effects

Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator of the relationship between transformational leadership and empowered behaviors. A triple moderation hypothesis, wherein value congruence could both enhance or substitute leadership practices depending on employee tenure, is tested.,Self-reported data were collected from 1,934 employees of a large public organization.,Hierarchical regressions show that value congruence enhances transformational leadership’s effectiveness in new employees, but plays either a substitute role or no role at all in more tenured employees.,Findings suggest that the substitutes for leadership framework are useful in understanding both the enhancing and substitute role of value congruence with regards to transformational leadership. This study also underlines this framework’s complexity and the need for additional research that goes beyond bivariate models to further our understanding of transformational leadership moderators.,The knowledge of when leadership practices are enhanced or substituted could help leaders focus their efforts to maximize empowered behaviors.,This study verifies the theorized moderating role of value congruence in transformational leadership, which has been largely ignored in research. Additionally this study shows that this role can fluctuate according to tenure.

Les modèles d'affaires à l'ère d'internet et de la numérisation : six pistes d'action pour favoriser la performance d'une entreprise

Internet et la numerisation bouleversent les facons de faire dans de nombreuses industries, ce qui est source a la fois de crises et de nouvelles possibilites. Dans les industries de la culture et de l’information, meme s’il ne s’est jamais ecoute, lu, vu et utilise autant de musique, de livres, de films, de logiciels et d’autres biens culturels et informationnels, il est extremement difficile pour les entreprises qui y œuvrent d’atteindre la rentabilite. En contrepartie, au sein de ces industries, des entreprises prennent des initiatives originales en vue de s’adapter a ces phenomenes technologiques et d’en tirer profit. S’inspirant des pratiques adoptees par ces entreprises innovantes, cet article fait etat de six pistes d’action susceptibles de favoriser la performance des modeles d’affaires a l’ere d’Internet et de la numerisation. Il presente des exemples concrets de la facon dont se deploient ces pistes d’action, exemples puises dans des entreprises des industries de la culture et de l’information, particulierement touchees par ces phenomenes technologiques. Ces pistes peuvent donc etre un outil precieux pour les praticiens de toutes les industries qui cherchent a adapter leur modele d’affaires a Internet et a la numerisation.